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Conflict Resolution Strategy June 2013- Richard Garrity


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Conflict Resolution Strategy June 2013- Richard Garrity

  1. 1. Conflict Resolution By, Richard Garrity
  2. 2. Conflict Resolution This presentation is proprietary information and can’t be copied or reproduced in any fashion without consent from the publisher owner, Richard Garrity
  3. 3. “Impressions” First & Last
  4. 4. In this présentation: This PowerPoint presentation will focus on three key aspects of conflict & problem resolution. They are: 1. Identifying Conflict 2. Changing Behaviors 3. Conflict Resolution 4. Non-Violent Crisis Intervention
  5. 5. Scope of Definition and Policy: This policy defines the general expectations of corporate personnel, as related to conflict and problem resolution, and other general expected standards and procedures.
  6. 6. Dispute / Conflict Resolution
  7. 7. Does your current office environment resemble this?
  8. 8. There is always light at the end of the tunnel…always-
  9. 9. ~Dispute Resolution~ Dispute Resolution generally refers to one of several different processes used to resolve disputes between parties or employees, including negotiation, mediation, arbitration, collaborative law, and litigation.
  10. 10. ~Dispute Resolution~ Dispute resolution is the process of resolving a dispute or a conflict by meeting at least some of each side’s needs and addressing their interests.
  11. 11. ~Dispute Resolution~ "If you have learned how to disagree without being disagreeable, then you have discovered the secret of getting along- whether it be business, family relations, or just life itself.“ * Bernard Meltzer, American Law Professor
  12. 12. This method of problem resolution has never solved anything.
  13. 13. Problem resolution starts with a mutual consenus that there is a disagreement without pointing blame
  14. 14. ~Identifying the reason~ Conflict is inevitable and a part of everyday life. It occurs whenever individuals or groups are not getting what they want or need and are acting in their own self-interest. It is our inability to effectively deal with conflict and the anger it generates that results in a host of negative consequences that profoundly can effect the workplace environment, employee morale, and efficiency.
  15. 15. ~Identifying the reason~ Most conflicts that confront us, can be resolved through proven resolution strategies. Yet often, people choose counterproductive approaches that yield unfavorable results. Left unresolved, conflict will inevitably escalate. How you choose to deal with the conflict determines whether it will be constructive or destructive.
  16. 16. Effective management, leadership, and inspiration are not achieved this way….
  17. 17. “Do not believe, for even a moment, the only people who are affected by the conflict are the participants”.
  18. 18. The effect on others: Everyone in your office and every employee with whom the conflicting employees interact, is affected by the stress. People feel as if they are walking on egg shells in the presence of the antagonists. This contributes to the creation of a hostile work environment for other employees. In worst case scenarios, your organization members take sides and your organization is divided.
  19. 19. Is avoiding current conflict a prudent approach? If so, what has been solved?
  20. 20. There are always “solutions” to “problems”
  21. 21. The effect on others: Do not avoid the conflict hoping it will go away. It won’t. Even if the conflict appears to have been superficially put to rest, it will resurface whenever stress increases or a new disagreement occurs. An unresolved conflict or interpersonal disagreement festers just under the surface in your work environment. It burbles to the surface whenever enabled, and always at the worst possible moment. To continue to ignore the core problems, is not an option. Ever.
  22. 22. Dispute Resolution Quote # 2 Acknowledge the importance of other people. The deepest principle in human nature is the craving to be appreciated. -William James
  23. 23. Fighting Fair: The DO List: Admit when you are wrong and apologize. Sometimes this will end the dispute. Agree on a time and place no more than a few days away to talk. Ask for feedback. Really listen and reflect on what you hear from the person your in conflict with. Be as open, clear and straightforward as possible. Be willing to compromise. Are you really standing on principle or are you being stubborn?
  24. 24. Fighting Fair: The DO List: Develop your ability to look at conflict or disputes from an outside perspective. Express ambivalence ( a feeling of both love and hate for a person). Express your anger or resentments right away rather than stockpiling them. Give feedback and praise. Keep your sense of humor- a must.
  25. 25. Fighting Fair: The DO List: Learn to forgive, forget and start over. Listen for what you don't yet know. Make a distinction between the problem and the person. You can hate the sin but still love the sinner. Make it easy for another party to be constructive
  26. 26. Fighting Fair: The DO List: Maintain contact. It is always harder to be mean to friends than strangers. Stay on the subject and argue one point at a time. This is a crucial point of the process. Strive for mutual understanding and meeting everyone's needs, however trivial. Use “I” statements - I want, I feel, I like or don't like. “I” statements are not selfish.
  27. 27. Fighting Fair: The DON’T List: Be defensive - denying all wrongdoing and refusing to recognize your part. Escalate. Fights are best fought between two people at a time. Do not add gas to the fire. Fight over office personal relationships. Holding onto resentments until they explode. Hurt or overwhelm the other party.
  28. 28. Fighting Fair: The DON’T List: Make character attacks. Never, never do this. Mind read and assume you already know what another party's thoughts and feelings are rather than asking them their thoughts or opinions. Over generalize e.g. "you always" or "you never".
  29. 29. Fighting Fair: The DON’T List: Play the blame game. Does it really matter who is right and who is wrong? Most times, it does not. Overreact and make a big deal over a trivial issue. Ridicule or dismiss another's feelings.
  30. 30. Fighting Fair: The DON’T List: Scapegoat- fight about an issue as a way of avoiding a more painful one. Snipe- expressing anger or resentment in bit size pieces over time. Stonewalling, refusing to talk or listen. Try to win at all costs. We all lose.
  31. 31. Leadership: The person or supervisor mediating a conflict or dispute must have proven “Leadership” skills.
  32. 32. Leadership Qualities:
  33. 33. A true “leader” will take the plunge first, and “lead” by example….
  34. 34. Leadership is the proven ability to influence others to complete the desired result
  35. 35. Achieving Common Ground:
  36. 36. Achieving Common Ground: Conflict is a normal and necessary part of healthy relationships. After all, two people can’t be expected to agree on everything at all times. Therefore, learning how to deal with conflict rather than avoiding it- is crucial. However, conflict can be harmful to employee morale and productivity, so methods to resolve conflict & strife, are critical.
  37. 37. Constant “conflict” in the workplace not only effects an employee’s performance, it can effect their personal life and behavior
  38. 38. In many cases the stress of workplace conflict dosen’t bubble to the surface until you have gotten home.
  39. 39. Sometimes, the stress of workplace conflict is clearly evident
  40. 40. and stress breakdown can occur at the worst times <
  41. 41. Achieving Common Ground: When conflict is mismanaged, it can harm the working relationship. But when handled in a respectful and positive way, conflict provides an opportunity for personal growth, ultimately strengthening the bond between two people.
  42. 42. Achieving Common Ground: By learning the skills you need for successful conflict resolution, you can face disagreements with confidence and keep your personal and professional relationships strong and growing.
  43. 43. Achieving Common Ground: Conflict arises from differences. It occurs whenever people disagree over their values, motivations, perceptions, ideas, or desires. Sometimes these differences look trivial, but when a conflict triggers strong feelings, a deep personal need is at the core of the problem, such as a need to feel safe and secure, a need to feel respected and valued, or a need for greater closeness and intimacy.
  44. 44. Understanding the rise of conflict: It is important to acknowledge that both parties’ needs play important roles in the long-term success of most relationships, and each deserves respect and consideration. In workplace conflicts, differing needs are often at the heart of bitter disputes.
  45. 45. Understanding the rise of conflict: When you can recognize the legitimacy of conflicting needs and become willing to examine them in an environment of compassionate understanding, it opens pathways to creative problem solving, team building, and improved relationships.
  46. 46. Do you fear conflict or avoid it at all costs? If you view conflict as dangerous, it tends to become a self-fulfilling prophecy. When you go into a conflict situation already feeling extremely threatened, it’s tough to deal with the problem at hand in a healthy way. Instead, you are more likely to shut down or blow up in anger. Neither scenario is an option and counterproductive.
  47. 47. You should not feel as though your walking on a tightrope.
  48. 48. What is one of the biggest problems in the office that creates conflict?
  49. 49. Old fashion water cooler gossiping & rumors
  50. 50. One of the primary sources of workplace stress and conflict is gossiping, spreading rumors, playing one against the other, unwarranted jealousy, envy, scheming to get one in trouble with the boss, and plain old paranoia & insecurity.
  51. 51. The only clinical diagnosis and sociological remedy to this age old problem of acting immature in the corporate office is simple: GROW UP!!
  52. 52. 8 crucial tips for handling workplace conflict
  53. 53. Approach conflict with an open mind Different people have different perceptions, and solving workplace conflicts requires finding a common ground, not waiting until one person caves to the other. "Try to understand the other person's point of view and how he or she arrived at it, objectively and fairly"
  54. 54. 2. Consider what might have caused the conflict Take an objective look at yourself and determine what you did or said to contribute to the situation. Try to place yourself in the other person's shoes and consider how the situation could be handled differently in the future.
  55. 55. 3. Be respectful of differences Workplaces are diverse places, today more than ever, and what is acceptable to one person may be offensive to another. If your office has a diversity program, consider attending it, and if it doesn't, be the catalyst who brings one to your workplace.
  56. 56. 4.Try to cut the conflict off in its early stages "Ask your co-worker if you did anything to upset him or her”. "Communicate your willingness to talk about this and see if together you can solve the issue amicably."
  57. 57. 5. Listen carefully Before jumping to conclusions, sit down with the person with whom you're in conflict and try to understand the issue fully. During the conversation, make sure you acknowledge his or her feelings and paraphrase their opinion back to them to enhance your comprehension.
  58. 58. 6. Be mindful of your language It is important to avoid assigning blame to the person you're speaking with, and taking note of the words you use will help you avoid falling into this trap. Try to use "I" statements that explain how you feel, and give examples of why you feel that way.
  59. 59. 7. Ask for help If the conflict continues to build, recruit someone in the workplace whom you respect to act as a mediator. This could be your manager, a human resources professional, or a manager from a different department.
  60. 60. 8. Be sure the problem is resolved The problem isn't properly resolved until both parties in the argument feel better about the situation. Set guidelines for how to handle a similar situation in the future.
  61. 61. 8. Be sure the problem is resolved "You might say something like, 'Let's commit that you will let me know right away if I do something that upsets you, and when you bring it to my attention, we will stop what we are doing to address it.
  62. 62. UNITED…not…DIVIDED
  63. 63. ~Conflict Resolution~ “Managed properly, dispute and conflict can be an opportunity for better understanding, clearer communication, improved relationships, increased productivity, and better trust and support.”
  64. 64. “Better Understanding and Improved Relationships” Yes.
  65. 65. Thumbs UP to getting along!
  66. 66. Even a child knows the value of getting along. So…don’t act like one.
  67. 67. Non-Violent Crisis Intervention Program
  68. 68. Non-Violent Crisis Intervention:
  69. 69. Non-Violent Crisis Intervention: Non-Violent Crisis Intervention (CPI- National Crisis Prevention Institute) is a program focusing on management of disruptive, assaultive, or out of control behavior. This educational program can prove invaluable to security and law enforcement personnel when in the field and confronted with such behaviors that very well can escalate into physical violence.
  70. 70. The Verbal Escalation Continuum:
  71. 71. We are all in this together There are 2 ways that an individual can act out: Physical and Verbal
  72. 72. We are all in this together
  73. 73. Leadership: Thank you for attending today’s presentation on Conflict Resolution & Strategy