Transcript No Slide Title

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 conflict
management
Conflicting Situations
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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
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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 selfawareness
• 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
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Poor Communication
Unclear Jurisdiction
Differences of Goals
Differences in Styles
Differences in Values
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Differences in Opinions
Conflict of Interest
Use of the Same
Divergent Persons
Differences of Needs
THE CONFLICT CYCLE
Beliefs and Attitudes
About Conflict
Conflict Occurs
Consequence
Your Response
To 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
Conflict Management Process
IDENTIFYING CONFLICT
Pay attention to:
• any symptoms and behaviors
of another person
• your own internal reactions
to situations and people
Conflict Management Process
ANALYZE THE CONFLICT
• understand your own position
and emotions
• understand position and
emotions of the other person
Conflict Management Process
GOAL-SETTING
To create positive conflict outcome
take into account
• the particular conflict issue
• the short-term outcome
• the long-term outcome
Conflict Management Process
DECIDING
To reach positive conflict outcome,
choose one or more appropriate
conflict management strategies
listed below.
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Avoidance/Denial
Competition
Accommodation
Compromise
Collaboration
Conflict Management Process
IMPLEMENTATION
You are actually implementing
your conflict management
strategies
Strategies for Conflict Management
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Denial/ Avoidance
The Turtle
Competition
The Shark
Accommodation/Giving In
The Teddy Bear
• Collaboration
The Owl
• Compromise
The Fox
Conflict Management Strategies
DENIAL/AVOIDANCE
Conflict Management Strategies
DENIAL/AVOIDANCE
• Denial - There is no conflict in
progress
• Avoidance - Conscious decision to
“do nothing”
Conflict Management Strategies
DENIAL/AVOIDANCE
It is appropriate to use when
• “doing nothing” will not damage
an ongoing relationship
• you are not interested in maintaining or
creating 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
Conflict Management Strategies
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
Conflict Management Strategies
COMPETITION
Conflict Management Strategies
COMPETITION
The key component of this strategy are:
• the use of power and influence
• it creates win/lose outcome
Conflict Management Strategies
COMPETION
It is appropriate to use when
• 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
Conflict Management Strategies
COMPETION
It is NOT appropriate to use when
• 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
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It means that
• you stop pursuing your “issue goal,”
• stop resisting what the other party wants
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It is appropriate to use when
• 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
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It is NOT appropriate to use when
• 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
Conflict Management Strategies
COLLABORATION
Conflict Management Strategies
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 deal
of communication between the parties
Conflict Management Strategies
COLLABORATION
It is appropriate to use when
• 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 relationships
in the future
Conflict Management Strategies
COLLABORATION
It is NOT appropriate to use when
• 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 minimal
the time to collaborate can’t be justified
Conflict Management Strategies
COMPROMISE
Conflict Management Strategies
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.
Conflict Management Strategies
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
Conflict Management Strategies
COMPROMISE
It is NOT acceptable to use when
• any compromise solution is bound to be disastrous
• either or both parties may carry resentment about
not getting what they want
• the other party is clearly not interested in
compromise
• 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
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Active or Reflective Listening
Empathy Statements
Assertive Statements
Responsiveness
Cooperative Communication Techniques
ACTIVE /REFLECTIVE LISTENING
It involves taking what someone
says to you, and rephrasing it
or paraphrasing it so that
the person knows you heard
and understood them.
Cooperative Communication Techniques
ACTIVE /REFLECTIVE LISTENING
The guidelines for using listening techniques
are as following:
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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
Cooperative Communication Techniques
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.
Cooperative Communication Techniques
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
Cooperative Communication Techniques
ASSERTIVE STATEMENTS
It provides us with a means of
expressing our own feelings and
needs in a non-aggressive and
non-passive way.
Cooperative Communication Techniques
ASSERTIVE STATEMENTS
The guidelines for using assertive statements
are 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
Cooperative Communication Techniques
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.
Cooperative Communication Techniques
RESPONSIVENESS
The guidelines to use responsiveness are
as following:
• listen carefully to determine possible action
• check out your hypothesis with the other person
• once the other person has confirmed your
hypothesis 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 conflict
management
Summary
Use SAFE Approach:
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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