Resolving Conflict
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Resolving Conflict



Joyce Beown

Joyce Beown
Balkello Consultants



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    Resolving Conflict Resolving Conflict Presentation Transcript

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