Conflict Management Final

7/31/2019 Conflict Management Final

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Conflict


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GROUND RULES

o All mobiles on silent mode and no

calls while sitting here.

o Participate

o Listen when the other person is

speaking.

o Enjoy the training.


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ObjectivesTo identify how conflicts arise.

To look at your conflict managementstyle.

To develop strategies for more effectively

dealing with conflict.


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THE BLIND MEN AND THE

ELEPHANT


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Conflictwhat is it

Conflict often occurs when there is an

emotional disagreement between two ormore people about policies, process,

activities or outcome.


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The Reality!

There is no way to work withpeople on conflict free basis.


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CONFLICT IS NORMAL

Consider your own work environment for a moment:

What are some key sources of conflict in our workplace?

When do they tend to occur?

How do people respond to these conflicts as they arise?

When we solve problems, do we do so for the moment, or do weput in place systems for addressing these types of concerns inthe future?

The Experience of Conflict

everyday experience suggests conflict can not beavoided in interaction with others


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ACTIVITY TIME


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Sources of ConflictMost conflicts arise out of feelings

of intense personal frustration anda belief that things are happening

which are simply unfair.

&

PERCEPTIONS


10/39Count the human faces


11/39What do you see?


12/39What do you see?


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What can you read?


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Count the number of squares on this slide.


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Perceptions

Ones perception influences attitude andthe way one communicates with others.

The attitude you think you project, andthe attitude your colleague perceives canbe very different


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Do you often Say these things.

They just dont get it!

They cant seem to see the bigger picture!

They dont want to make the effort tochange their thinking!

Why cant I find people who can simplytake my ideas and direction and run withthem?


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Causes of ConflictCompetition/rivalry

Poor communication

Authority not defined

Different viewpointsLimited resources

Absence of team spirit

Ambition vs. RealityValue/generational/cultural differences

Aggressive, insecure individuals


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Other Conflict-Provoking

Behaviours

Person-centered comments and

criticismPast-centered comments

Guilt-induction attempts

Blaming comments


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Unsolicited advice/commandsDefensiveness-causing questions

Mistrust statements

Overstatements and over-generalizationsUse of hot phrases and words

Phrases that blame or imply blame or

suggest ignorance

Phrases that have a threatening undertone


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The Costs

Destroys professional relationships

Creates barriers to individual and organizational

effectiveness

Derails teamwork

Creates enemies and hidden agendas

Adds stress to the workplace

Wastes time, money and resources

Affects the ability to stay competitive


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People fear conflict because:

(1) Fear of the unknown

(2) Fear of our own feelings or the feelings

of others

(3) Fear of lack of personal control orpersonal skills

(4) Fear that things will get worse

(5) Fear of not being liked


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Why do we avoid dealing with

conflictsWhy should I talk to her? She'll bite my head off andnot listen to anything I have to say!"

"I should talk to him about this problem, but maybe itwill go away on its own. There's no sense stirring upsomething that makes us both uncomfortable."

"If I go to him, I'm making myself vulnerable. No,that's his responsibility - he should come to me andask me to talk!"


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Conflict Resolution

VS

Conflict Management


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Defensive Coping

Assumes that the problem is caused by the otherperson.

Develops a private diagnosis and solution.

Tries to get other person to change by using logic,indirect influence, or critique.

If other person resists, that confirms #1.

Responds to resistance through intensifying pressure,protecting, or rejecting the other person.

If efforts are unsuccessful, its the other personsfault.


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Going Beyond Defensive Coping

Begin with communication

Focus on active listening techniques

Separate the problem from the person

Use I statements


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Good criticism (descriptive) providesinformation that can be put to gooduse to solve a problem and notattack a person directly.

If you know the difference betweendescriptive and judgmentalcriticism, you can reduce conflictby 60%-80%.


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What is your Conflictmanagement style


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The various styles

Avoidance: steering clear of and denying the existence of theconflict and disagreement.

Accommodate: letting the other person decide totally what theresolve is to be.

Compete: aggressively pursuing ways to win from my ownperspective.

Compromise: looking after both parties interests.

Collaborate: assertively looking after my interests but equallyconcerned with the interests of the other person.


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The Competing SharkSharks are highly goal-oriented

Relationships take on a lower priority

Sharks do not hesitate to use aggressive behaviour to resolve conflicts

Sharks can be autocratic, authoritative, and uncooperative; threateningand intimidating

Sharks have a need to win; therefore others must lose, creating win-

lose situationsAdvantage: If the shark's decision is correct, a better decision withoutcompromise can result

Disadvantage: May breed hostility and resentment toward the personusing it

Appropriate times to use a Shark style

when conflict involves personal differences that are difficult to change when fostering intimate or supportive relationships is not critical

when others are likely to take advantage of noncompetitive behaviour

when conflict resolution is urgent; when decision is vital in crisis

when unpopular decisions need to be implemented


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Turtles would rather hide and ignore conflict than resolve it; this leads

them uncooperative and unassertiveTurtles tend to give up personal goals and display passive behaviourcreating lose-lose situations

Advantage: may help to maintain relationships that would be hurt byconflict resolution

Disadvantage: Conflicts remain unresolved, overuse of the style leadsto others walking over them

Appropriate times to use a Turtle Style:

when the stakes are not high or issue is trivial

when confrontation will hurt a working relationship

when there is little chance of satisfying your wants

when disruption outweighs benefit of conflict resolution when gathering information is more important than an immediate

decision

when others can more effectively resolve the conflict

when time constraints demand a delay


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The Accommodating Teddy Bear

Teddy bears use a smoothing or accommodating conflictmanagement style with emphasis on human relationships

Teddy bears ignore their own goals and resolve conflict bygiving into others; unassertive and cooperative creating a win-lose (bear is loser) situation

Advantage: Accommodating maintains relationships

Disadvantage: Giving in may not be productive, bear may betaken advantage of

Appropriate times to use a Teddy Bear Style

when maintaining the relationship outweighs otherconsiderations

when suggestions/changes are not important to theaccommodator

when minimizing losses in situations where outmatched orlosing

when time is limited or when harmony and stability are valued


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The Compromising Fox

Foxes use a compromising conflict management style; concernis for goals and relationships

Foxes are willing to sacrifice some of their goals whilepersuading others to give up part of theirs

Compromise is assertive and cooperative-result is either win-lose or lose-lose

Advantage: relationships are maintained and conflicts areremoved

Disadvantage: compromise may create less than idealoutcome and game playing can result

Appropriate times to use a Fox Style

when important/complex issues leave no clear or simplesolutions

when all conflicting people are equal in power and have stronginterests in different solutions

when their are no time restraints


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Owls use a collaborating or problem confronting conflict

management style valuing their goals and relationships

Owls view conflicts as problems to be solved finding solutions

agreeable to all sides (win-win)

Advantage: both sides get what they want and negativefeelings eliminated

Disadvantage: takes a great deal of time and effort

Appropriate times to use an Owl Style

when maintaining relationships is important

when time is not a concern

when peer conflict is involved when trying to gain commitment through consensus building

when learning and trying to merge differing perspectives


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CONFLICTS MANAGEMENTSTYLES


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Outcome of Conflict


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Conflict can have value if:

- it excites to action,

- Increases group cohesiveness,

- Diffuses what might lead to more serious

conflicts,

- Serves as a measure of how important issues,

ideas and people are to you.


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Seven Steps to Constructive Conflict Management Using

the Collaborative Style

Approach the Opposing Party

Define the Conflict Together

Communicate Personal Positions and Feelings

Express Your Cooperative Intentions

Understand the Conflict from the Other Party's Viewpoint

Be Motivated to Negotiate in Good Faith

Reach an Agreement


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A Final Note

Focus on positive outcomes.

One issue at a time.

Review previous issues.

Choose correct timing.

Avoid inclusive words.

Agree to disagree.

Dont insist on being right.


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STORY TIME

THE FARMER & THE ANGEL

Conflict Management Final

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