“Whenever you’re in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.” Anyone who works with others is very likely to be a party to some disagreements on occasion but conflict doesn’t have to be a bad thing. This training focuses on ways library staff can work with patrons and co-workers to resolve conflict in the workplace and empower them to manage the stress resulting from conflict.

1. CONFLICT RESOLUTION:
Managing Conflict in the Library

2. QUESTION
Nothing is more _______ than working
with the public.

3. AGENDA
Differences between good and bad
conflict
Types of conflict.
Ways to defuse conflict
How to move past conflict

4. GOOD AND BAD CONFLICT

5. BAD CONFLICT
Avoidance
Self-protection
Complaining
Acceptance
Discipline

6. GOOD CONFLICT
Agree to learn from conflict
Be creative
Be flexible
Be responsive
Encourage idea sharing
Look for win-win situations
Listen

7. LET’S TALK ABOUT LISTENING…

8. UNDERSTANDING CONFLICT

9. LEVELS OF CONFLICT
Intrapersonal or Intrapsychic Conflict
• Conflict that occurs within and individual
Interpersonal Conflict
• Conflict is between individuals

10. PERSONALITY CONFLICTS

11. BEHAVIORAL CONFLICTS

12. SITUATIONAL CONFLICT

13. PERSPECTIVE CONFLICTS

14. COMMUNICATION CONFLICTS

15. CONFLICT DIAGNOSIS
Positions:
What they say they want
Interests:
What they really want
Needs:
What they must have

16. 4 KEYSTO CONFLICT RESOLUTION
Quickly relieve stress
Recognize and manage your
emotions
Improve your non-verbal
communication
Use humor and play

17. LET’S TALK ABOUT LISTENING…
…AGAIN

18. RESOLVING CONFLICT BY LISTENING
L –Listen
Don’t talk. Unhappy patrons need to be heard before you can help
A-Apologize
Don’t excuse or admit guilt, but sincerely apologize for the misunderstanding
S-Solve the problem
Provide an immediate response. Work together with the patron to find a
solution
T-Thanks
Sincerely thank the patron for this opportunity, for their patience, for
allowing you to serve them better

19. LET’S TALK ABOUT LISTENING…
…ONE LASTTIME

20. SITUATIONS…

21. SCENARIO 1
A patron is upset because of overdue fines.
They insist they turned an item in, but you can’t
find it. Later, a staff member finds the item on a
co-worker’s desk. How do you explain this to
the patron?

22. SCENARIO 2
A drunk patron is talking very loudly on his cell
phone and you have a ‘no cell phone’ policy.
When you ask him to be quiet, he gets into your
face and verbally assaults you.What do you do?

23. SCENARIO 3
A regular patron, that no one likes, is coming in
and she’s headed to your desk. She complains
about everything: your service, selections of
materials, library policies, etc.Today she
complains that you’re not dressed
professionally enough.What do you do?

24. SCENARIO 4
A mom comes in with her toddler and the child
is running around the library knocking books off
the shelves and going behind the desk. Mom
says nothing.What do you do?

25. SCENARIO 5
A regular patron comes in and asks you about
the latest Judy Blume novel.While you’re
talking, you notice bed bugs crawling on the
patron. What do you do?

26. MOVING BEYOND CONFLICT

27. FUNDAMENTAL HUMAN NEEDS
Developed by Manfred Max-Neef
Every human has the same
basic needs that are required to
maintain a basic level of
happiness.

28. CONSEQUENCE OF CONFLICT

29. COGNITIVE REFRAMING

30. REMINDERS ANDTIPS:
•People are people
•Teens are people, too
•You are in control!
•Acknowledge patron concerns
•Positive vs. negative
•Policies!!!

31. USEFULTIPS FOR SPECIFIC SITUATIONS
Speak calmly, ask clarifying questions, and paraphrase the issue.
See if there is a way to resolve the problem, e.g., payment plan for
overdue materials. If there is nothing to be done, re-state the
current policy and inform the patron that you will bring his/her
concern to the attention of your supervisor.
Angry patron who is dissatisfied with a service or policy

32. USEFULTIPS FOR SPECIFIC SITUATIONS
Listen attentively to the complaint or concern. Respond calmly
based on facts and library policy. If there is a resolution, take action.
If not, restate the policy or process. If the customer continues to
complain, ask them if they would like to speak to your supervisor.
Chronic complainer

33. USEFULTIPS FOR SPECIFIC SITUATIONS
Always respond to their request for information in a calm and
pleasant tone of voice. As they continue to talk, listen and when
you feel it is appropriate, interrupt the conversation and say. “Is
there anything else I can help you with today?” If they don’t ask
another question or just continue talking, say “I have to assist
another customer,” or “I have to check for something for someone
who is waiting on the phone,” etc. and turn away.
Incessant conversationalist who is lonely

34. USEFULTIPS FOR SPECIFIC SITUATIONS
This can be tricky, as you don’t want to violate anyone’s civil rights.
Here is where a policy is essential.The policy should be cleared with
your jurisdiction’s legal counsel. In addition, you may want to have
made arrangement with a local homeless shelter or health
department to be on-call and have someone come get the individual
and take them somewhere for bath or shower. Explain that they are
welcome in the library as long as they are hygienically clean.When
they have had a bath and cleaned-up, they are welcome to come
back.
Hygienically challenged

35. USEFULTIPS FOR SPECIFIC SITUATIONS
Treat the same as a disruptive patron. Explain that library policy
does not allow people who are inebriated to be in the library. Ask
them to leave and tell them when they are sober, they are always
welcome. If they refuse to leave, call the police.
Drunk and disorderly

36. USEFULTIPS FOR SPECIFIC SITUATIONS
Every library should have an acceptable Internet Use policy that
addresses this situation and provides specific procedures for staff to
follow.This policy should be posted at all Internet workstations for
patrons to read. Bottom line, ask them to immediately cease what
they are doing. If they refuse, ask them to leave and if they don’t
call security or the police.
Inappropriate Internet user

37. QUESTIONS?
Courtney Brown
Southeast Regional Coordinator
cobrown@library.in.gov

38. REFERENCES
 Curzon S.C. Managing change: a how-to-do-it manual for librarians. NewYork, NY:
Neal-Schuman Publishers; 2005.
 Montgomery J.G., Cook E.I. Conflict management for libraries: strategies for a positive,
productive workplace. Chicago, IL: American Library Association; 2005.
 Search For Common Ground, https://www.sfcg.org/our-resources/
 Patterson, Kerry, et al. Crucial Conversations:Tools for talking when stakes are high.
McGraw Hill. NewYork. 2002.
 Safe Harbor, http://will.state.wy.us/ldo/boards/SafeWorkplace.pdf