REDUCING CONFLICT IN THE WORK PLACE. Purpose The goal of this presentation is to assist you in learning the principles of successful conflict management

REDUCING CONFLICT IN THE WORK PLACE

Purpose

The goal of this presentation is

• to assist you in learning the principles of successful conflict management

• to help you apply those principles to workplace and personal situations

Learning Objectives

• Identify & understand conflicting situations

• Clarify the conflict management process

• Utilize effective strategies and communication techniques for conflictmanagement

Conflicting Situations

• Defining Conflict• Potential Consequences of Conflict• Sources of Conflict• The Conflict Cycle

Defining Conflict

Conflict is defined as a condition in which the concerns of two or more parties appear to be incompatible.

Defining Conflict

• Fight or Coercion• Threatening• Shouting• Withholding support• Ignoring Communication• Avoiding Personal Conflict• Polarizing the workplace• Filing a grievance

• Flight or Distancing• Crying• Anxiety or panic• Closed body language• No eye contact

Consequences of Conflict

Conflict has positive or negative effects, depending upon

• how we view it• how we deal with it

Positive Consequences of Conflict

• Helps to confront issues• Increases energy for decision making • Improves the quality of problem solving • Facilitates better Relationships

• Enhances our own self-awareness• Generates creative solutions• Makes life more interesting• Brings enjoyment in our lives

Negative Consequences of Conflict

• Involves the possibility of winners and losers

• Decreases teamwork, morale, and collaboration

• Uses up resources

Sources of Conflict

• Poor Communication• Unclear Jurisdiction• Differences of Goals• Differences in Styles• Differences in Values

• Differences in Opinions• Conflict of Interest • Use of the Same• Divergent Persons• Differences of Needs

THE CONFLICT CYCLE

Beliefs and AttitudesAbout Conflict

Consequence Conflict Occurs

Your ResponseTo Conflict

Conflict Management Process

• Identifying Conflict - “Something is going on”

• Analyze the Conflict - “ What management option will work”

• Goal Setting - “What short & long term outcomes I do want ?”

• Deciding - “How specifically to approach the conflict”

• Implementation - I am using conflict management strategies


IDENTIFYING CONFLICT

Pay attention to:

• any symptoms and behaviors of another person

• your own internal reactions to situations and people


ANALYZE THE CONFLICT

• understand your own position and emotions

• understand position and emotions of the other person


GOAL-SETTING

To create positive conflict outcome take into account

• the particular conflict issue

• the short-term outcome

• the long-term outcome


DECIDING

To reach positive conflict outcome, choose one or more appropriate conflict management strategies listed below.

• Avoidance/Denial• Competition• Accommodation• Compromise• Collaboration


IMPLEMENTATION

You are actually implementing your conflict management strategies

Strategies for Conflict Management

• Denial/ Avoidance The Turtle

• Competition The Shark

• Accommodation/Giving In The Teddy Bear

• Collaboration The Owl

• Compromise The Fox

Conflict Management Strategies

DENIAL/AVOIDANCE


DENIAL/AVOIDANCE

• Denial - There is no conflict in progress

• Avoidance - Conscious decision to “do nothing”


DENIAL/AVOIDANCE

It is appropriate to use when

• “doing nothing” will not damage an ongoing relationship• you are not interested in maintaining orcreating a relationship with the other party• “doing nothing” will not result in additional problems down the road• the cost of doing something outweigh any benefits you anticipate


DENIAL/AVOIDANCE

It is NOT appropriate to use when

• the conflict issue is important to you or to the other party

• you value the relationship with the other party and believe doing nothing will affect it in the long haul


COMPETITION


COMPETITION

The key component of this strategy are:

• the use of power and influence

• it creates win/lose outcome


COMPETION


• a decision needs to be made immediately or disaster will result• you have more power and influence than the other party• the stakes are high• you cannot live without achieving your goal • you are absolutely sure you are correct• you are in position of formal power


COMPETION


• the stakes are low and the issue is not important• you will need ongoing cooperation with the other party over time• you cannot afford to lose completely


ACCOMMODATION/ GIVING IN



It means that

• you stop pursuing your “issue goal,”

• stop resisting what the other party wants




• the conflict issue is not important to you• your major concern is having a smooth long-term relationship with the other party• the other party has a lot more power and control over the situation• you know you are likely to lose if you use a “stronger” approach




• the issues is very important to you• you will carry resentment if you give in• you always give in to a specific party in a relationship• your role is such where you have to establish some sense of authority


COLLABORATION


COLLABORATION

It means to work together cooperatively to identify a solution which is often a creative and harder-to-find-solution(s) so that both parties WIN.

This strategy is the most time consuming since it involves in-depth discussion of the problem, analysis and a great dealof communication between the parties


COLLABORATION


• there is enough time to undertake a longer process• an immediate decision may not be required• team and relationship building is a high priority• both parties have strong commitments to their goals AND maintaining good relationshipsin the future


COLLABORATION


• a decision is needed immediately • there is insufficient time to work in a collaborative way• one party insists on using a competitive strategy• the importance of the conflict issue is minimalthe time to collaborate can’t be justified


COMPROMISE


COMPROMISE

It involves an attempt to come to some solution which is mutually acceptable to both parties, but does not completely satisfy both parties.

Each party gives up some of their needs, so that a decision can be made.


COMPROMISE

It is acceptable to use when

• there is some wiggle-room on both sides and each party can give up a little• there is not enough time to develop more creative solutions• investment in the issues on both sides is not too high


COMPROMISE

It is NOT acceptable to use when

• any compromise solution is bound to be disastrous• either or both parties may carry resentment aboutnot getting what they want• the other party is clearly not interested incompromise• the other party is imposing power

Cooperative Communication Techniques

There are several techniques that are effective in both preventing and/or dealing with conflict situations.

They are as following

• Active or Reflective Listening• Empathy Statements• Assertive Statements• Responsiveness


ACTIVE /REFLECTIVE LISTENING

It involves taking what someone says to you, and rephrasing it or paraphrasing it so that the person knows you heardand understood them.


ACTIVE /REFLECTIVE LISTENING

The guidelines for using listening techniques are as following:

• the tone used in paraphrasing is important• there is a limit on the power of listening• there is a skill to paraphrasing• the timing of active listening is important


EMPATHY RESPONSES

These responses are ways of reacting to someone that shows that we understand and can relate to their situation, particularly on an emotional level.


EMPATHY RESPONSES

The guidelines for use empathy responses are as following: • congruence of the words, the tone of voice, and non-verbals is important• response must be accurate, so you prove you understand • responses need to be used with other things


ASSERTIVE STATEMENTS

It provides us with a means of expressing our own feelings and needs in a non-aggressive andnon-passive way.


ASSERTIVE STATEMENTS

The guidelines for using assertive statementsare as following:

• many people will not react positively to it• state the practical effect of person’s behavior• the timing of assertive request is critical


RESPONSIVENESS

Responsiveness means speaking or acting in a way that RESPONDS to the wants and needs of the other person.

It goes beyond listening and empathy, because it also shows you are prepared to ACT on that understanding.


RESPONSIVENESS

The guidelines to use responsiveness areas following:

• listen carefully to determine possible action• check out your hypothesis with the other person• once the other person has confirmed yourhypothesis about their needs, offer what you can do• do what you say• check back after you complete your action• repeat the cycle as necessary

Summary

• Identified & provided better understanding of conflicting situations

• Clarified the conflict management process

• Discussed effective strategies and communication techniques for conflictmanagement

Summary

Use SAFE Approach:

• S ecure open communication• A cknowledge individual behavioral strategies• F acilitate skill training• E ngage in resolution of issues

Reducing Conflict in the Workplace

Contact Your Employee Assistance Program

• available by phone consultation • available to help with conflict resolutions• available to help with stress management, and work and family problems

Documents

REDUCING CONFLICT IN THE WORK PLACE. Purpose The goal of this presentation is to assist you in learning the principles of successful conflict management