Post on 05-Apr-2018
transcript
7/31/2019 Conflict Management Final
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Conflict
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GROUND RULES
o All mobiles on silent mode and no
calls while sitting here.
o Participate
o Listen when the other person is
speaking.
o Enjoy the training.
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ObjectivesTo identify how conflicts arise.
To look at your conflict managementstyle.
To develop strategies for more effectively
dealing with conflict.
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THE BLIND MEN AND THE
ELEPHANT
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Conflictwhat is it
Conflict often occurs when there is an
emotional disagreement between two ormore people about policies, process,
activities or outcome.
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The Reality!
There is no way to work withpeople on conflict free basis.
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CONFLICT IS NORMAL
Consider your own work environment for a moment:
What are some key sources of conflict in our workplace?
When do they tend to occur?
How do people respond to these conflicts as they arise?
When we solve problems, do we do so for the moment, or do weput in place systems for addressing these types of concerns inthe future?
The Experience of Conflict
everyday experience suggests conflict can not beavoided in interaction with others
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ACTIVITY TIME
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Sources of ConflictMost conflicts arise out of feelings
of intense personal frustration anda belief that things are happening
which are simply unfair.
&
PERCEPTIONS
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What can you read?
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Count the number of squares on this slide.
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Perceptions
Ones perception influences attitude andthe way one communicates with others.
The attitude you think you project, andthe attitude your colleague perceives canbe very different
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Do you often Say these things.
They just dont get it!
They cant seem to see the bigger picture!
They dont want to make the effort tochange their thinking!
Why cant I find people who can simplytake my ideas and direction and run withthem?
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Causes of ConflictCompetition/rivalry
Poor communication
Authority not defined
Different viewpointsLimited resources
Absence of team spirit
Ambition vs. RealityValue/generational/cultural differences
Aggressive, insecure individuals
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Other Conflict-Provoking
Behaviours
Person-centered comments and
criticismPast-centered comments
Guilt-induction attempts
Blaming comments
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Unsolicited advice/commandsDefensiveness-causing questions
Mistrust statements
Overstatements and over-generalizationsUse of hot phrases and words
Phrases that blame or imply blame or
suggest ignorance
Phrases that have a threatening undertone
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The Costs
Destroys professional relationships
Creates barriers to individual and organizational
effectiveness
Derails teamwork
Creates enemies and hidden agendas
Adds stress to the workplace
Wastes time, money and resources
Affects the ability to stay competitive
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People fear conflict because:
(1) Fear of the unknown
(2) Fear of our own feelings or the feelings
of others
(3) Fear of lack of personal control orpersonal skills
(4) Fear that things will get worse
(5) Fear of not being liked
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Why do we avoid dealing with
conflictsWhy should I talk to her? She'll bite my head off andnot listen to anything I have to say!"
"I should talk to him about this problem, but maybe itwill go away on its own. There's no sense stirring upsomething that makes us both uncomfortable."
"If I go to him, I'm making myself vulnerable. No,that's his responsibility - he should come to me andask me to talk!"
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Conflict Resolution
VS
Conflict Management
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Defensive Coping
Assumes that the problem is caused by the otherperson.
Develops a private diagnosis and solution.
Tries to get other person to change by using logic,indirect influence, or critique.
If other person resists, that confirms #1.
Responds to resistance through intensifying pressure,protecting, or rejecting the other person.
If efforts are unsuccessful, its the other personsfault.
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Going Beyond Defensive Coping
Begin with communication
Focus on active listening techniques
Separate the problem from the person
Use I statements
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Good criticism (descriptive) providesinformation that can be put to gooduse to solve a problem and notattack a person directly.
If you know the difference betweendescriptive and judgmentalcriticism, you can reduce conflictby 60%-80%.
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What is your Conflictmanagement style
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The various styles
Avoidance: steering clear of and denying the existence of theconflict and disagreement.
Accommodate: letting the other person decide totally what theresolve is to be.
Compete: aggressively pursuing ways to win from my ownperspective.
Compromise: looking after both parties interests.
Collaborate: assertively looking after my interests but equallyconcerned with the interests of the other person.
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The Competing SharkSharks are highly goal-oriented
Relationships take on a lower priority
Sharks do not hesitate to use aggressive behaviour to resolve conflicts
Sharks can be autocratic, authoritative, and uncooperative; threateningand intimidating
Sharks have a need to win; therefore others must lose, creating win-
lose situationsAdvantage: If the shark's decision is correct, a better decision withoutcompromise can result
Disadvantage: May breed hostility and resentment toward the personusing it
Appropriate times to use a Shark style
when conflict involves personal differences that are difficult to change when fostering intimate or supportive relationships is not critical
when others are likely to take advantage of noncompetitive behaviour
when conflict resolution is urgent; when decision is vital in crisis
when unpopular decisions need to be implemented
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Turtles would rather hide and ignore conflict than resolve it; this leads
them uncooperative and unassertiveTurtles tend to give up personal goals and display passive behaviourcreating lose-lose situations
Advantage: may help to maintain relationships that would be hurt byconflict resolution
Disadvantage: Conflicts remain unresolved, overuse of the style leadsto others walking over them
Appropriate times to use a Turtle Style:
when the stakes are not high or issue is trivial
when confrontation will hurt a working relationship
when there is little chance of satisfying your wants
when disruption outweighs benefit of conflict resolution when gathering information is more important than an immediate
decision
when others can more effectively resolve the conflict
when time constraints demand a delay
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The Accommodating Teddy Bear
Teddy bears use a smoothing or accommodating conflictmanagement style with emphasis on human relationships
Teddy bears ignore their own goals and resolve conflict bygiving into others; unassertive and cooperative creating a win-lose (bear is loser) situation
Advantage: Accommodating maintains relationships
Disadvantage: Giving in may not be productive, bear may betaken advantage of
Appropriate times to use a Teddy Bear Style
when maintaining the relationship outweighs otherconsiderations
when suggestions/changes are not important to theaccommodator
when minimizing losses in situations where outmatched orlosing
when time is limited or when harmony and stability are valued
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The Compromising Fox
Foxes use a compromising conflict management style; concernis for goals and relationships
Foxes are willing to sacrifice some of their goals whilepersuading others to give up part of theirs
Compromise is assertive and cooperative-result is either win-lose or lose-lose
Advantage: relationships are maintained and conflicts areremoved
Disadvantage: compromise may create less than idealoutcome and game playing can result
Appropriate times to use a Fox Style
when important/complex issues leave no clear or simplesolutions
when all conflicting people are equal in power and have stronginterests in different solutions
when their are no time restraints
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Owls use a collaborating or problem confronting conflict
management style valuing their goals and relationships
Owls view conflicts as problems to be solved finding solutions
agreeable to all sides (win-win)
Advantage: both sides get what they want and negativefeelings eliminated
Disadvantage: takes a great deal of time and effort
Appropriate times to use an Owl Style
when maintaining relationships is important
when time is not a concern
when peer conflict is involved when trying to gain commitment through consensus building
when learning and trying to merge differing perspectives
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CONFLICTS MANAGEMENTSTYLES
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Outcome of Conflict
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Conflict can have value if:
- it excites to action,
- Increases group cohesiveness,
- Diffuses what might lead to more serious
conflicts,
- Serves as a measure of how important issues,
ideas and people are to you.
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Seven Steps to Constructive Conflict Management Using
the Collaborative Style
Approach the Opposing Party
Define the Conflict Together
Communicate Personal Positions and Feelings
Express Your Cooperative Intentions
Understand the Conflict from the Other Party's Viewpoint
Be Motivated to Negotiate in Good Faith
Reach an Agreement
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A Final Note
Focus on positive outcomes.
One issue at a time.
Review previous issues.
Choose correct timing.
Avoid inclusive words.
Agree to disagree.
Dont insist on being right.
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STORY TIME
THE FARMER & THE ANGEL