Resolving Conflict
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Resolving Conflict

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Joyce Beown

Joyce Beown
Balkello Consultants

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Resolving Conflict Presentation Transcript

  • 1. IHM Network – Resolving Conflict Session Joyce Brown Balkello Consulting www.balkelloconsulting.co.uk , balkello@btinternet.com
  • 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. 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
  • 4. 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
  • 5. Issues Triggering Event Behaviour Consequences Issues Triggering Event THE CYCLICAL NATURE OF CONFLICT
  • 6. Conflict Control Strategies
    • Avoidance
    • Alteration
    • Feedback
    • Help with consequences
  • 7. CONFLICT STYLES Cooperativeness Uncooperative Cooperative Assertive Unassertive Assertiveness AVOIDING ACCOMMODATING COMPROMISING COMPETING COLLABORATING
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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?
  • 16. 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?
  • 17. 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
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. 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
  • 23. 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
  • 24. 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
  • 25. Everyone’s Personal Bill of Rights
    • Say NO without feeling guilty
    • Ask for what I want
    • Make mistakes
    • Choose to not assert myself
  • 26. Transactional Analysis
    • Parent
      • Controlling
      • Nurturing
      • Adult
      • Child
      • Free
      • Adapted