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Conflict handling and performance
improvement
Agenda:
Two High performing teams are frequently into conflict with
each other affecting the entire organization. Their performances
have also started suffering in recent months for various other
work reasons which have been difficult to identify.
To use OD as an intervention to,
1.Resolve the conflict
2.Help them recover the performance
Conflict handling between two
employees
• Talk to each of them and list their persistent complaints
against each other separately
• Ask them to separately identify in clear distinct terms
-Specific complaints
-Behavior of themselves
-Payoff
-Cost
Introspection…
• Ask them to probe deeply into the situation and enlist,
-what they wish to say about each other?
-Things to forgive
-Things to be forgiven for
-Things you need to take responsibility for
-Things they want to give up
Untying the Knots…
Start with +ve:
•

For every complaint identify two blind spots that will have a dramatic
improvement in performance

•

Teams can reject if they feel that what is being said is not a blind
spot.(Supervisor inputs to be taken in validating the claims)

•

Communicate to the other person reg. the specific complaint and how it is
hurting them

•

Alternate between a complaint and a blind spot

•

Opposing group to work closely with the other group in helping to overcome
the blind spots with specific objective

•

Have a follow up in-depth interview and assessment to assess performance
improvement and conflict resolution
Thank You

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Organization interventions for conflict handling and performance improvement

  • 1. Conflict handling and performance improvement Agenda: Two High performing teams are frequently into conflict with each other affecting the entire organization. Their performances have also started suffering in recent months for various other work reasons which have been difficult to identify. To use OD as an intervention to, 1.Resolve the conflict 2.Help them recover the performance
  • 2. Conflict handling between two employees • Talk to each of them and list their persistent complaints against each other separately • Ask them to separately identify in clear distinct terms -Specific complaints -Behavior of themselves -Payoff -Cost
  • 3. Introspection… • Ask them to probe deeply into the situation and enlist, -what they wish to say about each other? -Things to forgive -Things to be forgiven for -Things you need to take responsibility for -Things they want to give up
  • 4. Untying the Knots… Start with +ve: • For every complaint identify two blind spots that will have a dramatic improvement in performance • Teams can reject if they feel that what is being said is not a blind spot.(Supervisor inputs to be taken in validating the claims) • Communicate to the other person reg. the specific complaint and how it is hurting them • Alternate between a complaint and a blind spot • Opposing group to work closely with the other group in helping to overcome the blind spots with specific objective • Have a follow up in-depth interview and assessment to assess performance improvement and conflict resolution