The Office Battleground:Secrets to End the Conflict      Psychological Associates           Copyright © Psychological Asso...
Objective         Provide you with tools         and techniques to         effectively manage and         resolve conflict...
Why More Effective Tools Are Necessary                      “A typical manager spends as much as 40%                      ...
What Is a Conflict?      Criteria          Situation involves two or           more people          Individuals each fee...
Let’s begin with a quick clip of a                    conflict Steve and Karen have at work.                      You can ...
We won’t say who is right or wrong                      in this conflict. In fact, right or wrong                       do...
Question for You      What should Karen do next?      1. Involve the boss.      2. Karen’s right; she should continue to a...
Question for You      What should Karen do next?      1. Involve the boss.      2. Karen’s right; she should continue to a...
Why?      We’ll put a Q and number next to each answer –      and explain more about that later.         1. Involve the bo...
Why?      Remember, we’ll explain about the Q later.         2. Karen’s right; she should continue to argue            her...
Why?      Steve even addressed this in the conflict         4. Find a way to split the client list.                 – Clie...
Why?      This is caving in         5. It’s not worth it, so do it the way Steve wants.                 – If Karen’s way a...
Why?      This is the best answer         3. Take a breath, then work out a solution with             Steve.              ...
How to Successfully Resolve      More Conflicts Yourself      So you take a breath and try to find a solution – but how?  ...
Question          What pre-planning would you recommend to           ensure better results when you tackle a           co...
Key Pre-Planning Steps          Change MY thinking          Find a benefit for the           other person          Be p...
Change My Thinking           When you act                           The other person has           differently . . .      ...
Find a Benefit for the Other      Person           Everyone wants to                      Don’t just find a benefit for yo...
Be Prepared for the Other      Person’s Emotions           Don’t let their                        Steve is not going to gi...
Write Down Effective Questions           Be a detective in trying Write down probing questions – not           to uncover ...
So What is the Best Way to Determine Steve’s      Motivations and Needs While You’re Pre-planning?      Look at the behavi...
Our Dimensional® Model of Behavior™      We divide                                   DIRECT      behavior into      four q...
Our Dimensional® Model of Behavior™                                                          DIRECT                       ...
Very direct and without regard for others                                                                     DIRECT      ...
Indirect with little regard for others                                                                        DIRECT      ...
Indirect but responsive to others                                                          DIRECT                         ...
We advocate Direct and Responsive                                                          DIRECT                         ...
The Dimensional® Model of Behavior™                                                                        DIRECT         ...
The Dimensional® Model of Behavior™      Behavior examples by quadrant                                                    ...
The Dimensional® Model of Behavior™      Both Steve and Karen were approaching this      situation from a Q1 perspective  ...
The Dimensional® Model of Behavior™      At the end of the clip Karen went below the line      when she said “Look, just g...
Understanding How to Approach      Resolution With Each Behavior      Personal needs                  Q1 Needs: and       ...
Personal Needs and Benefits for Each      Behavior                  Q1 Needs: and                     Independence        ...
Steve gave clues to his needs in the clip      Steve said “I love how you come in and take over a procedure      I’ve used...
Steve gave clues to his needs in the clip      Karen needs to assure Steve he still has independence and      esteem. Let ...
Determining Benefits          In conflict, the person perceives “loss” of what           is important to him/her         ...
Steps for Effective Conflict Resolution      Process             A                                •Acknowledge            ...
Example                                     A   • Acknowledge                                                  C   • Colla...
Benefits That Satisfy Personal Needs               Praise               Meaningful recognition               Feedback  ...
In Closing         “Keeping a peaceful work environment benefits         both employers and employees by:          Allowi...
IF YOU WOULD LIKE MORE INFORMATION, WE TEACH OUR               DIMENSIONAL® MODEL OF BEHAVIOR™                            ...
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The Office Battleground: Secrets to End the Conflict

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We have all been there – either at an impasse with a colleague or on the management end of a conflict among others. In today’s fast-paced, stressful business environment, it is inevitable to encounter workplace conflicts at some time.

Whether you are in the midst of the battle or playing the role of the peacekeeper, finding resolutions to these issues is essential. Unresolved issues can lead to diminished performance or cause permanent harm to your company.

Learn: ■How to get past conflict and get things done
■How to size up behavior to understand the conflict styles of others, using the Dimensional® Model of Behavior™
■How to reengage affected parties to work through the underlying disagreement
■How to control your emotions and manage others’ emotions in resolving the issue

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Transcript of "The Office Battleground: Secrets to End the Conflict"

  1. 1. The Office Battleground:Secrets to End the Conflict Psychological Associates Copyright © Psychological Associates® 2012 2.0f Copyright Psychological Associates® 2010
  2. 2. Objective Provide you with tools and techniques to effectively manage and resolve conflicts yourselfCopyright © Psychological Associates® 2012 2
  3. 3. Why More Effective Tools Are Necessary “A typical manager spends as much as 40% of his or her time dealing with conflicts between employees” Washington Business JournalCopyright © Psychological Associates® 2012 3
  4. 4. What Is a Conflict? Criteria  Situation involves two or more people  Individuals each feel the other person is wrong  Their jobs are interdependent  Situation is affecting the business  When one or both parties are upset or angryCopyright © Psychological Associates® 2012 4
  5. 5. Let’s begin with a quick clip of a conflict Steve and Karen have at work. You can view it on YouTube here: http://www.youtube.com/watch?v=NIY0koNVv1E © Stuart Freeman | Dreamstime.comCopyright © Psychological Associates® 2012 5
  6. 6. We won’t say who is right or wrong in this conflict. In fact, right or wrong does not matter. Since Karen is the one who “changed” something without Steve’s input we will discuss this conflict from her point of view. © Stuart Freeman | Dreamstime.comCopyright © Psychological Associates® 2012 6
  7. 7. Question for You What should Karen do next? 1. Involve the boss. 2. Karen’s right; she should continue to argue her way. 3. Take a breath, then work out a solution with Steve. 4. Find a way to split the client list. 5. It’s not worth it, so do it the way Steve wants.Copyright © Psychological Associates® 2012 7
  8. 8. Question for You What should Karen do next? 1. Involve the boss. 2. Karen’s right; she should continue to argue her way. 3. Take a breath, then work out a solution with Steve. 4. Find a way to split the client list. 5. It’s not worth it, so do it the way Steve wants.Copyright © Psychological Associates® 2012 8
  9. 9. Why? We’ll put a Q and number next to each answer – and explain more about that later. 1. Involve the boss. – Not the best solution because it could upset the boss that they can’t handle issues on their own. – The boss has enough to do. – It doesn’t FIX their relationship problem. – This answer is Q2.Copyright © Psychological Associates® 2012 9
  10. 10. Why? Remember, we’ll explain about the Q later. 2. Karen’s right; she should continue to argue her way. – Arguing gets you nowhere – and fosters resentment – She tried that in the clip and it didn’t work – This does not account for Steve’s views – This answer is Q1Copyright © Psychological Associates® 2012 10
  11. 11. Why? Steve even addressed this in the conflict 4. Find a way to split the client list. – Clients are #1 to business – you do not want to give them different experiences or make them a part of your business conflict – If someone has to fill in for someone they may not know the other way of doing things – it divides the team – This does not FIX the relationship – This is Q3Copyright © Psychological Associates® 2012 11
  12. 12. Why? This is caving in 5. It’s not worth it, so do it the way Steve wants. – If Karen’s way actually can save the company time or money – it is not good for the company for her to “give up” in this manner – Steve will learn quickly that he can win because Karen gives in – This does not FIX the relationship – can cause Karen to harbor resentment to Steve – This is Q2/Q3Copyright © Psychological Associates® 2012 12
  13. 13. Why? This is the best answer 3. Take a breath, then work out a solution with Steve. – This helps both parties to come to the best resolution for themselves and the company – This is Q4 behaviorCopyright © Psychological Associates® 2012 13
  14. 14. How to Successfully Resolve More Conflicts Yourself So you take a breath and try to find a solution – but how?  Set the stage and tone for success: Pre-plan  Know what you are going to say before you talk to the other party  Follow an effective processCopyright © Psychological Associates® 2012 14
  15. 15. Question  What pre-planning would you recommend to ensure better results when you tackle a conflict?Copyright © Psychological Associates® 2012 15 15
  16. 16. Key Pre-Planning Steps  Change MY thinking  Find a benefit for the other person  Be prepared for the other person’s emotions  Write down effective questionsCopyright © Psychological Associates® 2012 16
  17. 17. Change My Thinking When you act The other person has differently . . . a better chance of choosing to act differently – and it helps you to better understand the other side. Be open minded!Copyright © Psychological Associates® 2012 17
  18. 18. Find a Benefit for the Other Person Everyone wants to Don’t just find a benefit for your know what’s in it way – find out what the other for me. . . party’s needs are. Why is Steve protecting his old process? What’s in it for Steve to keep the old process? What’s in it for Steve to adopt the new process?Copyright © Psychological Associates® 2012 18
  19. 19. Be Prepared for the Other Person’s Emotions Don’t let their Steve is not going to give up easily anger or upset – that is proven. behavior send you off track. . . Be prepared for his protests with strong benefits and be ready to really “listen” to himCopyright © Psychological Associates® 2012 19
  20. 20. Write Down Effective Questions Be a detective in trying Write down probing questions – not to uncover Steve’s accusatory questions. motivations and needs. When was your process developed? Listen to the answers and note, but do not What are key benefits of the current instantly interject, the process? ways your new process can make it better. Who developed this process? Have customers ever commented on the process?Copyright © Psychological Associates® 2012 20
  21. 21. So What is the Best Way to Determine Steve’s Motivations and Needs While You’re Pre-planning? Look at the behavior Steve is demonstrating  We mentioned Q’s earlier – these Q behaviors relate to our model – which is designed to help you identify behaviors and the needs behind themCopyright © Psychological Associates® 2012 21 21
  22. 22. Our Dimensional® Model of Behavior™ We divide DIRECT behavior into four quadrants How they handle situations INDIRECTCopyright © Psychological Associates® 2012 22 22
  23. 23. Our Dimensional® Model of Behavior™ DIRECT WITHOUT REGARD RESPONSIVE How they handle people INDIRECTCopyright © Psychological Associates® 2012 23 23
  24. 24. Very direct and without regard for others DIRECT Q1 Excludes, WITHOUT REGARD orders, RESPONSIVE argues, & disrespects INDIRECTCopyright © Psychological Associates® 2012 24 24
  25. 25. Indirect with little regard for others DIRECT WITHOUT REGARD RESPONSIVE Q2 Ignores, obeys, resists, & is indifferent INDIRECTCopyright © Psychological Associates® 2012 25 25
  26. 26. Indirect but responsive to others DIRECT WITHOUT REGARD RESPONSIVE Q3 Joins, complies, agrees, & is harmonious INDIRECTCopyright © Psychological Associates® 2012 26 26
  27. 27. We advocate Direct and Responsive DIRECT Q4 Includes, WITHOUT REGARD asks, RESPONSIVE discusses, & respects INDIRECTCopyright © Psychological Associates® 2012 27 27
  28. 28. The Dimensional® Model of Behavior™ DIRECT Q1 Q4 Excludes, Includes, asks, WITHOUT REGARD orders, argues, discusses, & RESPONSIVE & disrespects respects Q2 Q3 Ignores, Joins, obeys, resists, complies, & is indifferent agrees, & is harmonious INDIRECTCopyright © Psychological Associates® 2012 28 28
  29. 29. The Dimensional® Model of Behavior™ Behavior examples by quadrant Direct Proactive (Dominant) Q1 Q4 • Argues • Collaborative • Outspoken • Takes responsibility • Stubborn • Inquiring Unresponsive • Doesn’t listen • Gives and expects respect ResponsiveWithout Regard With Regard (Hostile) Q2 Q3 (Warm) • Keeps to self • Easygoing • Says little • Easy to please • Hard to read • Very agreeable • Suspicious • Rambling Indirect Reactive (Submissive)Copyright © Psychological Associates® 2012 29
  30. 30. The Dimensional® Model of Behavior™ Both Steve and Karen were approaching this situation from a Q1 perspective Q1 • Argues • Outspoken • Stubborn • Doesn’t listenCopyright © Psychological Associates® 2012 30
  31. 31. The Dimensional® Model of Behavior™ At the end of the clip Karen went below the line when she said “Look, just go back to your old way of doing it. What do I care?” Q2 • Keeps to self • Says little • Hard to read • SuspiciousCopyright © Psychological Associates® 2012 31
  32. 32. Understanding How to Approach Resolution With Each Behavior Personal needs Q1 Needs: and Independence Q4 Needs: Self-realization and esteem independence Q2 Needs: and esteem Q3 Security Needs: Social and esteemCopyright © Psychological Associates® 2012 32
  33. 33. Personal Needs and Benefits for Each Behavior Q1 Needs: and Independence Q4 Needs: Self-realization and esteem independence Benefits around . . . Benefits around . . . Control, autonomy, Learning, growth, and and influence collaboration Q2 Needs: and esteem Security Q3 Needs: Social and esteem Benefits around . . . Benefits around . . . Predictability, stability, Acceptance, interaction, and low risk and harmonyCopyright © Psychological Associates® 2012 33
  34. 34. Steve gave clues to his needs in the clip Steve said “I love how you come in and take over a procedure I’ve used successfully with clients for 6 years…” Q1 Needs: and Independence esteemCopyright © Psychological Associates® 2012 34
  35. 35. Steve gave clues to his needs in the clip Karen needs to assure Steve he still has independence and esteem. Let him know he will still have control and autonomy. Q1 Needs: and Independence esteem Benefits around . . . Control, autonomy, and influenceCopyright © Psychological Associates® 2012 35
  36. 36. Determining Benefits  In conflict, the person perceives “loss” of what is important to him/her  Remind the other person of: – Benefits to him/her if resolved – Consequences to him/her and to others if not resolvedCopyright © Psychological Associates® 2012 36
  37. 37. Steps for Effective Conflict Resolution Process A •Acknowledge C • Collaborate T • Take actionCopyright © Psychological Associates® 2012 37
  38. 38. Example A • Acknowledge C • Collaborate “Steve, I know you care a T • Take action lot about this process. I’m concerned that if we don’t find the most efficient process, our clients will suffer. What do you say to talking this through and finding the optimal answer?”Copyright © Psychological Associates® 2012 38
  39. 39. Benefits That Satisfy Personal Needs  Praise  Meaningful recognition  Feedback  Opportunities to better x or avoid y What ideas do you have?Copyright © Psychological Associates® 2012 39
  40. 40. In Closing “Keeping a peaceful work environment benefits both employers and employees by:  Allowing employees to avoid added stress at work  Enabling more productive and effective work days  Attracting good employees and retaining them  Creating a team environment” Jenni Simcoe, Freelance writer/publicistCopyright © Psychological Associates® 2012 40
  41. 41. IF YOU WOULD LIKE MORE INFORMATION, WE TEACH OUR DIMENSIONAL® MODEL OF BEHAVIOR™ IN OUR LEADERSHIP THROUGH PEOPLE SKILLS® COURSE MONTHLY You can learn more at www.q4solutions.com/workshops Or by e-mailing rjackson@q4solutions.comCopyright © Psychological Associates® 2012 41 41

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