1. Conflict ManagementConflict Management
In The WorkforceIn The Workforce
Presented by
Kim Coleman
Chief Executive Officer,
Employment Ventures
www.employmentventures.org

2. IntroductionIntroduction
In today's society, there exists a common
reluctance to "get involved" in a conflict
situation. Who doesn't feel uncomfortable
at the thought of an unpleasant and
possibly emotional confrontation? We
usually hope the problem will work itself
out. Unfortunately, individual conflicts
are rarely "self-healing" conditions.
This presentation will address common
workplace conflicts and lend helping
suggestions and methods of overcoming
them.

3. Conflict & CooperationConflict & Cooperation
In The WorkplaceIn The Workplace
• One topic that is of interest to most people in
the workplace is conflict; how it works, how to
avoid it, and how to deal with it when it
occurs. It is indeed the rare organization that
doesn't have to face the issue of conflict, and
how to harness it so that it produces positive
results rather than destruction.
• We are going to look at some important
elements of conflict, how it escalates over
time, and suggest a few general strategies for
dealing with it.

4. Two Types ofTwo Types of
Conflict Conflict
Substantive Conflict
Substantive conflict can
occur on just about any
issue, but its moving force
is that the two parties
simply disagree about an
issue. This can be a good
thing or a bad thing.
Handled correctly parties in
conflict can create, for
themselves and those
around them, the ability to
resolve an issue with
something creative,
something better than
either party's original
position.
Personalized Conflict
Personalized conflict is almost never
a good thing. First, personalized
conflict is fuelled primarily by
emotion (usually anger, frustration)
and perceptions about someone
else's personality, character or
motives. When conflict is
personalized and extreme each party
acts as if the other is suspect as a
person. Second, because
personalized conflict is about
emotion and not issues, problem
solving almost never works, because
neither party is really interested in
solving a problem...in fact, in
extreme cases, the parties go out of
their ways to create new ones,
imagined or real. Third, personalized
conflicts almost always get worse
over time, if they cannot be
converted to substantive conflict.
That is because each person expects
problems, looks for them, finds
them, and gets angrier.

5. Solution Strategy #1Solution Strategy #1
Identification
When involved in a conflict situation, it is important
that you are aware of whether you and the other party
are dealing with a substantive conflict or a
personalized one. It isn't always easy to tell them
apart, and it is difficult to look honestly at oneself. Ask
yourself the following questions:
• Do I dislike the other person or get frustrated with
him/her?
• Do I see the other person as untrustworthy, and
undeserving of respect?
• Is my emotional reaction to the conflict appropriate
to it's seriousness or lack thereof?
• Do I really want to "win"?
If the answer to any of these questions is yesyes, you
may be setting yourself up for a personalized conflict
that nobody can win in the long term. With respect to
the other person, one good indicator of a personalized
conflict situation is that the person will try to counter
your substantive point on the issue with a series of
DIFFERENT reasons why you are wrong.

6. Solution Strategy #2Solution Strategy #2
Move To Substantive Issues
• Even in situations where both you and the other party
have personalized the conflict, you can work to focus
on specific issues. You have not direct control over
another person, but you have control over yourself. By
moving to the issues, and staying there, you will also
encourage the other person to do so.
• It isn't easy, of course. The trick is to try to put aside
your negative perceptions about the other person, and
not to dwell on them. That's an internal thing. Every
time you think to yourself "what an idiot“ (or all the
other negative things), you make it that more difficult
to stay focused on problem- solving, rather than
winning, or getting your own way.

7. Solution Strategy #3Solution Strategy #3
Work To Prevent Personalization
The easiest of all to manage.
It is rare that personalization occurs just on
the basis of two incompatible personalities.
Usually, personalization occurs because conflict
on substantive issues is handled badly. That is,
one or both parties behaves in non-cooperative
ways.

8. Solution Strategy #4Solution Strategy #4
Using Positive Language
Language is an exceedingly powerful tool.
Whether you communicate orally, or in written form,
the way you express yourself will affect whether
your message is received positively or negatively.
Even when you are conveying unpleasant news, the
impact can be softened by the use of what we call
positive language.
Use I Messages for positive communication-
I think - I feel - I believe
Avoid using-
I don’t - I wont – I can’t
You don’t – You won’t – You can’t

9. MediationMediation
Mediation is a form of Alternative Dispute Resolution
that may be offered by your employer.
Mediation is an informal process in which a neutral
third party assists the opposing parties to reach a
voluntary, negotiated resolution. The decision to
mediate is completely voluntary for the charging
party and the employer. Mediation gives the parties
the opportunity to discuss the issues raised in the
charge, clear up misunderstandings, determine the
underlying interests or concerns, find areas of
agreement and, ultimately, to incorporate those
areas of agreements into resolutions. A mediator
does not resolve the charge or impose a decision on
the parties. Instead, the mediator helps the parties
to agree on a mutually acceptable resolution.

10. Advantages of MediationAdvantages of Mediation
• Mediation is an efficient process that saves time and
money. Successful mediation avoids a time consuming
investigation and achieves a prompt resolution of the
charge. The majority of mediations are completed in one
session, which usually lasts for one to five hours.
• Mediation is fair. Mediators are neutral third parties who
have no interest in the outcome. Their role is to help the
parties resolve the charge.
• Mediation is a confidential process. The sessions are not
tape-recorded or transcribed. Notes taken during the
mediation are discarded.
• Settlement agreements secured during mediation do not
constitute an admission by the employer of any violation of
laws enforced by the EEOC.
• Mediation avoids lengthy and unnecessary litigation.

11. Grievances and ComplaintsGrievances and Complaints
• Because this process is varied
according to the employer, it is best
to always learn the grievance
process offered by your employer.
• Always follow the process as
outlined. Don’t skip levels. This may
negatively affect your outcome.
• Should this type of informal
resolution be unsuccessful, you may
choose to initiate a formal grievance
or complaint. Find out what the next
levels above the grievance process
outcome are with your employer.

12. Things To Remember forThings To Remember for
Personal DevelopmentPersonal Development
• Fix the problem not the
blame
• Tell people what you
want, not how to do it
• Manage the function
not the paperwork
• Get out of the office
• Lead by example
• Learn from the
mistakes of others
• Offer and receive
positive criticism
• Work on your weakness
first
• Don’t limit yourself
• Be on time for all
appointments
• Stop and smell the
roses
• Manage your stress
• You are not smarter
than everybody
• Get involved
• Do your homework
• It’s not how hard you
work, it’s what you
get done
• Practice time
management
• Focus your energies

13. GOOD LUCK!GOOD LUCK!
• Remember to contact Kim
if you need any further
assistance.
ceo@employmentventures.org