Dealing with conflict effectively June 2012
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Transcript of Dealing with conflict effectively June 2012
Dealing with conflict effectively
by Toronto Training and HR
June 2012
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-9 What is conflict?10-11 Elements that produce conflict12-13 Sources of conflict14-15 Functions of conflict16-17 Common responses to conflict situations18-19 Avoiding conflict20-22 Ways of dealing with conflict23-25 Alpha people26-31 Disruptive behaviour32-34 When disagreements occur…35-37 Reasons managers give for not resolving
conflict38-40 Empowering employees to handle the
themselves41-44 Difficult conversations45-46 Achieving better mediation47-48 Reflection following mediation49-50 Resolving issues with people you manage51-52 Resolving issues with peers53-54 Strategies for managing conflict 55-56 Drill57-58 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
Definition
Conflict
Page 7
What is conflict?
Page 8
What is conflict? 1 of 2Types of conflictAttitudes and actionsIs all conflict bad?Phases of conflictInterpersonal conflictsExternal conflictStyles of handling conflictProcessing conflicts
Page 9
What is conflict? 2 of 2Reaching agreementEmpathizing with othersManaging conflict between groupsDisciplinary matters
PositivesNegatives
Page 10
Elements that produce conflict
Page 11
Elements that produce conflict
InterdependenceInconsistent goalsTechnologiesScarcity of resources
Page 12
Sources of conflict
Page 15
Sources of conflict
Differences between organizational and individual goalsDifferences between different departments and groupsDifferences between the formal and informalDifferences between leaders and ledDifferences between individuals and their jobDifferences between individuals
Page 14
Functions of conflict
Page 15
Functions of conflict
Established and maintains identities and boundariesMaintains relationships through venting hostilitiesPotential to change conditions that led to original hostility
Page 16
Common responses to conflict situations
Page 17
Common responses to conflict situations
AvoidanceCompromiseCompetitionAccommodationCollaboration
Submission
Page 18
Avoiding conflict
Page 19
Avoiding conflict
Goals and benchmarksClear rolesSet high expectations and use strengthsDetermine how to communicate most effectivelyDevelop a win/win attitudeEvaluate and discussResourcesModel desired behaviour
Page 20
Ways of dealing with conflict
Page 21
Ways of dealing with conflict
1 of 2Clarify the goals and reinforce those that are agreedRenegotiate the use of resourcesClarify the work of individuals by having a serious appraisal, redesigning the job and changing their level of responsibilityChange the nature of relationships to a more co-operative structure
Page 22
Ways of dealing with conflict
2 of 2Re-examine the formal structures of the organization to see if they are appropriate, changing them where they are not and reinforcing them where they are
Page 23
Alpha people
Page 24
Alpha people 1 of 2
Use clear feedback to tell people of the impact of their behaviour and what you expect from themPlan your words – be clear, concise and direct Use ‘I’ statements – “I think/I believe/I feel” etc.Be responsive to Alpha people and what they’re saying, even if they are being aggressiveDo not be apologetic for no reason
Page 25
Alpha people 2 of 2Watch your voice tone, volume and pace – don’t whisper, whine, falter or speak too slowly, or you’ll sound nervous and uncertain Watch your body language – stand firm and upright and maintain eye contactChallenge inappropriate Alpha People behaviourUse the Broken Record technique – keep repeating the point you want to make until you have the impact you wantSay No!
Page 26
Disruptive behaviour
Page 27
Disruptive behaviour 1 of 5
What are disruptive behaviours?What does disruptive behaviour look and sound like?
Page 28
Disruptive behaviour 2 of 5
RECOMMENDATIONS“Pre-resolve” conflicts using office tools and by communicating policies and protocolsResolve the concerns informally where possible
Page 29
Disruptive behaviour 3 of 5
SPECIFIC SCENARIOS AND BEHAVIOURSHostile/aggressive behaviourBlamingUnresponsive to feedbackSingle instances
Page 30
Disruptive behaviour 4 of 5
TOOLS TO USEFocus on the positiveKeep your voice and body open, relaxed and friendlyWork towards and agreement firstEstablish boundaries
Page 31
Disruptive behaviour 5 of 5
WARNING SIGNSBehavioursEmotionsThoughts
High riskChecklist
Page 32
When disagreements occur…
Page 33
When disagreements occur… 1 of 2DO YOU?
Shut down people with whom I disagree?Address the issue at hand diplomatically and not attack the individual?Express thoughts and beliefs tactfully when they differ from those just expressed?Listen to others’ concerns with an open mind?
Page 34
When disagreements occur… 2 of 2DO YOU?
Shut down people with whom I disagree?Address the issue at hand diplomatically and not attack the individual?Express thoughts and beliefs tactfully when they differ from those just expressed?Listen to others’ concerns with an open mind?
Page 35
Reasons managers give for not tackling conflict
Page 36
Reasons managers give for not tackling conflict 1 of 2
I don’t really know howI don’t want to open a can of wormsI haven’t been successful beforeProblem? What problem?I don’t know where to start
Page 37
Reasons managers give for not tackling conflict 2 of 2
It’s not my businessI’m not a babysitterI have real work to doI don’t want to have to fire anyoneI don’t want to look bad
Page 38
Empowering employees to tackle the problem
themselves
Page 39
Empowering employees to handle the problems
themselves 1 of 2Guide the preparationInform them if this will form part of their HR filesConfidentialityEstablish the timeframeManagers’ availability if neededProvide resources
Page 40
Empowering employees to handle the problems
themselves 2 of 2Closing the loop-expected feedbackPlans to address future disagreementsExpectations of progressFinal outcomesWhat happens if they come to a standstill
Page 41
Difficult conversations
Page 42
Difficult conversations 1 of 3
What happened?SubstanceFeelingsRational and irrationalIdentityWho am I? What do people think of me?
Page 43
Difficult conversations 2 of 3
STEPS TO TAKEPrepareStart in neutralListen for understandingNegotiate and share emotions freelyReframe the conversationKeep the conversation productive
Page 44
Difficult conversations 3 of 3
COACHINGStart with heartLearn to lookMake it safeMaster my storiesState my pathExplore the paths of others
Page 45
Achieving better mediation
Page 46
Achieving better mediationManagementRelationshipsProcedures and resourcesOld remediesBetter proceduresCost benefitsHelp for managersImproving the cultureMediation on steroidsWant to cash in?
Page 47
Reflection following mediation
Page 48
Reflection following mediation
What did I learn?How well did I communicate?Where was I effective?Where was I ineffective?How will I use this experience in the future?What do I still need to learn?What will my ideal behaviour look like?How will I know if I am not successful?Who can help me?
Page 49
Resolving issues with people you manage
Page 50
Resolving issues with people you manage
Creating a dialogueWhat the conflicts are usually aboutProactively adapting your approachCreating a positive environmentKeeping your power in checkConsidering nerves
Page 51
Resolving issues with peers
Page 52
Resolving issues with peers
Respecting a peer’s positionBeing sensitive to locationPreserving the working relationship
Page 54
Strategies for managing conflict
Page 55
Strategies for managing conflict
Denial/avoidanceSuppressionPower or dominanceThird party interventionCompromise or negotiationIntegration or collaboration
Page 56
Drill
Page 57
Drill
Page 58
Conclusion and questions
Page 59
Conclusion and questions
Summary, suggestions and pearls of wisdom VideosQuestions