Conflict Management in the Workplace

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This is a learning content presentation focused on conflict management and conflict resolution in the workplace. Instructor PowerPoint.

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Conflict Management in the Workplace

  1. 1. Develop your conflict resolution and management competence and become better prepared to effectively remedy workplace conflicts.
  2. 2. Startling Facts • 85% of U.S. employees experience conflict and spend 2.8 hours/week dealing with it. • Significant loss of organizational productivity and resources – costs $359 billion in paid hours a year. • 31% of managers think they handle conflict effectively while 78% of employees disagree. • 27% of employees witnessed personal attacks. • 25% say avoiding it results in sickness/absences. • 75% of employees report positive outcomes from conflict that would have not been realized without the conflict. • 95% of those who receive training say it is the biggest driver for success - but nearly 60% have never received training. Sources: 2008 CPP Global Human Capital Report 2009 Harvard Law School Special Report on Managing Conflict
  3. 3. Our Learning Outcomes • Discuss the definition, causes, and consequences of conflict • Learn effective methods for coping with difficult behaviors • Understand how to use a needs analysis to resolve and manage conflict • Practice using the 5-step problem-solving process to remedy conflict • Determine your preferred conflict management style and when to employ the others
  4. 4. What is Conflict? Real or perceived threat or opposition to one’s needs, interests, principles, concerns, or security. Section 1: Definition, Causes, and Consequences of Conflict
  5. 5. What is Conflict? • A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash. • Psychology A psychic struggle, often unconscious, resulting from the opposition or simultaneous functioning of mutually exclusive impulses, desires, or tendencies. American Heritage® DictionarySection 1: Definition, Causes, and Consequences of Conflict
  6. 6. Assessment Modern View of Conflict
  7. 7. Answers to Conflict Assessment 1. T. It is natural and inevitable. 2. F. Conflicts can involve one or more people. 3. F. Even the best communicators experience conflict. 4. F. Misunderstanding is one reason for conflict; there are others. 5. F. Conflicts can lead to constructive or destructive results. 6. F. Successful resolution of conflicts can lead win/win situations. 7. F. It is best to resolve conflicts at the lowest level. 8. T. One can be party to a conflict an not realize it. 9. F. Most people do not practice effective conflict management skills. 10. T/F Most conflicts are positively resolved by addressing them, although avoidance is sometimes best. Section 1: Definition, Causes, and Consequences of Conflict
  8. 8. Identify what you see as the top five (5) causes of workplace conflict. Section 1: Definition, Causes, and Consequences of Conflict
  9. 9. Causes of Conflict in the Workplace 1. Personality clashes/egos 2. Stress 3. Excessive workloads 4. Ineffective supervision and management 5. Difference in beliefs/values (facts/perceptions) 6. Substandard performance 7. Competition for resources 8. Non-compliance with policies and procedures 9. Confusion/duplication with responsibility/authority 10. Semantics (ambiguous words) 11. Passive aggressive behaviors 12. Lack of communication 13. Resistance/fear of change 14. Generational Tensions 15. Inconsistency 16. Professional Disrespect 17. Inner conflict 18. Lack of recognition 19. Cultural Differences 20. Negative Attitudes Section 1: Definition, Causes, and Consequences of Conflict
  10. 10. Conflict Positive Consequences Negative Consequences 1. Opens up discussion and encourages dialogue Decreased productivity. 85% of workforce deals with conflict / 36% daily. 2. Fosters innovation, invites creativity, and results in positive change Creates feelings of dissatisfaction, resentment, or anger and has resulted in personal attacks 3. Improved solutions to problems Contributes to insecurity and uncooperativeness 4. Increases individual involvement and interests and better understand one another. Sickness and absence from work Section 1: Definition, Causes, and Consequences of Conflict
  11. 11. Too much conflict you have war, too little and you have stagnation. Section 1: Definition, Causes, and Consequences of Conflict
  12. 12. Methods for Coping with Difficult Behaviors • Some people use difficult behaviors because they keep others off balance and incapable of effective action. • Don’t lose your power or authority by allowing a chaotic environment to thrive. • Coping methods are actions you can take to counterbalance intended power shifts and reduce the impact of difficult behaviors. They provide incentives and opportunities for behavior changes. Section 2: Effective Methods for Coping with Difficult Behaviors
  13. 13. What are some of the most difficult behaviors you have experienced? Difficult Behaviors Handout
  14. 14. Answers for Coping with Difficult Behaviors 1. B 2. A 3. D 4. G 5. F 6. E 7. C
  15. 15. Section 3: Needs Analysis to Resolve and Manage Conflict Needs Analysis
  16. 16. Deal with Conflict Diplomatically Section 3: Needs Analysis to Resolve and Manage Conflict
  17. 17. You Others NeedsAnalysis Section 3: Needs Analysis to Resolve and Manage Conflict
  18. 18. You Others Why should I listen? Why should I trust you? NeedsAnalysis Section 3: Needs Analysis to Resolve and Manage Conflict
  19. 19. You Identify Needs, Wants, Desires, and Possible Conflicts Others Why should I listen? Why should I trust you? NeedsAnalysis Section 3: Needs Analysis to Resolve and Manage Conflict
  20. 20. You Identify Needs, Wants, Desires, and Possible Conflicts Others Why should I listen? Why should I trust you? Why should I take action? WIIFM WIIFO NeedsAnalysis Section 3: Needs Analysis to Resolve and Manage Conflict
  21. 21. You Identify Needs, Wants, Desires, and Possible Conflicts Provide rationale, justification, & consequences Others Why should I listen? Why should I trust you? Why should I take action? WIIFM WIIFO NeedsAnalysis Section 3: Needs Analysis to Resolve and Manage Conflict
  22. 22. • Use “I” statements to express viewpoints. • They minimize resistance and create ownership. • Foresee/anticipate objections/concerns of others. • Gain cooperation and establish rapport. • Focus on advancing your interests while addressing the other person’s needs, concerns, and interests. • Knowing one’s interests gives you maneuvering room. • Uncover hidden meaning-feelings, emotions, attitude. • Go “above and beyond” the verbal communication. • Define the parameters of the job, task, or situation. • Avoid conflict by establishing clear expectations. • Communicate the positive/negative perspectives. • Be accountable for results. Section 3: Needs Analysis to Resolve and Manage Conflict
  23. 23. 5-Step Problem-Solving Process Clarify Generate Decide Plan & Implement Evaluate
  24. 24. Five-Step Problem-Solving Process 1. Clarify the problem. 2. Generate and evaluate possible solutions. 3. Decide together which is the best solution. 4. Plan how to implement the solution. 5. Evaluate the solution. A method for effective conflict resolution that enhances the accuracy, clarity, and understanding of communications. Section 4: The 5-Step Problem –Solving Process
  25. 25. 1. Establish Cooperative Relations (focus on interests not positions). 2. Respect others and their ideas and experiences 3. Downsize the Conflict 4. Empathize with other’s viewpoints and ideas 5. Scratch their Back 6. Validate Feelings and Focus the Problem 7. Pick Your Battles 8. Separate facts, biases, and opinions 9. Others… Conflict Remedies Section 4: The 5-Step Problem –Solving Process
  26. 26. Coping with Anger 1. Identify the need and feelings 2. Name the thoughts 3. Identify what you want 4. Define how to get what you want Needs Feelings Thoughts Actions Consequences
  27. 27. Cool, Calm, and Collected What gets in your way? Video Section 4: The 5-Step Problem –Solving Process
  28. 28. Accommodating Your Way (lose/win) Collaborating Our Way (win/win) Avoiding No Way (lose/lose) Competing My Way (win/lose) Compromising Split the Difference Section 5: Conflict Management Styles UncooperativeCooperative Unassertive Assertive
  29. 29. Compare the Five Conflict Management Styles
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