Handling Conflict At Workplace

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Handling Conflict At Workplace

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Handling Conflict At Workplace

  1. 1. Handling Conflict in the Workplace - Deepak Khaire Vivekananda Kendra, Kanyakumari
  2. 2. Conflict is a natural part of any team or relationship. It can be healthy or unhealthy for the relationship, depending on how it is handled. When conflict is handled constructively, it promotes growth and problem solving. <ul><li>Understanding Conflict </li></ul>
  3. 3. The body builder knows that resistance actually grows and strengthens muscles. Resistance can have the same effect on teams. In teams, that resistance comes from the natural and necessary differences in such areas as background, training, personality style, values, pace, or priority. Blended together, these differences can create a balanced team represented by all perspectives. <ul><li>Understanding Conflict </li></ul>
  4. 4. On the other hand, when differences are judged or stereotyped by team members, the assets potentially gained from diversity become liabilities. Resolving differences constructively is a key team leadership skill. <ul><li>Understanding Conflict </li></ul>
  5. 5. As people live and work together every day, they bring their histories... their past experiences, their family and social influences, and their work experiences. From all of these sources, they've formed attitudes and beliefs, which get played out on the workplace stage every day. <ul><li>Understanding Conflict </li></ul>
  6. 6. Some common areas of conflict
  7. 7. 1. Preferred methods Some people think that &quot;my way is the right way.&quot; Even those who are not so rigid often secretly harbor the belief that they have learned the most efficient and effective ways to do things, and that others should really listen to them. The fact is, there are many right ways to get to a desired outcome.
  8. 8. 2. Sharing of resources In today's environment where people are being asked to do more with less, there is often conflict over people, budgets, tools of technology, and even supplies. When the resources are limited, conflict is often a by-product.
  9. 9. 3. Priorities <ul><li>  Various people in the workplace are responsible for accomplishing their job tasks, and they are often on different timetables than those around them. Often people mistakenly think that others should share their priorities. </li></ul>
  10. 10. 4. Personality style differences <ul><li>People have different personality and social styles, all of which are important for effective teamwork. However, even good intentions often cannot prevent the misunderstandings that can occur between people who think differently, approach tasks differently, and communicate differently. </li></ul>
  11. 11. 5. Power struggles <ul><li>  The underlying need for control and power is at the root of many conflicts in the workplace. Who will have what information? Whose work area is the most spacious or prestigious? Whose opinion counts most in the final solution? These are fertile fields for conflict. </li></ul>
  12. 12. 6. Values  <ul><li>Underlying every serious conflict is a value struggle. People in the workplace judge their own behavior as well as those of others by what they believe should be done, by the values that they hold. The lack of trust runs most deeply when the individuals involved perceive that the others involved come from an opposing system of values. </li></ul>
  13. 13. <ul><li>Recognizing these sources of conflict in the workplace is the first step toward being able to do something about them. Constructive discussion of these differences can build bridges over which ongoing dialog and work can freely pass. </li></ul>
  14. 14. <ul><li>When conflict in the workplace is handled constructively, it promotes growth and problem solving. </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  15. 15. <ul><li>Identify the problem. Make sure everyone involved knows exactly what the issue is, and why they are arguing. Talk it out until everyone agrees that there is a problem, and understands what the key issues are. </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  16. 16. <ul><li>Allow every person involved to clarify his or her perspectives and opinions about the problem. Make sure everyone has an opportunity to express an opinion. If necessary, establish a time limit (say, five minutes per person), and make sure each person sticks to the limit while stating his or her case. It is your responsibility to make sure all participants feel safe and supported. </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  17. 17. <ul><li>Identify the ideal end result, from each party’s point of view. It might surprise everyone to discover that their visions are not so far apart after all. </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  18. 18. <ul><li>Figure out what can realistically be done to achieve each individual’s goals. If action is taken, how will this affect other projects and objectives? Will the end result be worth the time and energy spent? If the attempt fails, what’s the worst that can happen? </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  19. 19. <ul><li>Find an area of compromise. Is there some part of the issue on which everyone agrees? If not, try to identify long-term goals that mean something to everyone, and start from there. </li></ul><ul><li>Handling Workplace Conflict </li></ul>
  20. 20. <ul><li>A little forethought can go a long way toward preventing conflicts among coworkers. To minimize the incidence of spats, here are some preventive measures you can take: </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  21. 21. <ul><li>Bring issues out in the open before they become problems. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  22. 22. <ul><li>Be aware of triggers, and respond to them when you first notice them. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  23. 23. <ul><li>Have a process for resolving conflicts — bring up the subject at a meeting, and get agreement on what people should do in cases of differing viewpoints. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  24. 24. <ul><li>Make sure everyone understands the company’s goals and expectations, including what's expected of each individual. Be as clear as you can about job descriptions, responsibilities, and territories. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  25. 25. <ul><li>Provide appropriate training for all employees. Teach everyone conflict-resolution skills, and expect people to use them. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  26. 26. <ul><li>Recognize and praise accomplishment. If employees feel valued and appreciated for the work they do, they are less likely to jockey for position and start fights. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  27. 27. <ul><li>Discourage gossip, and don’t put people in the position of spying or reporting on each other. Create consistent performance review procedures that apply to everyone equally. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  28. 28. <ul><li>Make sure expectations are realistic and consistent with job descriptions. </li></ul><ul><li>Handling Workplace Conflict - preventive measures </li></ul>
  29. 29. <ul><li>Generally speaking, managers who successfully manage conflicts in their organizations will experience lower rates of complaints than managers who fail to do so. Additionally, informal resolution of complaints terminates further administrative processing and related costs. </li></ul>Conflict Managers
  30. 30. <ul><li>Finally, old-fashioned civility can bring a sense of peace and harmony to an otherwise stressful workplace. Incivility in the office carries a very high price in both human and financial terms. Conversely, a more civil workplace environment means a better quality of life for employees. Higher quality of life for your employees means higher-quality work, which is indeed an incentive to all organizations to foster a “culture of civility” at work. </li></ul>Foster a Culture of civility at work
  31. 31. <ul><li>Consider the following. We humans are social beings. We come into the world as the result of others' actions. We survive here in dependence on others. Whether we like it or not, there is hardly a moment of our lives when we do not benefit from others' activities. For this reason it is hardly surprising that most of our happiness arises in the context of our relationships with others. </li></ul><ul><li>H.H. THE DALAI LAMA </li></ul>
  32. 32. Thank you! A Vivekananda Kendra, Kanyakumari Presentation

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