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EFFECTIVE TRAINING MANUAL- MASSIEL AMARO 1
Guide On Addressing Conflicts
Store Manager Training Manual
Massiel Amaro - July 24, 2014
La Mas Boutique

Introduction
In an effort to encourage management to address conflict before hand by building this
training manual on how to communicate to new hires, and instruct ways to confront
previous employees on any disagreements that may come about. This guide will allow you to
interact professionally, and relay the policy and procedures of La Mas Boutique to new hires
and current employees.
In order to manage conflict effectively, one must be aware of the different conflicts that
may arise. “Walking the tightrope to productive conflict management requires insight into
the forces that push conflict in negative directions and the appropriate actions required to
control them.” (Folger, Poole & Stutman, 2013). With that being said, as store manager you
must understand that neither party in most conflicts are neither right or wrong, instead a
conflict is “an incompatibility between two or more opinions, principles, or simply interest”
(conflict. (n.d.). The Free Dictionary. 2014). Therefore, different perceptions collide to create a
disagreement. Once you are familiar with the differences of each conflict the way you come
about it will distinguish the route to a healthy or unhealthy relationship.
Here at La Mas Boutique , it is your responsibility to be well trained on how to
respond to those different conflict situations in a quickly and professional manner. Conflict is
natural, and can be positive, if dealt correctly and openly, it can strengthen your team and
build a more happy workplace. Not only that but conflicting views give you the ability to
learn more about oneself, explore views of others, and develop a productive relationship.
Always keep in mind that communication is key and the cornerstone of a successful conflict
resolution.
“For good ideas and true innovation, you need human interaction, conflict, argument,
debate.” - Margaret Heffernan

Conflicts
As mentioned before, there are different types of conflicts, and as always
conflict is inevitable. In the workplace, conflict can arise internally between co-workers,
and/or supervisor or externally with customers, suppliers, regulatory agencies. This manual
however will cover the internal amongst the employees, because we believe here at La Mas
Boutique , that we must treat each other with respect and dignity while always remaining to
be ourselves. We hold each and every one of you accountable to hold that standard. Hence,
this manual, for management teams to study and practice effective conflict management
skills to maintain a productive and favorable workplace environment.
Recently, we have been receiving lots of backlash for lack of policy and procedures.
Now that they have been fully updated, the policy and procedure manual must be disclose
and signed first day with new hires. And is mandatory for existing employees to read and
sign that they are fully aware and understand of the business principles, rules, and
guidelines. As far as existing employee’s question’s may emerge and some might feel
agitated. We understand how difficult it may be but this training manual will aid you on how
to concur any strain or tension.
By reviewing examples of conflicts and resolutions in the workplace hopefully this can
give you some insight as to what to expect when conflicts arise. I have arranged a few guiding
principles that are expected when managing conflict skillfully:* (Introduction. (n.d.). Human
Resources at UC Berkeley, 2014)
• Gain cooperation from team members
• Improve performance and productivity
• Reduce stress and perserve integrity
• Solve problems as quickly as possible
• Improve relationships and teamwork
• Enhance creativity
• Increase staff morale

Conflict Styles
These five basic styles in conflict situations were originated by Blake and Mouton
(1964) and than by Jay Hall (1969) . As shown in the above photo, you have two dependent
conflict behavior components assertiveness, which are behaviors intended to satisfy one’s own
concerns, and Cooperation, which is behavior intended to satisfy the other individual’s
concerns. (Folger, Poole & Stutman, 2013)
There are five styles that are compromised of these two behavior components, by
using the image above fill in the blank to which you feel best explains the conflict style as
pictured using these words as followed (Folger, Poole & Stutman, 2013) : Accommodating,
Avoidance, Collaborating, Competing, Compromise
1. ______________- This Win/Lose approach is high assertiveness, and low
cooperation. Meaning you act assertive to achieve your goals without seeking
to cooperate with the other party.

2. ______________- This is the Lose/Win approach, when you cooperate to a high
degree, and it may be at your own expense, and work against your own goals,
objectives, and desired outcomes.
3. _____________- When you complete avoid the issue, it becomes a Lose/Lose
situation. Low in assertiveness and low in cooperation, which results in you not
being able to help the other party reach their goals, and you aren’t assertively
pursuing your own.
4. _____________- Here both win or lose a bit due to moderate assertiveness and
cooperation. Neither achieve what they want, consider the easy way out to
produce a better solution.
5. _____________- in the photo known as “Cooperation” is what we wish to strive
for where both party’s each achieve both goals, becoming a win-win situation.
This style is high in both assertiveness and cooperation, where everyone’s
needs are met, and fully satisfied. Many call this one either “problem solving”
or “integration”
When finished think back to a situation that may have occurred that resembled at least one of
these conflict styles, write a quick summary below as to what occurred and which style was
best represented. Look back as to how the situation was taken care of then :
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
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SELF ASSESSMENT TESTFOR CONFLICT MANAGEMENT
To what extent does each statement describe you? Indicate your level of agreement by
circling the appropriate response on the right.
Circle the number that indicates how well these statements
describe you.
Rarely Always
If someone disagrees with me, I vigorously defend my side of
the issue...
1 2 3 4 5
I go along with suggestions from co- workers, even if I don’t
agree with them...
1 2 3 4 5
I give-and-take so that a compromise can be reached... 1 2 3 4 5
I keep my opinions to myself rather than openly disagree with
people...
1 2 3 4 5

Circle the number that indicates how well these statements
describe you.
Rarely Always
In disagreements or negotiations, I try to find the best possible
solutions for both sides by sharing information...
1 2 3 4 5
I try to reach a middle ground in disputes with other people... 1 2 3 4 5
I accommodate the wishes of people who have different points
of view than my own...
1 2 3 4 5
I avoid openly debating issues where there is disagreement ... 1 2 3 4 5
In negotiations, I hold on to my position rather than give in ... 1 2 3 4 5
I try to solve conflicts by finding solutions that benefit both
me and the other person...
1 2 3 4 5
I let co-workers have their way rather than jeopardize our
relationship...
1 2 3 4 5
I try to win my position in a discussion... 1 2 3 4 5
I like to investigate conflicts with co- workers so that we can
discover solutions that benefit both of us...
1 2 3 4 5
I believe that it is not worth the time and trouble discussing my
differences of opinion with other people...
1 2 3 4 5
To reach an agreement, I give up some things in exchange for
others...
1 2 3 4 5
Scoring key for Conflict management questionnaire
Write the scores circled for each item on the appropriate line below (statement numbers are in
the brackets), and add up each scale. Higher scores indicate that you are stronger on that
conflict management style.

Competing (1)……………………… + (9)………………………..+ (12)…………= ……………
Accommodating (2)……………………….+ (7)………………………..+ (11)………….=……………
Compromising (3)……………………….+ (6)………………………..+ (15)………….=……………
Avoiding (4)……………………….+ (8)………………………..+ (14)………….=……………
Collaborating (5)……………………….+ (10)………………………+ (13)………….=……………
Implementation Process for Manager
Now that you have acquired the five conflict styles, it is vital to understand and
translate the correct ways to respond to conflict. The biggest factor in resolving conflict is
communication. As store manager, it is imperative to be a skilled communicator when
managing conflict effectively as well your immediate response is essential in conflict
situations. With that being said, we have set up a procedure to be utilized when confronted
with either of the five conflict styles. This conflict solution suits our needs when dealing with
employee issues. (Folger, Poole & Stutman, 2013)
Acknowledge the conflict. ( Introduction. (n.d) )
First before most, it is central to acknowledge thata difficult situation exist. Here as store manager
you will acquaint yourself with whats occurring and be open to the difficult situation, whether it be a
disagreement, he said she said, etc.
Identify the real conflict. ( Introduction. (n.d)
With communication you will be able to discover the core of the problem, determine what is the state
problem? whether it is different personality styles, or a simple disagreement. To identify the real
conflict you will meet with each employee separately to ask questions and hear each side out.
Listen to all points of view. ( Introduction. (n.d) )
As you are listening to each parties side, you will have determined their underlying need. As we
stated in the beginning of the manual, neither party in conflicts are neither right or wrong, and the
goal here is not to decided who is right or wrong, but a resolution that everyone can leave satisfied, or
more of a collaborating style. You will look for their needs by figuring out why each wants the
solution they initially proposed. Which will allow you to point out their view and discover their
needs.
Together, look for ways to resolve the conflict. ( Introduction. (n.d) )
Coming to a common agreement will facilitate the process of resolving the conflict. Once each party
has come to an agreement on the problem, you can then find a common ground to agree on what
procedure to follow.
Get agreement on a resolution. ( Introduction. (n.d) )
Now that you have exchanged ideas of various resolutions amongst employees, now it’s time to come
to an agreement. By problem solving with each party it allows to generate multiple alternatives,

where as store manager you can determine which actions will be taken and to make sure employees
are buying into actions. Which will than result an agreement from everyone.
Follow up to review the resolution.
By implementing these steps you are en route to an easy conflict resolution. With that being
said, you can always refer back to these page in case of a conflict.
How Do You See It?
OBJECTIVES
• To understand our perception of conflict
• To consider a different perspective on conflict
• To learn techniques to better handle conflict
•To build trust
Group Size
Any
Materials
One copy of the Conflict—How Do You See It?
handout (provided) for each participant, pens
Time
30 to 40 minutes
Procedure
Conflict can provide the spark that often leads to better solutions, creativity, and
collaboration. This activity helps team members to: (1) become more comfortable with
conflict, (2) consider the positive aspects of conflict, and (3) understand the possible benefits
to themselves and the team.
Have participants pair up. Provide each person with a copy of the handout. Allow 10 to 15
minutes for partners to interview each other. Follow with a group discussion of the
interviews and then go over the discussion questions.
Tips
Follow this activity with the game Positive Spin.
Variations

Have team members switch partners every three questions to increase the level of trust
within the team.
DiscussionQuestions
2. Were your partner’s perspectives different from your perspective?
3. What were some things you learned by considering another’s perspective?
4. Does discussing conflict like this make it “less scary”? In what ways?
5. Is conflict good or bad?
6. What are some ways in which conflict is detrimental to the team?
7. What are some ways in which conflict enriches the team?

http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-conflict-resolution-
games.pdf
Step by Step
Group Size
Any
Materials
Copy paper, markers, painter’s tape
Time
15 to 20 minutes
Procedure
Split your group into smaller teams of four to seven participants. Station the teams in
different areas throughout the room. Ask each team to write the word Conflict on one sheet
of paper and the word Resolution on another. Instruct them to tape the sheets of paper about
six feet apart on a nearby wall. Invite the teams to brainstorm the specific steps necessary to
get from “Conflict” to “Resolution.” As the steps are agreed upon, have team members write
them on sheets of paper and place them on the wall between the “Conflict” and “Resolution”
sheets.
Tips
• Use this activity as a part of a debriefing discussion early in your program after an activity
• If participants are having trouble, you may suggest that they reverse-engineer the steps.
• Have the team test the steps by using them in a conflict-resolution activity.
DiscussionQuestions
1. What has to happen right before “Resolution”?
2. Is there an additional step after “Resolution”? What could be added? 3. How does it benefit
us to have a step-by-step approach to conflict? 4. How can we remember these steps in
conflict situations?
OBJECTIVES
• To discover the steps to effective
conflict resolution
• To create a conflict-resolutionprocess
that can be used in
any conflict
• To create buy-in to the conflict-
resolution process

http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-conflict-resolution-games.pdf
Goals to be Obtain by Manager
By comprehending and followingthese steps to resolve conflict management in the
workplace, it will build a more welcoming
and happy environment. Employee’s will
build confidence and reassurance to be able
to depend on their store manager on their
needs and wants. But it is key to remember
the reasoning of this training manual,
looking back on page 3 we listed seven
principles that are indicators of positive
conflict managing skills. With the
cooperation amongst team members, it is
undeniable that performance and
productivity will improve. Most
importantly the development of
relationships will reduce stress, preserve
integrity, as well as solve problems and
enhance creativity. Think of it as a domino affect and how performance reflects leadership.
This training manual was equipped to strengthen your team and provide insight on
how to handle future conflicts in hopes to improve productivity. All in all this manager
meeting was to prep you for the new challenges that may approach with the new and
updated policy and procedures manual. As always, the policy and procedure manual must
be read and signed by new hires before hand, and along with existing employees it is
suggested that they have a follow through on the new changes occurring in the workplace.
With the activities and this guide to keep, you now have a better understanding on the five
different conflict styles, and a set procedure on how to resolve conflict. Conflict is inevitable,
no matter how small it is important as store manager to remain involved and neutral. And a
reminder, communication is key !!!

Here at La Mas Boutique, we hope you remember “La Mas, The Merrier”
Recommendation
As we put in lots of work and thought, we highly recommend to plan a training with
your team every 3 months. This training will allow you and your employees to retain ways to
manage conflict.
As store manager, it is your duty to reference policy and procedures in case of any
circumstances. It is recommended you keep this training manual and policy and procedures
close knit . In the case, this training manual wasn’t enough help please feel free to contact the
Staff Ombuds office, 555-123-3456, they will be glad to assist you on any conflict resolution or

problem solving, they are strictly confidential and service anything in regards to conflict
analysis, strategies, communication, mediation, training, etc.
References
conflict. (n.d.). The Free Dictionary. Retrieved July 29, 2014, from
http://www.thefreedictionary.com/conflict
Folger, J., Poole, M., & Stutman, R. (2013). Working through conflict;
strategies for relationships, groups and organizations. (7 ed.). Pearson.
Five Conflict Management Styles at a Glance. (n.d.). Sources of Insight. Retrieved July

29, 2014, from http://sourcesofinsight.com/conflict-management-styles-at-a
glance/
Introduction. (n.d.). Human Resources at UC Berkeley |. Retrieved July 29, 2014, from
http://hrweb.berkeley.edu/guides/managing-
hr/interaction/conflict/introduction
Scannell, M. (2010, January 1). . . Retrieved July 29, 2014, from
http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-
conflict-resolution-games.pdf

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