• Understand what conflict is and how it can escalate
• Be able to recognize the five most common conflict
resolution styles and when to use them
• Increase positive information flow, through non-
verbal and verbal communication skills
• Develop effective techniques for intervention
• Strengthen staff trust and morale
• Become more confident of your ability to manage
conflicts to enhance productivity and performance
• From an organizational point of view, conflict
can be viewed as anything that disrupts the
• Conflict is also “the hostility caused when you
strived for the outcomes you prefer, and thus
prevent others from getting the outcome they
• Are there other definitions that work for you?
Some assumptions about conflict:
• Conflict is avoidable.
• Conflict produces inappropriate reactions by the
• Conflict creates a polarization within the
What are some positives and negatives about
Types of Conflict
• Inner conflict
• Interpersonal conflict
• Group conflict
Types of Conflict
Twelve Roots of Interpersonal Conflict
• Basic Differences
• Differences In Perception/Values
• Differences Over Facts
• Differences Over Goals/Priorities
• Differences Over Methods
• Competition For Scarce Resources
• Competition For Supremacy
• Unfulfilled Expectations
Types of Conflict
Roots of Group Conflict
• Goal segmentation and rewards
• Mutual departmental dependence
• Unequal departmental dependence
• Functional unit and environment
• Role dissatisfaction
• Role ambiguities
• Common resource dependence
Open Conflict vs.
There are two ways of dealing with conflict.
• We can be open and up front about it
• We can keep it hidden and let it smolder inside us
• Can you think of times when you have been open about
a conflict you are experiencing with another person?
• Can you think of a time when you were more covert or
hidden about how you were really feeling?
• Why did you sometimes feel okay about speaking up?
• What held you back when you were keeping your
• Those who are extroverts are notorious for
opening their mouth and putting their foot in it.
• This is spontaneous behavior: neither thinking
things through nor considering the consequences
before we speak.
• However, introverts are usually more reflective.
• This means they think before they speak, but they
also self-censure to the point that what needs to
be said doesn’t get verbalized.
The Johari Styles
•A Turtle: Low Trust and Low Respect
•An Owl: High Respect and Low Trust
•A Bull in the China Shop: High Trust
and Low Respect
•A Picture Window: High Trust and High
Win As Much as You
• 4 X's: Lose $1.00 each
• 3 X's: Win $1.00 each
• 1 Y: Lose $3.00
• 2 X's: Win $2.00 each
• 2 Y's: Lose $2.00 each
• 1 X: Win $3.00
• 3 Y's: Lose $1.00 each
• 4 Y's: Win $1.00 each
Steps to Active Listening
• Listen for total meaning.
• Respond to feelings.
• Note all cues.
• Paraphrasing is another skill that is critical to your efforts
to resolve conflict. It helps clarify what is being said by
both parties in the disagreement.
• The key to paraphrasing in a conflict situation is to
remain calm and collected, as you restate what you
believe they’ve said.
• Gather additional information.
• Clarify information.
• Help lead the other person to an insight not yet
his or hers.
7 Steps to Ironing
1.Remove all masks.
2.Identify the real problem
3.Communicate in a manner certain to
4.Give up a must win attitude.
5.Develop several possible solutions.
6.Evaluate options and select a solution.
7.Acknowledge and preserve the value
of the relationship.
• What is the conflict?
• Who are the players?
• If this conflict is resolved, what are the benefits?
• If this conflict is not resolved, what are the payoffs
or benefits for me?
• If the conflict is not resolved, what harm can follow?
• If this conflict is resolved, will the benefit create a
better situation than before the conflict arose?
• Whatever the outcome, can I see that the conflict
added a positive dimension to the potential
Conflict and its
Stated Position Stated Position
Person 1 Person 2
• There is a danger of being in the midst of a
difficult situation without recognizing it.
• Gather as much information as you can
about how the other person /group might be
thinking and feeling. Try to understand their
• Know your own hot buttons. What makes
you react or get angry?
Facilitating conflict has two distinct steps:
Venting: This involves listening to people so they feel
heard, and so that built up emotions are defused.
People are rarely ready to move on to solutions until
their emotional blacks have been removed.
Resolving the issue: This means choosing the right
structured approach to get to solutions. This can be a
collaborative problem-solving activity, compromising,
accommodating, or consciously avoiding.
• What behaviors and rules should we adhere
to if we find ourselves getting into serious
• What can we do to ensure that we have a
good debate instead of a heated argument?
• During any workshop or meeting, there are
many occasions when you will need to make
• The definition of intervention is: “any action
or set of actions deliberately taken to
improve the functioning of the group.”
• Intervening is like holding up a mirror to the
participants so that they can see what
they're doing and take steps to correct the
Word interventions by:
• Describe what you're seeing.
• Make an impact statement.
• Redirect the person's behavior(s).
• "I'm noticing that ..."
• "I'd like to offer this observation. ..."
• "Let's stop for a moment and look at what's happening
• "It strikes me that ..."
• “What are people experiencing right now?”
Deal with resistance using these steps.
Invite the resistor to express his or her resistance while
you listen actively, paraphrase and offer empathy.
• “Tell me why you feel this way?”
• “What happened last time?”
After all the concerns have been acknowledged, ask
questions to prompt the resistor to suggest solutions.
• “What circumstances would make you willing to stay?”
• “What assurance will eliminate your concerns?”