This document summarizes a presentation about managing workplace conflict. The presentation discusses what workplace conflicts are, potential causes of conflicts including misunderstandings and personality clashes. It also provides strategies for addressing conflicts such as obtaining agreement from parties to resolve it, arranging meetings, and brainstorming solutions. The supervisor's role in conflict resolution is to address real issues, listen well, and avoid negative statements. Overall, the presentation provides guidance for identifying, preventing, and resolving workplace conflicts.

1. Managing Workplace
Conflict
Cavelle Joseph, M.B.A., B.Sc.
HRMATT’s 9th Biennial Conference
Hilton Trinidad & Conference Center
14th May 2013

2. “Whycan’t wealljustgetalong?”
This is a question, as many of you may remember,
was asked in the worst of circumstances by a man
severely beaten during an arrest.
How many of us ask this on a daily basis?
In personal and family relationships, in schools and at
work, interactions among people are often fraught with
disagreements.
This presentation is intended to address managers,
supervisors and other individuals who manage
employees.
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 2

3. At the close of this session, you will be able to:
Explain what workplace conflicts are, the forms
they take and cite examples.
List at least three causes of these conflicts.
State ways interpersonal conflicts may be avoided.
List steps to follow in addressing an interpersonal
conflict between two or more employees
Describe the supervisor’s responsibility during a
conflict resolution meeting.
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4. A condition between workers who are:
Interdependent in some way
Acting in ways that create a business problem
When one or both parties are not able to secure
what they need or want and are actively seeking
their own goals.
Conflict can build up over time or it can flare up
suddenly.
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5. It can be based on genuine disagreements
about the job, but it also can be fueled by many
other things:
Pressures that the individuals are feeling
Frustrations
Fears
Personal dislikes, etc.
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6. A conflict exists when one person’s attempt to
reach his or her goals interferes with another
person’s attempt to do the same.
Ex. Gail’s goal is to do her job well, and she see
her efforts being blocked by Frank.
His goal may be to prevent his cherished way of
doing things from changing.
Frank patronizes Gail, she threatens and calls him a
name.
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7. Of course, conflict doesn’t have to be so open
or obvious.
Perhaps the nastiest conflict in organizations
(and personal interactions) are the ones
papered over by smiles and hearty greetings.
If you feel that someone who pretends to like
you is really stabbing you in the back, you ARE
in conflict.
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8. Some signs of conflict are very visible. For ex.,
you might:
Witness a heated exchange between colleagues.
Attend a meeting between management and
employee representatives that turns into a stand-
off.
However, not all forms of conflict are so
obvious.
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9. Spotting conflict at an early stage gives you a
better chance of:
Identifying the underlying causes
Reaching a sustainable agreement
Resolving the conflict
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10. Misunderstanding
Personality clashes
Competition for resources
Authority issues
Lack of cooperation
Differences over methods or style
Low performance
Value or goal differences
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11. Issue
Emotions
Interests, Needs,
and Desires
Self-Perceptions and
Self-Esteem
Hidden Expectations
Unresolved Issues from the Past

12. You might notice the following symptoms:
Motivation drops: fewer people volunteer to take on new
tasks and there is little employee input at meetings
Behaviour changes: people start to make derogatory
remarks towards each other and there are fewer social
events organized
Productivity falls: there are likely to be more queries and
complaints if people are not cooperating with each other
Sickness absence increases: unhappiness may lead to
depression or stress
Responses to staff attitude surveys or questionnaires
indicate underlying dissatisfaction.
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13. Conflict is destructive when it:
Diverts energy from more important issues and
tasks
Deepens differences in values
Polarizes groups so that cooperation is reduced
Destroys morale of people or reinforces poor self
concepts
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14. Conflict is constructive when it:
Opens up issues of importance, resulting in issue
clarification.
Helps build cohesiveness as people learn more
about each other.
Causes reassessment by allowing for examination
of procedures or actions.
Increases individual involvement.
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15. Cost Factors
Wasted time
Bad decisions
Lost employees
Unnecessary restructuring
Sabotage, theft, damage
Lowered job motivation
Lost work time
Health costs
Estimated Costs
$ _______________
$ _______________
$ _______________
$ _______________
$ _______________
$ _______________
$ _______________
$ _______________
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013
15

16. Avoid – Non confrontational; denies issues are a
problem.
Accommodate – agreeable, non – assertive;
cooperative even at the expense of personal goals.
Compete – uses power, position, personality, or
status to get own way.
Compromise – aggressive but cooperative; tries to
bargain, compromise, and split the difference.
Collaborate – high respect for mutual benefit.
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17. When presented with conflict, we may act
without thinking about the choices we have.
Consider the degree of assertiveness (“I want
my way”) and cooperation (“Whatever you
want”) in each style.
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18. When the following conditions are in place, the
likelihood of a positive resolution increases:
Commitment to find a resolution that is mutually
beneficial.
Trust.
Frame of mind that there is more than one way to
look at the issues.
Belief that a solution exists.
Commitment to stay in the communication process.
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19. 1. Obtain agreement from all parties that they
will:
Work to resolve the conflict.
Treat each other with respect, dignity and fairness.
Be clear and truthful about what is really bothering
them and what they want to change.
Listen to other participants and make an effort to
understand their views.
Be willing to take responsibility for their behaviour.
Be willing to compromise.
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20. 2. Arrange for all parties to confront the problem.
Select a time as soon as all parties have cooled
down.
Meet at a place that is neutral for all parties.
3. Have all participants describe their
interpersonal conflict in clear terms and describe
behaviours, feelings and desired changes.
Direct participants to use “I”, not “you” and to
focus on specific behaviours and problems, not on
people.
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21. 4. Ask participants to restate what the others have said.
5. Summarize the conflict based on what you have heard
and obtain agreement from all parties.
6. Brain storm to find solutions:
Ask each party to offer a solution.
List all of the options presented (either verbally or on a flip
chart).
Discuss all options in a positive manner.
Rule out any options in a positive manner.
Rule out any options that parties agree are unworkable.
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22. 7. Summarize all possible options for a solution.
8. Assign further analysis of each option to a
participant.
9. Obtain agreement on next steps.
10. Close the meeting by having all parties shake
hands, apologize and thank each other for working
to resolve their conflict.
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23. • It is important for the Supervisor to:
• Address the real issues
• Speak openly and honestly
• Listen well
• Express strong feelings appropriately
• Remain rational
• Review what has been said
• Learn to take as well as to give
• Avoid harmful and negative statements
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24. • Developing and implementing workplace conflict
policies and procedures.
• Creating and managing conflict – resolution
programs.
• Initiating employee communications on conflict.
• Tracking the metrics and the costs of conflict
resolution efforts.
• Becoming involved in settling workplace conflicts.
• If HR cannot resolve a conflict, an outside
specialist may be needed to work out a
settlement.
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25. 3Thingsyou can start doingtomorrow
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1. Deal with complaints and problems
2. Realize “perception” is as important as reality
3. Remember the goal is to prevent, resolve and
avoid claims – not to “win”

26. HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 26
• Conflict Resolution (2001) by Daniel Dana
• People Styles at Work (1996) by Robert
Bolton & Dorothy Grover Bolton
• Resolving Conflicts at Work (2005) by
Kenneth Cloke & Joan Goldsmith
• Workplace Wars and How to End Them
(1994) by Kenneth Kaye

27. Speaker’s Contact Info
HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013 27
Phone: 620-9193
E-mail: cavellewjoseph@gmail.com
Skype: Cavelle-Joseph
LinkedIn: Cavelle Joseph