The document discusses conflict management in the workplace, defining conflict and its inevitable nature among individuals or groups. It outlines key elements, indicators, and types of conflict, as well as strategies and techniques for resolution, highlighting the importance of active listening and conflict de-escalation. The document also provides methods for preventing conflict and mediating resolutions to ensure productive interactions among team members.

1. CONFLICT MANAGEMENT IN THE WORKPLACE
By
Obasemola Stephen
HR Learning Session
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

2. What is conflict?
• An open clash between two opposing groups or individuals.
• Opposition between two simultaneous but incompatible
feelings.
• A hostile meeting of opposing military forces in the course of
war.
• A state of discord caused by the actual or perceived opposition
of needs, values and interests. This can be internal (within
oneself) or external (between two or more individuals).
No matter how hard we try to avoid it, conflict periodically
enters our lives.
In the workplace, a simple disagreement between team
members, if unresolved may escalate into avoidance, inability to
work together, verbal assaults, and resentment.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

3. Facts about conflict
• Conflict is inevitable;
• Conflict develops because we are dealing with people’s
lives, jobs, children, pride, self-concept, ego and sense
of mission or purpose;
• Early indicators of conflict can be recognized;
• There are strategies for resolution of conflicts.
• Although inevitable, conflict can be minimized, diverted
and/or resolved.
• It can be constructive or destructive.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

4. Four Basic Elements of Conflict
• The involvement of two or more parties.
• A perception of incompatible goals.
• Differing values or perceptions.
• A continuation of the conflict until both sides feel satisfied
with the results.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

5. Beginnings of conflict
• Communication failure.
• Personality conflict.
• Value differences
• Skill deficiencies in managing relationships.
• Methodological differences.
• Ineffective organizational systems.
• Ineffective conflict management systems.
• Lack of cooperation.
• Competition over resources.
• Differences regarding authority or responsibility
• Dissatisfaction with management style.
• Weak leadership.
• Lack of openness.
• Non-compliance with rules
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

6. Conflict Indicators
• Body language.
• Disagreements, regardless of issue.
• Withholding bad news.
• Surprises.
• Strong public statements.
• Airing disagreements through media.
• Desire for power.
• Increasing lack of respect.
• Open disagreement.
• Lack of candor (openness) on sensitive issues.
• Lack of clear goals.
• Lack of interest in the common tasks.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

7. Conflict is destructive when it:
• Takes attention away from other important activities.
• Undermines morale or self-concept.
• Polarizes people and groups, reducing cooperation.
• Increases or sharpens difference.
• Leads to irresponsible and harmful behavior, such as
fighting, name calling etc.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

8. Conflict is constructive when it:
• Results in clarification of important problems and issues.
• Results in solution to problems.
• Involves people in resolving issues important to them.
• Causes authentic communication.
• Helps release emotion, anxiety, and stress.
• Builds cooperation among people through learning more
about each other.
• Helps individuals develop understanding skills.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

9. Cognitive Vs Afflictive
Cognitive Conflict: Disagreements that focus on
substantive, issue-related differences of
opinion. They tend to improve team
effectiveness. They are usually borne out of
different ideas, opinions and perspectives
offered by members of the group.
Affective Conflict: Disagreements over
personalized, individually oriented matters.
Such lowers team effectiveness by provoking
hostility, distrust, cynicism and aparthy among
team members. They are usually focused on
personalized anger or resentment, usually
directed at specific individuals rather than
specific ideas.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

10. Resolving Conflict
Conflict Resolution: This is a range of processes aimed at
alleviating or eliminating source of conflict.
Identifying the causes of conflict is essential to conflict resolution.
Possible causes of Conflict include:
• Needs or wants are not being met.
• Values are being tested.
• Perceptions are being questioned.
• Assumptions are being made.
• Knowledge is minimal.
• Expectations are too high/too low.
• Personality, race, or gender differences are present.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

11. Common ways of Dealing with Conflicts
• Deny the conflict; wait until it goes away.
• Change the subject.
• React emotionally; become aggressive, abusive, hysterical,
or frightening.
• Find someone to blame.
• Make excuses.
• Delegate the situation to someone else
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

12. Common ways of dealing with conflict (contd.)
• Avoid the conflict.
• Accommodating: This will rarely lead to the resolution of
conflict. Although it can help solve the immediate problem, the
basic issue remains.
• Force your opinion on the other party.
• Compromise: Is often seen as the best way to deal with conflict.
Although it can often leave both sides feeling like they have
lost.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

13. Conflict Management Techniques
SHARK – Competing – is assertive and uncooperative. An
individual pursues his or her own concerns at the other
person’s expense. This is power oriented mode in which one
uses whatever power seems appropriate to win ones own
position.
When to use competition:
• When you know you are right.
• When you need a quick decision.
• When you meet a steamroller type of person and you need to
stand up for your own right.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

14. Conflict Management Techniques Cont’d
• TEDDY BEAR – Accommodating – is unassertive and
uncooperative. This is the opposite of competing. When
accommodating, an individual neglects his/her own concerns
to satisfy the concerns of the other person. There is an
element of self-sacrifice in this mode.
When to use accommodating:
• When the issue is not so important to you but it is to other
person.
• When you discover that you are wrong.
• When continued competition would be detrimental - :”you
know you can’t win.”
• When preserving harmony without disruption is the most
important – “It’s not the right time”.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

15. Conflict Management Techniques Cont’d
• TURTLE – Avoiding – is unassertive and cooperative. When a
person does not pursue her/his own concerns or those of the
other person. He/she does not address the conflict, but rather
sidesteps, postpones or simply withdraw.
When to use avoiding:
• When the stakes are not that high and you don’t have anything
to lose – “when the issue is trivial”.
• When you do not have time to deal with it.
• When the context isn’t suitable – “it is not the right time or
place.”
• When more important issues are pressing.
• When you see no chance of getting your concerns met.
• When you would have to deal with an angry, hot headed person.
• When you are totally unprepared, taken by surprise, and you
need time to think and collect information.
• When you are too emotionally involved and the others around
you can solve the conflict more successfully.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

16. Conflict Management Techniques Cont’d
• OWL – Collaborating – is both assertive and cooperative. This is
the opposite of avoiding. Collaboration involves an attempt to
work with other person to find some solution which fully satisfies
the concerns of both persons. It includes identifying the
underlying concerns of the two individuals and finding an
alternative which meets both sets of concerns.
When to use collaboration:
• When other’s lives are involved.
• When you don’t want to have full responsibility.
• When there is a high level of trust.
• When you want to gain commitment from others.
• When you need to work through hard feelings, animosity etc.
The best decisions are made by collaboration.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

17. Conflict Management Techniques Cont’d
• FOX – Compromising – is intermediate in both assertiveness and
cooperativeness. The objective of compromise is to find some
expedient, mutually acceptable solution which partially satisfies
both parties. It falls in the middle group between competing and
accommodating. Compromise gives up more than competing,
but is less than accommodating.
When to use compromise:
• When the goals are moderately important and not worth the use
of more assertive modes.
• When people of equal status are equally committed.
• To reach temporary settlement on complex issues.
• To reach expedient solutions on important issues.
• As a back-up mode when competition or collaboration do not
work.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

18. Conflict Resolution Skills
Conflict Resolution is a set of skills that anyone can learn.
Two important skills: Active Listening and Conflict de-escalation
skills.
Active listening: Active listening enables you to demonstrate that
you understand what another person is saying and how he or
she is feeling about it.
It means restating, in your own words, what the other person
has said.
It is a way of checking whether your understanding is correct. It
also demonstrates that you are listening and that you are
interested and concerned. These help to resolve a situation
when there are conflicting points.
Two components:
• naming the feeling that the other person is conveying
• stating the reason for the feeling.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

19. Examples:
• “Sounds like you’re upset about what happened at work”
• “You’re annoyed by the lateness, aren’t you?
• “You sound really confused about how to solve this problem”
• “It makes you angry when you find errors on Vicky’s paperwork”
• “Sounds like you’re really worried about Samuel”
• “I get the feeling you’re awfully busy right now.”
Active listening is not the same as agreement. It is a way of
demonstrating that you intend to hear and understand another’s
point of view.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

20. Benefits:
• It feels good when another person makes an effort to understand
what you are thinking and feeling. It creates good feelings about
the other person and makes you feel better about yourself.
• Restating what you’ve heard, and checking for understanding
promotes better communication and produces fewer
misunderstandings.
• Responding with active listening has a calming effect in an
emotional situation.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

21. Conflict De-Escalation
These actions aimed at preventing a conflict to escalate. Take the
following steps:
• Stick with “I” statements; avoid “you” statements.
• Avoid name-calling and put downs (“A reasonable person
could see that ………”
• Soften your tone.
• Take a time out (“Let’s take a break and cool down”).
• Acknowledge the other person’s point of view (agreement is
not necessary).
• Avoid defensive or hostile body language (rolling eyes,
crossing arms in front of body, tapping foot, hissing).
• Be specific and factual; avoid generalities.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

22. Conflict Prevention Skills
• Bring issues out in the open before they become problems.
• Be aware of triggers and respond to them when you notice
them. Have a process of resolving conflicts. Bring it up at a
meeting and get agreement on what people should do in cases
of differing viewpoints.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

23. • HOW TO MEDIATE AND RESOLVE CONFLICT
1. Meet with the antagonists together.
2. Ask each participant to describe specific actions they’d like to see
the other party take that would resolve the differences.
3. Sometimes, as in the second example, you as the supervisor, must
own some of the responsibilities for helping the employee resolve
their conflict. Always ask “What about the work situation is causing
these staff members to fail?”
4. If the situation needs further exploration, ask each participant to
additionally identify what the other employee can do more of, less
of, stop and start.
5. All participants discuss and commit to making the changes
necessary to resolve the conflict.
6. Let the antagonists know that you will not choose sides, that it is
impossible for a person external to the to know the truth of the
matter. You expect the individuals to resolve the conflicts
proactively as adults.
7. Finally, assure both parties that you have every faith in their ability
to resolve their differences and get on with their successful
contributions within your unit. Set a time to review progress.
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org

24. THANK YOU
HAVE A CONFLICT-FREE INTERACTION
International Institute of Tropical Agriculture – Institut international d’agriculture tropicale – www.iita.org