Dealing with conflict effectively June 2012


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Half day open training event delivered in Toronto.

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Dealing with conflict effectively June 2012

  1. 1. Dealing with conflict effectively by Toronto Training and HR June 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-9 10-11 What is conflict? Elements that produce conflict 12-13 Sources of conflict 14-15 Functions of conflict 16-17 Common responses to conflict situations 18-19 Avoiding conflict 20-22 Ways of dealing with conflict 23-25 Alpha people 26-31 Disruptive behaviour 32-34 When disagreements occur… 35-37 Reasons managers give for not resolving conflict 38-40 Empowering employees to handle the themselves 41-44 Difficult conversations 45-46 Achieving better mediation 47-48 Reflection following mediation 49-50 Resolving issues with people you manage 51-52 Resolving issues with peers 53-54 Strategies for managing conflict 55-56 Drill 57-58 Conclusion and questions
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Definition Page 5
  6. 6. DefinitionConflict Page 6
  7. 7. What is conflict? Page 7
  8. 8. What is conflict? 1 of 2Types of conflictAttitudes and actionsIs all conflict bad?Phases of conflictInterpersonal conflictsExternal conflictStyles of handling conflictProcessing conflicts Page 8
  9. 9. What is conflict? 2 of 2Reaching agreementEmpathizing with othersManaging conflict between groupsDisciplinary mattersPositivesNegatives Page 9
  10. 10. Elements that produce conflict Page 10
  11. 11. Elements that produce conflictInterdependenceInconsistent goalsTechnologiesScarcity of resources Page 11
  12. 12. Sources of conflict Page 12
  13. 13. Sources of conflictDifferences between organizational and individualgoalsDifferences between different departments andgroupsDifferences between the formal and informalDifferences between leaders and ledDifferences between individuals and their jobDifferences between individuals Page 15
  14. 14. Functions of conflict Page 14
  15. 15. Functions of conflictEstablished and maintains identities andboundariesMaintains relationships through venting hostilitiesPotential to change conditions that led to originalhostility Page 15
  16. 16. Common responses to conflict situations Page 16
  17. 17. Common responses to conflict situationsAvoidanceCompromiseCompetitionAccommodationCollaborationSubmission Page 17
  18. 18. Avoiding conflict Page 18
  19. 19. Avoiding conflictGoals and benchmarksClear rolesSet high expectations and use strengthsDetermine how to communicate most effectivelyDevelop a win/win attitudeEvaluate and discussResourcesModel desired behaviour Page 19
  20. 20. Ways of dealing with conflict Page 20
  21. 21. Ways of dealing with conflict 1 of 2Clarify the goals and reinforce those that areagreedRenegotiate the use of resourcesClarify the work of individuals by having a seriousappraisal, redesigning the job and changing theirlevel of responsibilityChange the nature of relationships to a more co-operative structure Page 21
  22. 22. Ways of dealing with conflict 2 of 2Re-examine the formal structures of theorganization to see if they are appropriate,changing them where they are not and reinforcingthem where they are Page 22
  23. 23. Alpha people Page 23
  24. 24. Alpha people 1 of 2Use clear feedback to tell people of the impact oftheir behaviour and what you expect from themPlan your words – be clear, concise and directUse „I‟ statements – “I think/I believe/I feel” etc.Be responsive to Alpha people and what they‟resaying, even if they are being aggressiveDo not be apologetic for no reason Page 24
  25. 25. Alpha people 2 of 2Watch your voice tone, volume and pace – don‟twhisper, whine, falter or speak too slowly, or you‟llsound nervous and uncertainWatch your body language – stand firm andupright and maintain eye contactChallenge inappropriate Alpha People behaviourUse the Broken Record technique – keep repeatingthe point you want to make until you have theimpact you wantSay No! Page 25
  26. 26. Disruptive behaviour Page 26
  27. 27. Disruptive behaviour 1 of 5What are disruptive behaviours?What does disruptive behaviour look and soundlike? Page 27
  28. 28. Disruptive behaviour 2 of 5RECOMMENDATIONS“Pre-resolve” conflicts using office tools and bycommunicating policies and protocolsResolve the concerns informally where possible Page 28
  29. 29. Disruptive behaviour 3 of 5SPECIFIC SCENARIOS AND BEHAVIOURSHostile/aggressive behaviourBlamingUnresponsive to feedbackSingle instances Page 29
  30. 30. Disruptive behaviour 4 of 5TOOLS TO USEFocus on the positiveKeep your voice and body open, relaxed andfriendlyWork towards and agreement firstEstablish boundaries Page 30
  31. 31. Disruptive behaviour 5 of 5WARNING SIGNSBehavioursEmotionsThoughtsHigh riskChecklist Page 31
  32. 32. When disagreements occur… Page 32
  33. 33. When disagreements occur… 1 of 2DO YOU?Shut down people with whom I disagree?Address the issue at hand diplomatically and notattack the individual?Express thoughts and beliefs tactfully when theydiffer from those just expressed?Listen to others‟ concerns with an open mind? Page 33
  34. 34. When disagreements occur… 2 of 2DO YOU?Shut down people with whom I disagree?Address the issue at hand diplomatically and notattack the individual?Express thoughts and beliefs tactfully when theydiffer from those just expressed?Listen to others‟ concerns with an open mind? Page 34
  35. 35. Reasons managers givefor not tackling conflict Page 35
  36. 36. Reasons managers give for not tackling conflict 1 of 2I don‟t really know howI don‟t want to open a can of wormsI haven‟t been successful beforeProblem? What problem?I don‟t know where to start Page 36
  37. 37. Reasons managers give for not tackling conflict 2 of 2It‟s not my businessI‟m not a babysitterI have real work to doI don‟t want to have to fire anyoneI don‟t want to look bad Page 37
  38. 38. Empowering employees to tackle the problem themselves Page 38
  39. 39. Empowering employees tohandle the problems themselves 1 of 2Guide the preparationInform them if this will form part of their HR filesConfidentialityEstablish the timeframeManagers‟ availability if neededProvide resources Page 39
  40. 40. Empowering employees tohandle the problems themselves 2 of 2Closing the loop-expected feedbackPlans to address future disagreementsExpectations of progressFinal outcomesWhat happens if they come to a standstill Page 40
  41. 41. Difficult conversations Page 41
  42. 42. Difficult conversations 1 of 3What happened?SubstanceFeelingsRational and irrationalIdentityWho am I? What do people think of me? Page 42
  43. 43. Difficult conversations 2 of 3STEPS TO TAKEPrepareStart in neutralListen for understandingNegotiate and share emotions freelyReframe the conversationKeep the conversation productive Page 43
  44. 44. Difficult conversations 3 of 3COACHINGStart with heartLearn to lookMake it safeMaster my storiesState my pathExplore the paths of others Page 44
  45. 45. Achieving better mediation Page 45
  46. 46. Achieving better mediationManagementRelationshipsProcedures and resourcesOld remediesBetter proceduresCost benefitsHelp for managersImproving the cultureMediation on steroidsWant to cash in? Page 46
  47. 47. Reflection following mediation Page 47
  48. 48. Reflection following mediationWhat did I learn?How well did I communicate?Where was I effective?Where was I ineffective?How will I use this experience in the future?What do I still need to learn?What will my ideal behaviour look like?How will I know if I am not successful?Who can help me? Page 48
  49. 49. Resolving issues with people you manage Page 49
  50. 50. Resolving issues with people you manageCreating a dialogueWhat the conflicts are usually aboutProactively adapting your approachCreating a positive environmentKeeping your power in checkConsidering nerves Page 50
  51. 51. Resolving issues with peers Page 51
  52. 52. Resolving issues with peersRespecting a peer‟s positionBeing sensitive to locationPreserving the working relationship Page 52
  53. 53. Strategies for managing conflict Page 54
  54. 54. Strategies for managing conflictDenial/avoidanceSuppressionPower or dominanceThird party interventionCompromise or negotiationIntegration or collaboration Page 55
  55. 55. DrillPage 56
  56. 56. DrillPage 57
  57. 57. Conclusion and questions Page 58
  58. 58. Conclusion and questionsSummary, suggestions and pearls of wisdomVideosQuestions Page 59