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Resolving Conflicts and Disputes, 9 March 2017


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Presentation by Owen Bubbers to the APM North West branch on 9 March 2017 in Manchester.

Published in: Business
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Resolving Conflicts and Disputes, 9 March 2017

  1. 1. © 2016 Managing Conflict A practical guide Owen Bubbers Managing Director of The TCM Group
  2. 2. © 2016 • Fire alarm and toilets. • Timings/breaks. • Phones • Twitter @owenbubbers @APMMBranch • Opportunity for questions and debate throughout. • Guidelines for the workshop (ground rules): Confidentiality, Respect, Open Mind, Please Participate.
  3. 3. © 2016
  4. 4. © 2016 TCM empowers people and organisations to adopt new approaches to dispute and complaints resolution; workplace relations; human resources and leadership development. We are passionate about protecting relationships whilst securing lasting and sustainable outcomes. We work in partnership with our customers to develop the core values, systems, processes and behaviours which encourage co-operative problem solving, open dialogue and stakeholder engagement.
  5. 5. © 2015 • Managing Director of TCM’s London Office and team of consultants • Mediator, trainer and conflict management consultant • Wide consultancy experience in finance, higher education and government sectors • Winner of the Professional Mediators’ Association ‘Mediation Champion’ Award – 2015. • Member of the Professional Mediators’ Association, the trade body for mediators in the UK. Owen Bubbers Managing Director, The TCM Group
  7. 7. © 2016 1. What impact does conflict have? 2. What challenges do you face? 3. What do you need from this workshop?
  8. 8. © 2016
  9. 9. © 2016 Who do you think you are?
  10. 10. © 2016 Fight. Flight. Freeze. Fall. FLOW
  11. 11. © 2016 The anatomy of a conflict
  12. 12. © 2016 Neutral Transformational Dysfunctional Functional Conflict + Potential risk - -Opportunity+ The four states of conflict.
  13. 13. © 2016 Please form small groups. One of the group describe (briefly) a dysfunctional conflict that you have experienced: within a work or project team. Group discussion, drawing on this example: what actions could you take (think proactive and reactive) to transform conflict from dysfunctional to transformational? N T D F Conflict
  14. 14. © 2016 • Are reactive. • Are inherently adversarial. • They polarise the parties. • Rarely identify root cause of conflict. • Individual or business needs are ignored. • They impede creativity. • They create a ‘blame, grievance, entitlement or litigation culture.’ The existing dispute resolution systems:
  15. 15. According to recent ONS data, The UK has one of the lowest productivity levels of the G7 nations. The UK is ranked 9th out of 12 leading industrial nations for employee engagement. Unresolved conflict costs the UK economy a staggering £33bn a year according to CEDR/CBI. OPP, The people who publish Myers Briggs, estimate that 85 percent of employees deal with conflict on some level.
  16. 16. © 2016
  17. 17. © 2016 Questions and discussion
  18. 18. © 2016 Opening the door to dialogue Project managers as mediators and Peacemakers.
  19. 19. © 2013
  20. 20. © 2016 Project teams benefit when they take a values based, person centred approach for managing conflict: empathy, co-operation, collaboration, compassion and adult to adult dialogue.
  21. 21. © 2016 My top 5 tips for managing conflict within project teams… LISTEN ACTIVELY. Create a safe space. Open questions. Acknowledge, affirm, appreciate.1 BE EMPATHETIC. What is going on for them right now? Walk in their shoes. DON’T JUDGE, EVALUATE, ASSUME OR BLAME Support the person to tell you their story. Suspend judgment. DEPERSONALISE THE SITUATION Encourage the speaker to describe their 1) observations, 2) their feelings and 3) their needs. You do the same. ‘Talking from the I’ FOCUS ON INTERESTS AND NEEDS Negotiate and make requests of each other which are mutually beneficial. 2 3 4 5
  22. 22. © 2016 next steps… 1. FREE leadership and dispute resolution consultation. 2. Accredited mediator training. 3. Confident Conversations training 4. Team facilitation 5. World class mediation services 6. Management and leadership training. 7. Setting up an internal mediation scheme.
  23. 23. © 2016 What has stood out for you? What changes will you make?
  24. 24. Final Thoughts… • Be radical – there has never been a better time to for a new approach to conflict. • Apply a holistic (whole systems) approach. • Be proactive: embed constructive conflict management into project plans and change plans etc. • Empathy is key. • Actively encourage co-operative and collaborative problem solving. • Strong feelings are OK. Work with them. • Adult to adult dialogue = talking and listening.
  25. 25. © 2016
  26. 26. © 2016 For more information, please email me or link with me via social media: @owenbubbers
  27. 27. This presentation was delivered at an APM event To find out more about upcoming events please visit our website