If there are two people on a desert island there will be conflict. Therefore, learning to deal effectively with conflict is important to you and your success.

1. Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au
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

3. Five Conversations Framework

4. The Five
Approaches
When to use the
five approaches
Case studies

5. Conflict &
Negotiation
Options

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