Conflict and Workplace Culture How Leaders can Affect Positive Change

Conflict and Workplace CultureHow Leaders can Affect Positive Change

Learning objectives

Following this presentation you will be able to:recognize, define, intervene, mitigate, manage and evaluate conflict in your work group.

Conflict has three components

Disagreement:differences in values, needs, opinions, interests and goals

Interference:of attaining one’s interests, objectives, or goals

Negative Emotions:fear, jealousy, anger, anxiety, frustration

Not to be confused with…

Bullying/Harassmentcharacterized by a constellation of repeated acts by one or more individuals undertaken with an intention to cause harm

Workplace Incivilitya form of organizational deviance- behaviours that violate respectful workplace norms. Not necessarily meant to harm but are often rude, discourteous.

AntecedentsIndividual differences – dissimilar demographics, value differences

Interpersonal factors - reciprocated distrust, poor communication, lack of perspective taking, inadequate emotional intelligence Organizational factors – change due to restructuring, interdependence, diminished flexibility, lack of employee engagement

Goal perception – the more common the goal the better chance of constructive controversy

Conflict is:

Relationshipexists when there are interpersonal incompatibilities

Taskdisagreements about the content of the tasks being performed or about viewpoints, ideas and opinions

Processdisagreement on how to accomplish the task

What do you see most often?

At your tables identify and discuss:

Most common type of conflict Cause of the conflictConsequences to the department/work

group

How do you manage conflict?

Thomas - Kilmann Conflict Mode Instrument

What is your personal style when dealing with conflict?

15 minutes

The 5 styles

Competitive: high assertiveness, low cooperationThis group wants to win!Accommodative: low in assertiveness, high in cooperationThis group’s members are easy going and follow the crowd.Avoiding: low in assertiveness, low in cooperationAvoiding people are detached and indifferent to conflict.Collaborative: high assertiveness, high in cooperationThis group’s members are active problem solvers.Compromising: moderate in assertiveness, moderate in cooperativenessThese people will give and take to resolve conflict.

Setting the stage for successful conversations

Make it safeLook for signsUse Contrasting- “I don’t want….I do want”

Seek mutual purpose Seek mutual respect

STATE for perspective sharing

Share the factsTell your storyAsk for others perspectiveTalk tentativelyEncourage testing

Communication Tips Allow for personal space Be aware of body language, eye

contact, touchingUse active listeningConfirm your understanding of the problemAcknowledge feelings

Continued…

Allow for perspective taking, Do Not interrupt

Seek to understand underlying motives Use “I feel” statements Know your policies, CA Know where to go for help

Considerations and Take Aways

• Personal struggles impact professional performance

• Evaluate departmental health and engagement• Individuals may not want to share information

with you• Create opportunities for collaboration• Encourage dialogue, discourage triangulation

Where to go for support?

Associate Dean, DeanVice-President AcademicDispute Resolution officeDeans of StudentsHuman Resources

References

Almost, J., Doran, D.M.,McGillis-Hall, and Lascdhinger, H.K.S. (2010) Consequences and Antecedents of Intragroup of Conflict among nurses. Journal of Nursing Management, 18(8) 981-992Regisered Nurses Association of Ontario (RNAO) Best Practice Guideline (2012) Managing and Mitigating Conflict in Health Care Teams. Toronto, ONDe Dreu, C.K.W. and Weingart, L.R. (2003a) Task Ve3rsus Relationship Conflict, Team Performance and Team Membership Satisfaction. Journal of Applied Psychology. 88(4) 741-749Pondy, L.R. (1967). Organizational Conflict: Concepts and Models. Administrative Science Quarterly, 12(2) 296-320.Patterson, K, Grenny J., McMillan R., Switzler (2012) Crucial Conversations, Tools for talking when stakes are high

questions?