David L. Hanson discusses the nature of conflict in the workplace, emphasizing the importance of managing it positively to enhance performance and satisfaction. He introduces the Conflict Dynamics Profile (CDP) as a tool to understand personal conflict responses and improve workplace interactions. The document advocates for adopting constructive strategies and developing 'conflict competent leaders' to foster a healthier organizational culture.

1. Positive Conflict[ Your event ][ Your location ]byDavid L. Hanson, Ph.D.

2. Positive ConflictMaximize the value of conflict while reducing its harmful effects

3. What is conflict?

4. Common Responsesto the word “conflict”DisagreementFightingHurt feelingsArguingYellingHatefulScaryChaosDefensiveRetaliationMessyBattlePettiness. . . many more . . .

5. Did you notice?Not many “positive” responses, if any.

6. Research finding:Poorly managed employee conflict is responsible for about 65% of work performance problems.( www.mediationworks.com )

7. Question?How many leaders understand their own “conflict management style” and would consider themselves a . . .“Conflict Competent Leader”?

8. Let’s try to be a funny . . .Teamwork:“Lots and lots of people doing exactly as I say!”

9. Research finding:Empirical research shows a negative association between relationship conflict, productivity, and satisfaction in teams.(Evan, 1965; Gladstein, 1984; Wall and Nolan, 1986).

10. Common solution:Don’t alienateunlessyou can annihilate!

11. Perhaps there’s a better way

12. Perceived Choiceeither fightorgive in

13. Perceived Choiceeither fight(disrespectful to the “other”)orgive in(disrespectful to “self”)

14. Actual ChoiceNeither fightorgive in

15. Actual ChoiceNeither fightNorgive in

16. THE POWER OF CHOICE

17. Do you believe . . .Humans are social creatures“Unity” of the personalityHumans are empowered to chooseNot “nature vs. nurture” but the “creative human response”If so, declare yourself to be an “Adlerian” ( www.alfredadler.org )

18. Paths of Response to Conflict

19. Conflict Response CategoriesDestructive

20. Conflict Response CategoriesDestructiveActivePassive

21. Conflict Response CategoriesDestructiveActivePassive

22. Conflict Response CategoriesDestructiveActivePassive

23. Do I have another choice?

24. Conflict Response CategoriesConstructiveDestructiveActivePassive

25. Conflict Response CategoriesConstructiveDestructiveActivePassive

26. Conflict Response CategoriesConstructiveDestructiveActivePassive

27. Example of a “Response Category” Definition“Perspective Taking”

28. PERSPECTIVE TAKINGPutting yourself in the other person’s position and making a sincere effort to understand the other person’s point of view. This has the effect of increasing your knowledge base. There’s a good chance the other person will “feel understood.” This stance also opens you up to identification of the weakness of your own position. Perspective taking requires your full and undivided attention using attentive listen techniques such as paraphrasing, reflection and exploration.

29. Every “Response Category” has its own definition that is supported by research.

30. What a great model!-----------------------Wouldn’t it be great if there were an assessment tool that measured these behaviors?

31. Welcome to theConflict Dynamics Profile (CDP)[ www.conflictdynamics.org/cdp ]

32. Five ThemesBehavioral orientationPeople can decide to changeConflict is unfolding processEarly constructive responsesGroup training works bestwww.conflictdynamics.org

33. “Hot Buttons”

34. He’s got my number!

35. CDP “HOT BUTTONS”People or situations which may irritate you enough to provoke conflict by producing destructive responses.“Hot” and “Hotter”Strong negative emotionsImpulsive respondingFeels “wired”Feels as if “provoked”www.conflictdynamics.org

36. “HOT BUTTONS”UnreliableOverly AnalyticalUnappreciativeAloofMicro-managingSelf-CenteredAbrasiveUntrustworthyHostile

37. CDP Addresses Workplace ConflictIsolates behaviors that inflame and resolve conflictProvides resources for behavior changeCreates a “cultural shift” in norms of conduct

38. CDP Assessment ProfileHow one is provokedHow one respondsHow one is viewed by self and othersWhich behaviors are the most career damaging ones

39. Sample of “Hot Button” Graphic

40. 40Sample CDP Graphic Scores

41. Positive ConflictStrategy for dealing with conflictImprove individual and team performanceReduce time dealing with prolonged conflictCreate “Conflict Competent Leaders”Build a “win-win” conflict culture

42. A Reasonable GoalBecause conflict is inevitable, successful conflict management reduces harmful effects and maximizes its useful ones.

43. Thank You !www.linkedin.com/in/DavidLHansonPhD