SlideShare a Scribd company logo
1 of 20
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
Dealing Effectively With Conflict
Unit 1—Giving Effective
Feedback
Unit 2—Performance
Boosting Conversations
Unit 3—Dealing Effectively
With Conflict
Unit 4—Facilitating Great
Meetings
Unit 5—Influencing Anybody
About Anything
Unit 6—Leading Change
Successfully
Five Conversations Framework
The Five
Approaches
When to use the
five approaches
Case studies
Conflict &
Negotiation
Options
Competing
• When speed & decisiveness are
necessary
• When parties refuse to cooperate &
are trying to take advantage of you
• When an unpopular decision needs
to be made then a competitive
decision may be necessary.
Accommodating
• When the relationship is more
important than the issue
• When there is no hope of having
your wishes met
• When it is not very important
Avoiding
• When diplomacy can help smooth a
situation
• Putting off a decision until a better time or
when people have calmed down
• When neither the relationship or the issue is
important to you
• When you need to know more before you
take action
Collaborating
• In situations where both the issue & the
relationship are important
• Where an outcome that satisfies both
parties is sought
• When all parties need to be committed to a
solution
• When a creative solution needs to be found
Compromising
• Useful when time is running out & decisions
need to be made
• Sometimes can be used when collaboration
or competing has failed
• Can be a temporary, short term solution to
conflict while collaborative efforts continue
• Sometimes compromise is the only way
Organisational Change & Leadership Development
Situation 1
A customer calls and wants
you to handle an order for
him. You no longer work in
that team, and it would create
a major problem internally if
you crossed departments.
However, the customer who
has used your services before
is very insistent with you.
Situation 2
You’ve had your car in for
repair and although they claim
it's fixed you have the same
problem. It is not a regular
fault and is obvious. You paid
your bill when you collected
the car and are not prepared
to pay more. They are the
only dealer that is at all
convenient for you. You want
your car fixed properly NOW!
Situation 3
You are the leader of a team
that currently has a manual
recording system, and your
analysis shows greater
productivity if it's automated.
Susan Jones runs the same
kind of operation in another
team. She disagrees with your
proposition citing customer
concerns and employee
resistance plus technical
problems with the system you
are proposing.
Your Manager has told you to
resolve the situation with
Susan because you must both
run the same way.
Situation 4
Your boss has a personal
dislike of one of your team-
and is insisting you not
renewing their contract.
Whilst you recognise some
occasional problems, you can
manage that quite easily and
that person is in fact,
important to the team output.
Situation 5
As a leader, you want to
design a new system in a way
that suits you. Your approach
at the team leaders’ meeting
is to raise it with the other
supervisors who are all
affected by the proposed new
system. One of the other
supervisors says it’s too costly
that way and that each
supervisor should simply offer
their approach and the
manager make the decision.
How do you respond?
Key Messages …
be flexible
don’t overuse your
preferred style
If plan A doesn’t
work …
Complete the diagnostic to establish your preferred conflict
resolution style. Practice using the five approaches.
Unit 1—Giving Effective
Feedback
Unit 2—Performance
Boosting Conversations
Unit 3—Dealing Effectively
With Conflict
Unit 4—Facilitating Great
Meetings
Unit 5—Influencing Anybody
About Anything
Unit 6—Leading Change
Successfully

More Related Content

Similar to Dealing Effectively With Conflict

Power Point on Jacqueline Casey
Power Point on Jacqueline CaseyPower Point on Jacqueline Casey
Power Point on Jacqueline Caseymichellefischer
 
Conflict resolution techniques for the pmp certification exam
Conflict resolution techniques for the pmp certification examConflict resolution techniques for the pmp certification exam
Conflict resolution techniques for the pmp certification examMohd Fahad Usmani, PMP, PMI-RMP
 
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docxnovabroom
 
Conflict management
Conflict managementConflict management
Conflict managementNoura MA.
 
Managing Conflict in Organization
Managing Conflict in Organization  Managing Conflict in Organization
Managing Conflict in Organization Suleman928
 
Managing team and organizational conflict
Managing team and organizational conflictManaging team and organizational conflict
Managing team and organizational conflictMasum Hussain
 
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docxaulasnilda
 
American Management Association • www.amanet.orgHas this.docx
American Management Association • www.amanet.orgHas this.docxAmerican Management Association • www.amanet.orgHas this.docx
American Management Association • www.amanet.orgHas this.docxADDY50
 
How Teams Work team based conflict management approaches
How Teams Work team based conflict management approachesHow Teams Work team based conflict management approaches
How Teams Work team based conflict management approachesMike Cardus
 
Conflict Mangement: A study on Grameenphone Limited.
Conflict Mangement: A study on Grameenphone Limited.Conflict Mangement: A study on Grameenphone Limited.
Conflict Mangement: A study on Grameenphone Limited.Mohiur Rahman Adnan
 
Managing Conflict in the Workplace
Managing Conflict in the WorkplaceManaging Conflict in the Workplace
Managing Conflict in the WorkplaceTammy Torrez
 
Presentation2
Presentation2Presentation2
Presentation2bryttann
 
Group conflict Resolution
Group conflict ResolutionGroup conflict Resolution
Group conflict Resolutionbryttann
 
Decision Making & Negotiating
Decision Making & NegotiatingDecision Making & Negotiating
Decision Making & NegotiatingRajiv Bajaj
 
BUSINESS INTELLIGENCE REPORT .docx
BUSINESS INTELLIGENCE REPORT                                      .docxBUSINESS INTELLIGENCE REPORT                                      .docx
BUSINESS INTELLIGENCE REPORT .docxRAHUL126667
 
2 Leading Teams - Motivation and Conflict
2 Leading Teams - Motivation and Conflict2 Leading Teams - Motivation and Conflict
2 Leading Teams - Motivation and ConflictTony
 

Similar to Dealing Effectively With Conflict (20)

Managing Team Conflict & Negotiation
Managing Team Conflict & Negotiation Managing Team Conflict & Negotiation
Managing Team Conflict & Negotiation
 
Managing Team Conflict and Negotiations
Managing Team Conflict and NegotiationsManaging Team Conflict and Negotiations
Managing Team Conflict and Negotiations
 
Managing Team Conflict & Negotiation
Managing Team Conflict & NegotiationManaging Team Conflict & Negotiation
Managing Team Conflict & Negotiation
 
Team Building
Team BuildingTeam Building
Team Building
 
Power Point on Jacqueline Casey
Power Point on Jacqueline CaseyPower Point on Jacqueline Casey
Power Point on Jacqueline Casey
 
Conflict resolution techniques for the pmp certification exam
Conflict resolution techniques for the pmp certification examConflict resolution techniques for the pmp certification exam
Conflict resolution techniques for the pmp certification exam
 
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
 
Conflict management
Conflict managementConflict management
Conflict management
 
Managing Conflict in Organization
Managing Conflict in Organization  Managing Conflict in Organization
Managing Conflict in Organization
 
Managing team and organizational conflict
Managing team and organizational conflictManaging team and organizational conflict
Managing team and organizational conflict
 
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
 
American Management Association • www.amanet.orgHas this.docx
American Management Association • www.amanet.orgHas this.docxAmerican Management Association • www.amanet.orgHas this.docx
American Management Association • www.amanet.orgHas this.docx
 
How Teams Work team based conflict management approaches
How Teams Work team based conflict management approachesHow Teams Work team based conflict management approaches
How Teams Work team based conflict management approaches
 
Conflict Mangement: A study on Grameenphone Limited.
Conflict Mangement: A study on Grameenphone Limited.Conflict Mangement: A study on Grameenphone Limited.
Conflict Mangement: A study on Grameenphone Limited.
 
Managing Conflict in the Workplace
Managing Conflict in the WorkplaceManaging Conflict in the Workplace
Managing Conflict in the Workplace
 
Presentation2
Presentation2Presentation2
Presentation2
 
Group conflict Resolution
Group conflict ResolutionGroup conflict Resolution
Group conflict Resolution
 
Decision Making & Negotiating
Decision Making & NegotiatingDecision Making & Negotiating
Decision Making & Negotiating
 
BUSINESS INTELLIGENCE REPORT .docx
BUSINESS INTELLIGENCE REPORT                                      .docxBUSINESS INTELLIGENCE REPORT                                      .docx
BUSINESS INTELLIGENCE REPORT .docx
 
2 Leading Teams - Motivation and Conflict
2 Leading Teams - Motivation and Conflict2 Leading Teams - Motivation and Conflict
2 Leading Teams - Motivation and Conflict
 

More from WINNERS-at-WORK Pty Ltd

Hire On Future Potential Or Past Performance
Hire On Future Potential Or Past PerformanceHire On Future Potential Or Past Performance
Hire On Future Potential Or Past PerformanceWINNERS-at-WORK Pty Ltd
 
Innovation & continuous improvement conversation
Innovation & continuous improvement conversationInnovation & continuous improvement conversation
Innovation & continuous improvement conversationWINNERS-at-WORK Pty Ltd
 
Being Assertive, Not Aggressive or Passive
Being Assertive, Not Aggressive or Passive Being Assertive, Not Aggressive or Passive
Being Assertive, Not Aggressive or Passive WINNERS-at-WORK Pty Ltd
 
The Three Key Elements of Productive Working Relationships in Teams
The Three Key Elements of Productive Working Relationships in TeamsThe Three Key Elements of Productive Working Relationships in Teams
The Three Key Elements of Productive Working Relationships in TeamsWINNERS-at-WORK Pty Ltd
 
Facilitating a Team Debriefing for Impact
Facilitating a Team Debriefing for ImpactFacilitating a Team Debriefing for Impact
Facilitating a Team Debriefing for ImpactWINNERS-at-WORK Pty Ltd
 
The Eight Characteristics of High Performance Teams
The Eight Characteristics of High Performance TeamsThe Eight Characteristics of High Performance Teams
The Eight Characteristics of High Performance TeamsWINNERS-at-WORK Pty Ltd
 

More from WINNERS-at-WORK Pty Ltd (20)

Leading Change Successfully
Leading Change SuccessfullyLeading Change Successfully
Leading Change Successfully
 
Influencing Anybody About Anything
 Influencing Anybody About Anything Influencing Anybody About Anything
Influencing Anybody About Anything
 
Facilitating Effective Meetings
Facilitating Effective MeetingsFacilitating Effective Meetings
Facilitating Effective Meetings
 
Performance conversations
Performance conversationsPerformance conversations
Performance conversations
 
Giving Effective Feedback
Giving Effective FeedbackGiving Effective Feedback
Giving Effective Feedback
 
Hire On Future Potential Or Past Performance
Hire On Future Potential Or Past PerformanceHire On Future Potential Or Past Performance
Hire On Future Potential Or Past Performance
 
The Big HR Shifts for the Future
The Big HR Shifts for the FutureThe Big HR Shifts for the Future
The Big HR Shifts for the Future
 
Innovation & continuous improvement conversation
Innovation & continuous improvement conversationInnovation & continuous improvement conversation
Innovation & continuous improvement conversation
 
Being Assertive, Not Aggressive or Passive
Being Assertive, Not Aggressive or Passive Being Assertive, Not Aggressive or Passive
Being Assertive, Not Aggressive or Passive
 
Five Conversations Framework
Five Conversations FrameworkFive Conversations Framework
Five Conversations Framework
 
The Three Key Elements of Productive Working Relationships in Teams
The Three Key Elements of Productive Working Relationships in TeamsThe Three Key Elements of Productive Working Relationships in Teams
The Three Key Elements of Productive Working Relationships in Teams
 
Characteristics of Team Identity
Characteristics of Team IdentityCharacteristics of Team Identity
Characteristics of Team Identity
 
Facilitating a Team Debriefing for Impact
Facilitating a Team Debriefing for ImpactFacilitating a Team Debriefing for Impact
Facilitating a Team Debriefing for Impact
 
How To Be A Continuously Improving Team
How To Be A Continuously Improving TeamHow To Be A Continuously Improving Team
How To Be A Continuously Improving Team
 
The Eight Characteristics of High Performance Teams
The Eight Characteristics of High Performance TeamsThe Eight Characteristics of High Performance Teams
The Eight Characteristics of High Performance Teams
 
The Seven Keys to Managing Expectations
The Seven Keys to Managing ExpectationsThe Seven Keys to Managing Expectations
The Seven Keys to Managing Expectations
 
Maximizing Feedback for Maximum Effect
Maximizing Feedback for Maximum EffectMaximizing Feedback for Maximum Effect
Maximizing Feedback for Maximum Effect
 
Giving Remote Feedback
Giving Remote Feedback Giving Remote Feedback
Giving Remote Feedback
 
Ingredients Of Effective Feedback
Ingredients Of Effective FeedbackIngredients Of Effective Feedback
Ingredients Of Effective Feedback
 
The SuperTeam: The Team Of The Future
The SuperTeam: The Team Of The FutureThe SuperTeam: The Team Of The Future
The SuperTeam: The Team Of The Future
 

Recently uploaded

Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills MN
 
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...kamrulShuva
 
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfTEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfmarcuskenyatta275
 
UX in an Agile World - Scrum Gathering
UX in an Agile World -   Scrum GatheringUX in an Agile World -   Scrum Gathering
UX in an Agile World - Scrum GatheringKaizenko
 
Risk Management in Banks - Overview (May 2024)
Risk Management in Banks - Overview (May 2024)Risk Management in Banks - Overview (May 2024)
Risk Management in Banks - Overview (May 2024)Kristi Rohtsalu
 
Team Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceTeam Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceGDSC PJATK
 
Leading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateLeading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateVICTOR MAESTRE RAMIREZ
 
Principles of Management analyze how Zara manage
Principles of Management analyze how Zara managePrinciples of Management analyze how Zara manage
Principles of Management analyze how Zara managessuser4899c8
 

Recently uploaded (8)

Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
Travis Hills of Minnesota Leads Livestock Water and Energy in Sustainable Inn...
 
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
Presentation On "Yusuf Ibn Tashfin" a true leader (1061 to 1106)_ prepared by...
 
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdfTEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
TEST BANK for Operations Management, 14th Edition by William J. Stevenson,.pdf
 
UX in an Agile World - Scrum Gathering
UX in an Agile World -   Scrum GatheringUX in an Agile World -   Scrum Gathering
UX in an Agile World - Scrum Gathering
 
Risk Management in Banks - Overview (May 2024)
Risk Management in Banks - Overview (May 2024)Risk Management in Banks - Overview (May 2024)
Risk Management in Banks - Overview (May 2024)
 
Team Dynamics: A Journey to Excellence
Team Dynamics: A Journey to ExcellenceTeam Dynamics: A Journey to Excellence
Team Dynamics: A Journey to Excellence
 
Leading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor CertificateLeading People - Harvard Manage Mentor Certificate
Leading People - Harvard Manage Mentor Certificate
 
Principles of Management analyze how Zara manage
Principles of Management analyze how Zara managePrinciples of Management analyze how Zara manage
Principles of Management analyze how Zara manage
 

Dealing Effectively With Conflict

  • 2. Unit 1—Giving Effective Feedback Unit 2—Performance Boosting Conversations Unit 3—Dealing Effectively With Conflict Unit 4—Facilitating Great Meetings Unit 5—Influencing Anybody About Anything Unit 6—Leading Change Successfully
  • 4. The Five Approaches When to use the five approaches Case studies
  • 6.
  • 7. Competing • When speed & decisiveness are necessary • When parties refuse to cooperate & are trying to take advantage of you • When an unpopular decision needs to be made then a competitive decision may be necessary.
  • 8. Accommodating • When the relationship is more important than the issue • When there is no hope of having your wishes met • When it is not very important
  • 9. Avoiding • When diplomacy can help smooth a situation • Putting off a decision until a better time or when people have calmed down • When neither the relationship or the issue is important to you • When you need to know more before you take action
  • 10. Collaborating • In situations where both the issue & the relationship are important • Where an outcome that satisfies both parties is sought • When all parties need to be committed to a solution • When a creative solution needs to be found
  • 11. Compromising • Useful when time is running out & decisions need to be made • Sometimes can be used when collaboration or competing has failed • Can be a temporary, short term solution to conflict while collaborative efforts continue • Sometimes compromise is the only way
  • 12. Organisational Change & Leadership Development
  • 13. Situation 1 A customer calls and wants you to handle an order for him. You no longer work in that team, and it would create a major problem internally if you crossed departments. However, the customer who has used your services before is very insistent with you.
  • 14. Situation 2 You’ve had your car in for repair and although they claim it's fixed you have the same problem. It is not a regular fault and is obvious. You paid your bill when you collected the car and are not prepared to pay more. They are the only dealer that is at all convenient for you. You want your car fixed properly NOW!
  • 15. Situation 3 You are the leader of a team that currently has a manual recording system, and your analysis shows greater productivity if it's automated. Susan Jones runs the same kind of operation in another team. She disagrees with your proposition citing customer concerns and employee resistance plus technical problems with the system you are proposing. Your Manager has told you to resolve the situation with Susan because you must both run the same way.
  • 16. Situation 4 Your boss has a personal dislike of one of your team- and is insisting you not renewing their contract. Whilst you recognise some occasional problems, you can manage that quite easily and that person is in fact, important to the team output.
  • 17. Situation 5 As a leader, you want to design a new system in a way that suits you. Your approach at the team leaders’ meeting is to raise it with the other supervisors who are all affected by the proposed new system. One of the other supervisors says it’s too costly that way and that each supervisor should simply offer their approach and the manager make the decision. How do you respond?
  • 18. Key Messages … be flexible don’t overuse your preferred style If plan A doesn’t work …
  • 19. Complete the diagnostic to establish your preferred conflict resolution style. Practice using the five approaches.
  • 20. Unit 1—Giving Effective Feedback Unit 2—Performance Boosting Conversations Unit 3—Dealing Effectively With Conflict Unit 4—Facilitating Great Meetings Unit 5—Influencing Anybody About Anything Unit 6—Leading Change Successfully