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Managing conflict at work October 2013
 

Managing conflict at work October 2013

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Half day open training event held in Toronto, Ontario

Half day open training event held in Toronto, Ontario

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    Managing conflict at work October 2013 Managing conflict at work October 2013 Presentation Transcript

    • Managing conflict at work by Toronto Training and HR October 2013
    • CONTENTS 5-6 7-8 9-10 11-13 14-15 16-17 18-19 20-22 23-25 26-27 28-29 30-31 32-33 34-35 36-39 40-41 42-43 44-45 46-48 49-50 Definitions The nature of conflict Reasons for conflict Styles of dealing with conflict Adopting a collaborative style Using the “Interest-based relational” approach Conflict strategies Strategies to minimize the possibility of violence Benefits of listening and understanding Encouraging a conversation to take place Golden rules of engagement Communication Negotiation Tackling sensitive areas Generational differences Raising levels of emotional intelligence What should leaders look for? Mediation Resolving conflict Conclusion and questions Page 2
    • Introduction Page 3
    • 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 plus improving employee engagement and morale Services for job seekers Page 4
    • Definitions Page 5
    • Definitions • • • • Conflict Conflict resolution Constructive conflict Destructive conflict • • • • Why does it exist? Myths around conflict Factors influencing conflict When we are likely to respond poorly to conflict Page 6
    • The nature of conflict Page 7
    • The nature of conflict • • • • • • Types Categories Sources Origins Ingredients Components Page 8
    • Reasons for conflict Page 9
    • Reasons for conflict • • • • Contentious personalities Misunderstanding Issues Leadership styles Page 10
    • Styles of dealing with conflict Page 11
    • Styles of dealing with conflict 1 of 2 • • • • • Competitive or assertive Collaborative Compromising Accommodating Avoiding Page 12
    • Styles of dealing with conflict 2 of 2 • What it looks or feels like • The potential result • When to use it Page 13
    • Adopting a collaborative style Page 14
    • Adopting a collaborative style • • • • Find the root cause Allow all parties to speak Encourage all parties to listen Identify areas of disagreement • Identify areas of agreement • Search for solutions • Reach a consensus Page 6
    • Using the “Interest-based relational” approach Page 16
    • Using the “Interest-based relational” approach • Make sure that good relationships are the first priority • Keep people and problems separate • Pay attention to the interests that are being presented • Listen first and talk second • Set out the “facts” • Explore options together Page 17
    • Conflict strategies Page 18
    • Conflict strategies • Know your hot buttons • Avoid being insensitive • Appreciate/Inquire/Respond Page 19
    • Strategies to minimize the possibility of violence Page 20
    • Strategies to minimize the possibility of violence 1 of 2 • Fostering organizational cultures that do not tolerate violent behaviours and that value and act on reports of such behaviour • Completing appropriate screening of job applicants Page 21
    • Strategies to minimize the possibility of violence 2 of 2 • Training employees on the warning signs of violent behaviour and what to do if those signs are observed • Resolving serious workplace conflicts before they can escalate into violent incidents Page 22
    • Benefits of listening and understanding Page 23
    • Benefits of listening and understanding 1 of 2 • A different or new understanding of the problem • New ways to improve the workplace environment • Steps to be taken to stop the annoying behaviour • People having a discussion of how to repair the damage • Opportunity to change a perceived unfair rule or regulation Page 24
    • Benefits of listening and understanding 2 of 2 • Finding ways to accommodate a personal need • Letting the person be heard Page 25
    • Encouraging a conversation to take place Page 26
    • Encouraging a conversation to take place • Realize everyone’s good intentions • Resist the urge to solve the problem • Encourage in-person conversations • If you have to, take a side • Evangelize your philosophy about conflict Page 27
    • Golden rules of engagement Page 28
    • Golden rules of engagement • Listen and respond with empathy • Be involved; ask for the other person’s opinions, ideas and thoughts • Maintain and affirm selfesteem Page 29
    • Communication Page 30
    • Communication • The role of communication • Non-defensive communication • Six stages of a conversation • Rational communicators • Relational communicators • Avoiders • Fighters • Emotional roller coasters Page 31
    • Negotiation Page 32
    • Negotiation • The negotiation process • Steps to take when negotiating Page 33
    • Tackling sensitive areas Page 34
    • Tackling sensitive areas • Confident with the facts • Tentative with the interpretation • Encourage the “adversary” to poke holes in the interpretation Page 35
    • Generational differences Page 36
    • Generational differences 1 of 3 • • • • • Veterans Baby Boomers Generation X Generation Y Millennials Page 37
    • Generational differences 2 of 3 ADDRESSING GENERATIONAL CONFLICT • Policies that limit texting during work hours and the use of nonwork technology • Install software to limit access to specific social media sites • Provide clear communications and expectations at the beginning • Utilize job shadowing to appreciate the efforts of others Page 38
    • Generational differences 3 of 3 ADDRESSING GENERATIONAL CONFLICT (CONTINUED) • “Hire around” the Millennials • Work with local colleges to teach Millennials how to act at work • Bring in speakers on the topic of generational differences • Provide awareness training • Offer a flexible work schedule • Ensure one day per month casual attire can be worn Page 39
    • Raising levels of emotional intelligence Page 40
    • Raising levels of emotional intelligence • • • • • Self-awareness Self-regulation Self-motivation Empathy Effective relationships Page 41
    • What should leaders look for? Page 42
    • What should leaders look for? • • • • • • • Alternatives Emphasis Disagreement Agreement Openness Participation Interaction Page 43
    • Mediation Page 44
    • Mediation • Definition • Steps in the mediation process • Traits of a good mediator • A mediated agreement • Tips for using mediation • Dos and don’ts Page 45
    • Resolving conflict Page 46
    • Resolving conflict 1 of 2 • Discuss the situation in a respectful manner • Be specific • Discuss how a conflict affects you, the work group or the project • Ask for the specific cause of the conflict • Ask for the solution • Agree on the action to be taken Page 47
    • Resolving conflict 2 of 2 • • • • • Set the scene Gather information Agree the problem Brainstorm possible solutions Negotiate a solution • Guiding principles Page 48
    • Conclusion and questions Page 49
    • Conclusion and questions Summary Videos Questions Page 50