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Conflict_Management_-_Staff_Senate.pptx
- 4. con·flict /ˈkänˌflikt / A conflict is a struggle between people which may be physical, or between conflicting ideas. Conflicts can either be within one person, or they can involve several people or groups.
- 6. • Past history/personality issues • Different values and guiding principles • Different perceptions or positions on the issue • Lack of clarity What Causes Conflict?
- 8. Is conflict healthy or unhealthy?
- 9. VS.
- 11. The Five Dysfunctions of a Team
- 16. The Thomas-Kilmann Conflict Mode Instrument TKI
- 17. The Thomas-Kilmann Conflict Mode Instrument
- 18. Why? • Improve communication • Improve decision-making • Improve negotiating skills • Assist with team development
- 19. Competing The goal is to win.
- 20. Competing Competing is effective: o When quick decisive action is needed o When unpopular action must be taken on important issues o When the issue is vital and the right course is clear o To protect against people who take advantage of noncompetitive behavior
- 21. Accommodating The goal is to yield.
- 22. Accommodating Accommodating is effective: o When you are wrong, learning is important, or demonstrating reasonableness is critical o When creating goodwill is paramount o When harmony is important
- 23. Avoiding The goal is to delay.
- 24. Avoiding Avoiding is effective: o When the issue is relatively trivial o When you know you can’t be satisfied o When the costs of conflict outweigh the benefits of resolution o To allow time to “cool off” o When others can resolve the issue more effectively
- 25. Collaborating The goal is mutual participation.
- 26. Collaborating Collaborating is effective: o When it’s important that both sides be integrated o When you want to learn and fully understand others’ views o To merge different perspectives and insights o To work though hard feelings that have interfered with interpersonal relationships
- 27. Compromising The goal is to find middle ground.
- 28. Compromising Compromising is effective: o When goals are less important than avoiding the disruption caused by more assertive conflict resolution styles o When people have equal power and commitment to mutually exclusive goals o To quickly reach a solution o When it’s important to reach a win-win for all involved
- 30. Key Takeaways When you are aware of your influencing style, you can adapt your style to be a more effective negotiator. By being more aware of our ‘default approach’, we can learn to choose the most appropriate approach for the situation.
- 33. Conflict = Effective Teams Conflict is actually normal and healthy. Conflict is a vital ingredient to organizational success. The most effective teams are those in which members feel safe enough to disagree with one another. A culture where dissent is allowed, or even encouraged, can spur innovation, diversity of thought and better decision-making.
- 34. Remember! • Utilize your communication skills • Be aware of your Behavioral Communication Style and how it relates to your influencing style (TKI), how can you adapt? • Be self-aware • Trust is vital when it comes to conflict
- 38. Resources How to Resolve Workplace Conflicts Tamara Lytle, SHRM article. July 13, 2015. The Five Dysfunctions of a Team, A Leadership Fable Patrick Lencioni, Jossey-Bass, 2002. The Table Group, https://www.tablegroup.com
- 39. Resources The Thomas-Kilmann Conflict Mode Instrument (TKI) https://kilmanndiagnostics.com Workplace Conflict and How Businesses Can Harness It to Thrive CPP Inc. Global Human Capital Report, 2008. Crucial Conversations, Tools for Talking When Stakes Are High Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. McGraw-Hill, 2002.
Editor's Notes
- Types of conflict – person vs person, person vs nature, person vs self, person vs society
- One of the most comprehensive studies ever done on the issue, "Workplace Conflict and How Businesses Can Harness It to Thrive," by CPP Inc. in its Global Human Capital Report, found that in 2008, U.S. employees spent approximately 2.1 hours per week involved in conflict (as defined as "any workplace disagreement that disrupts the flow of work"). That translated into over $300 billion in paid hours or the equivalent of nearly 400 million workdays. When asked what you would do if facing conflict in the workplace: 53% will delay responding
- Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key issues, causing situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions are the result.
- All great relationships, the ones that last over time, require productive conflict in order to grow. This is true in marriage, parenthood, friendship, and certainly business. Teams that engage in productive conflict know that the only purpose is to produce the best possible solution in the shortest period of time. They discuss and resolve issues more quickly and completely than others, and they emerge from heated debates with no residual feelings or collateral damage, but with an eagerness and readiness to take on the next important issue. Healthy conflict is actually a time saver.
- Posturing = behavior that is intended to impress or mislead.
- Productive conflict is the equivalent of a strenuous workout for the team – it builds strength and resilience, and leads to success. Remind yourself that when in conflict that it is healthy and necessary.
- Thomas-Kilmann Instrument assesses an individual’s typical behavior in conflict situations and describes it along 2 dimensions: Assertiveness and Cooperativeness. Competing – the goal is to win. Avoiding – the goal is to delay. If you remember, earlier we saw the stat that 53% of people use this method. When faced with a conflict, they delay the response. Accommodating – the goal is to yield Collaborating – the goal is mutual participation Compromising – the goal is to find middle ground
- My way or the highway!
- It would be my pleasure.
- I’ll think about it tomorrow.
- Two heads are better than one!
- Let’s make a deal.
- The most appropriate approach to give us the results we want in a particular context. It promotes the idea that different strategies work better in different situations.
- A great book to read to help with conflict management is Crucial Conversations – Here are some tips they recommend when it comes to conflict. Use Crucial Conversation skills!