Resolving Conflict


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Joyce Beown
Balkello Consultants

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Resolving Conflict

  1. 1. IHM Network – Resolving Conflict Session Joyce Brown Balkello Consulting ,
  2. 2. Workplace Conflict “ A condition between or among workers whose jobs are interdependent, who feel angry, who perceive the other(s) as being at fault, and who act in ways that cause a business problem” (Dana, D. 2001)
  3. 3. Potential Positive Effects of Conflict <ul><li>Better ideas produced </li></ul><ul><li>People forced to search for new approaches </li></ul><ul><li>Long standing problems brought to the surface and resolved </li></ul><ul><li>Clarification of individual views </li></ul><ul><li>Stimulation of interest and creativity </li></ul>
  4. 4. Potential Negative Effects of Conflict <ul><li>Some people feel defeated and demeaned </li></ul><ul><li>The distance between people is increased </li></ul><ul><li>A climate of mistrust and suspicion is developed </li></ul><ul><li>Individuals and groups concentrate on their own narrow interests </li></ul><ul><li>Resistance is developed rather than teamwork </li></ul><ul><li>Increase in employee turnover </li></ul>
  5. 5. Issues Triggering Event Behaviour Consequences Issues Triggering Event THE CYCLICAL NATURE OF CONFLICT
  6. 6. Conflict Control Strategies <ul><li>Avoidance </li></ul><ul><li>Alteration </li></ul><ul><li>Feedback </li></ul><ul><li>Help with consequences </li></ul>
  7. 7. CONFLICT STYLES Cooperativeness Uncooperative Cooperative Assertive Unassertive Assertiveness AVOIDING ACCOMMODATING COMPROMISING COMPETING COLLABORATING
  8. 8. Competing <ul><li>When quick, decisive action is vital </li></ul><ul><li>On important issues where unpopular courses of action need implementing </li></ul><ul><li>On issues vital to company welfare </li></ul><ul><li>To protect yourself against people who will take advantage </li></ul>
  9. 9. Collaborating <ul><li>To find an integrative solution when both sets of concerns are too important to be compromised </li></ul><ul><li>When your objective is to learn </li></ul><ul><li>To merge insights </li></ul><ul><li>To gain commitment </li></ul><ul><li>To work through hard feelings </li></ul>
  10. 10. Compromising <ul><li>When goals are moderately important </li></ul><ul><li>When opponents are strongly committed to mutually exclusive goals </li></ul><ul><li>To achieve temporary settlements to complex issues </li></ul><ul><li>To arrive at expedient solutions under time pressure </li></ul><ul><li>As a back-up mode </li></ul>
  11. 11. Avoiding <ul><li>When an issue is trivial, of only passing importance </li></ul><ul><li>When you perceive no chance of satisfying your concerns </li></ul><ul><li>When potential damage outweighs benefits </li></ul><ul><li>To let people cool down </li></ul><ul><li>To gather more information </li></ul><ul><li>When others can resolve conflict </li></ul>
  12. 12. Accommodating <ul><li>When you realise you are wrong </li></ul><ul><li>When the issue is more important to the other person </li></ul><ul><li>To build up social credits </li></ul><ul><li>When continued competition would only damage your cause </li></ul><ul><li>To allow staff to experiment and learn from own mistakes </li></ul>
  13. 13. A Particular Approach To Conflict <ul><li>‘ If I had an argument with a player we would sit down for 20 minutes and decide I was right’ </li></ul><ul><li>Brian Clough, former football manager </li></ul>
  14. 14. 7 Steps To Effective Conflict Resolution <ul><li>Explain the situation the way you see it </li></ul><ul><li>Describe how it’s affecting performance </li></ul><ul><li>Ask for the other viewpoint to be explained </li></ul><ul><li>Agree on the problem </li></ul><ul><li>Explore and discuss possible solutions </li></ul><ul><li>Agree on what each person will do to solve the problem </li></ul><ul><li>Set a date for follow-up </li></ul>
  15. 15. Conflict Analysis Questions <ul><li>Objectively review the situation: </li></ul><ul><li>Who does this conflict affect and how? </li></ul><ul><li>What do you want from it? </li></ul><ul><li>What does the other party want from it? </li></ul><ul><li>How important is this issue to you? Why? </li></ul><ul><li>How important do you think this issue is to the other party? Why? </li></ul>
  16. 16. Conflict Analysis Questions <ul><li>What is at stake? How serious is this conflict? Is it healthy for the organisation? </li></ul><ul><li>What barriers previously prevented the conflict from being brought out into the open? </li></ul><ul><li>What is your past experience with the other party? Is there a pattern of conflict? </li></ul><ul><li>What are the triggering events, underlying issues, behaviour patterns? </li></ul>
  17. 17. Conflict Analysis Questions <ul><li>What is the other party’s preferred conflict style? </li></ul><ul><li>What desirable outcomes might result from this conflict? </li></ul><ul><li>What undesirable outcomes might result from this conflict? </li></ul><ul><li>List at least three alternative courses of action and the probable consequences of each </li></ul>
  18. 18. Aggressive Behaviour <ul><li>Standing up for your own rights, but doing so in such a way that you violate the rights of other people </li></ul><ul><li>Ignoring or dismissing the needs, wants, opinions, feelings or beliefs of others </li></ul><ul><li>Expressing your own needs, wants or opinions ( which may be honest or dishonest) in inappropriate ways </li></ul>
  19. 19. Based On Beliefs That: <ul><li>Your own needs, wants and opinions are more important than other people’s </li></ul><ul><li>You have rights but other people do not </li></ul><ul><li>You have something to contribute; others have little or nothing to contribute </li></ul><ul><li>The aim of aggression is to win, if necessary at the expense of others </li></ul>
  20. 20. Non Assertive Behaviour <ul><li>Failing to stand up for your rights or doing so in such a way that others can easily disregard them </li></ul><ul><li>Expressing your needs, want opinions, feelings and beliefs in apologetic, diffident or self-effacing ways </li></ul><ul><li>Failing to express honestly your needs, wants, opinions, feelings and beliefs </li></ul>
  21. 21. Based On Beliefs That: <ul><li>The other person’s needs and wants are more important than your own </li></ul><ul><li>The other person has rights but you do not </li></ul><ul><li>You have little or nothing to contribute; the other person has a great deal to contribute </li></ul><ul><li>The aim of non-assertion is to avoid conflict and to please others </li></ul>
  22. 22. Assertive Behaviour <ul><li>Standing up for your own rights in such a way that you do not violate another person’s rights </li></ul><ul><li>Expressing your needs, wants, opinions, feelings and beliefs in direct, honest and appropriate ways </li></ul>
  23. 23. Based On Beliefs That: <ul><li>You have needs to be met – so do others </li></ul><ul><li>You have rights- so do others </li></ul><ul><li>You have something to contribute – so do others </li></ul><ul><li>The aim of assertive behaviour is to satisfy the needs and wants of both parties involved in the situation </li></ul>
  24. 24. Everyone’s Personal Bill Of Rights <ul><li>Set my own priorities </li></ul><ul><li>Be treated with respect </li></ul><ul><li>Express my own feelings and opinions </li></ul><ul><li>Be listened to and taken seriously </li></ul>
  25. 25. Everyone’s Personal Bill of Rights <ul><li>Say NO without feeling guilty </li></ul><ul><li>Ask for what I want </li></ul><ul><li>Make mistakes </li></ul><ul><li>Choose to not assert myself </li></ul>
  26. 26. Transactional Analysis <ul><li> Parent </li></ul><ul><ul><li>Controlling </li></ul></ul><ul><ul><li>Nurturing </li></ul></ul><ul><ul><li>Adult </li></ul></ul><ul><ul><li>Child </li></ul></ul><ul><ul><li>Free </li></ul></ul><ul><ul><li>Adapted </li></ul></ul>
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