7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 1/62
Conflict Management Toolkit
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 2/62
Table of Contents
I. Determining the current level ofconflict level in my work life (self-assessment)
II. Determining my conflict style (selfassessment)
III. Resolving a conflict with one othererson
I!. Resolving a grou conflict.
!. "uervisor#s role in resolvingemloyee conflict
!I. The art of $iscilining emloyees(for suervisors)
!II. The role of %R in conflict resolution
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 3/62
Determining the level ofconflict in my life
Conflict ManagementToolkit
&art I
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 4/62
Determining the
source of conflict't times you may sense conflict
at work but not know eactly
why.
The conflict self-assessment willhel you to inoint the
secific area in which you areeeriencing conflict so that
you can begin to resolve it. Theareas a$$resse$ are
suervisor self eersemloyees an$ ro$uctivity.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 5/62
*hat is my conflictstyle+
Conflict ManagementToolkit
&art II
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 6/62
Conflict "tyle
, ot only is it imortant to knowwhat relationshi or situation is
causing conflict in our life but itis also imortant to look at howwe normally resolve conflict (ournatural inclination).
, *e must then $eci$e whether weare satisfie$ with our currentaroach or if we woul$ like to
change it in some way to imroveour effectiveness at conflictresolution.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 7/62
"tyle lanation
, Avoiding
, Accommodating, Compromising
, Competing
, Collaborating
's you $iscovere$ through theconflict resolution assessment ournatural inclinations usually lace usinto one of these styles.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 8/62
"tyle lanation
, Avoiding Style (-,-)/ If I ignore the roblem it will go
away/ If I confront the roblem I may
hurt someone#s feelings
/ *hy bother0 it won#t changeanything
, Accommodating (-,+)/ It#s easier to 1ust give in an$ give
them what they want
/ 2ou will be better like$ if you 1ustagree
/ 3y letting the other erson win thistime you will win net time0 youhave to ick your battles.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 9/62
"tyle lanation
, Compromising Style (-,-)/ It#s only fair because then neither
of us get what we want./ 3oth arties are on an even layingfiel$
/ *e can choose to give u somethingwe really $on#t nee$ therebywinning.
, Competing Style (+,-)/ I#m right an$ you#re wrong/ There is only one solution
, Collaborating (+,+)
/ *e can fin$ a solution that worksfor both of us./ 3y asking the other erson#s
ersective I can un$erstan$ them./ 4nce we fin$ a common groun$ we
can work from there.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 10/62
Conflict "tyle
If you find yourselfadopting a conflict style
that you’re not happyabout
5. 'naly6e why you have a$ote$
that style.
7. Develo some simle action stesthat will hel you break yourhabit.
8. Rea$ on for helful tis that willgui$e you through variousconflict situations.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 11/62
4ne-to-one
Conflict
Conflict ManagementToolkit
&art !I
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 12/62
If you want toconstructively resolve a
conflict with anothererson0
, !I"S#, get into the right frame of
min$ for a ositive $iscussionalways remembering to treat theother erson with resect
, S$C%&' agree on the best time
an$ lace for both of you to$iscuss the conflict with eachother.
, #I"' "et some groun$ rules.
, !%"# have a $iscussion.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 13/62
"te 59
'$ot the right
frame of min$
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 14/62
The Approach
• Go in with the right attitude
• Send positive non-verbal signals
• Focus on the real issues
• Pay attention to communicationstyle
*hen you are rea$y to aroachthe other erson remember to9
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 15/62
2our 'ttitu$e*eave ehind
, 2our $esire to win
unish or control, 2our $esire thateverything be:fair;
, 2our assumtionthat it won#t work
, 2our ten$ency tothink in :black an$white; :right orwrong;
, 2our $eterminationto be right.
#ae ith .ou, ' willingness to work
at this, 'n un$erstan$ingthat :ercetion isreality; both for youan$ those aroun$ you.
, ' willingness to learnfrom the situation, ' willingness to see
an$ acknowle$ge your owncontribution to the
roblem.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 16/62
Be aware of your
nonverbal signals:
, < = of the wor$suse$>
, 8?= on voice@uality> an$
, AA= on nonverbalcommunication
4thers imression of you is base$ on9
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 17/62
Bocus on un$erlying
Issues, hat happened+
/ Difference in eectations9
, *hat $i$ I eect to haen+>*hat actually haene$+ *ho $i$what+
/ Intention inventory (*ho meant what+)
, !eelings
/ Don#t ignore or fail to acknowle$ge/ Beelings make relationshis en1oyable
an$ $ifficult conversations $ifficult(can#t have one without the other)
, Identity/ Must face ourselves as well as other
erson
/ 'm I cometent+> 'm I a goo$erson+> 'm I worthy of love+
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 18/62
Communication Tis
Avoid “you” statements
Focus on behavior, not
employeeFocus on actions, not intent
e descriptive and specific
!bring data"Practice active listening
s#ills
As# open and closedquestions to clari$y points
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 19/62
Step /9
Consider time
factors
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 20/62
e #imely0
talk to the other ersonwhile the issues are still
current
'nger an$ negativefeelings
ten$ to fester if not $ealtwith @uicklyCC
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 21/62
Consider the other
person’s time needs, Don#t interrut the other
erson#s sche$ule an$ state
that you nee$ to talk, 'gree on a time to meet with
the other erson an$ informhimher of the toic.
, Eive himher time to rearementally.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 22/62
Step 19
Set some ground
rules2
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 23/62
3 “Golden” Rules
1. veryone tells it li!e
they see it.
". Get everything on the
table.
3. #ocus on the future.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 24/62
"amle Rules for
$iscussion
, o interrutions, o yelling
, Time limit on certaintoics of $iscussion
, *or$s to avoi$
, 'greement on what to$o if you can#t agreeahea$ of time
In a$$ition to general rules it ishelful to agree on how you will talk
with each other
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 25/62
Step 39
#he Actual'iscussion
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 26/62
The 'ctualConversation
5. Define the conflict.
7. Communicateun$erstan$ing.
8. lore alternative
solutions.
F. 'gree on most workable
solution.
A. valuate after time.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 27/62
Define the Conflict
Describe the roblem inclear concrete terms. 3esecific (use :I; not :you;)
Bocus on behaviors orroblems not eole
Talk about the imact on you
Define the conflict as aroblem to solve togethernot a battle to be won
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 28/62
7. Communicate
Gn$erstan$ing Histen to really un$erstan$ the other
erson#s feelings nee$s Reflectback.
/ lain how you see the roblemafter you have hear$ them.
/ I$entify your contribution to the
situation.
/ Describe feelings (not 1u$gments oraccusations)
/ Talk about i$entity issues.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 29/62
8. lore alternative
solutions$ Take turns offering alternative
solutions. Hist them all.
/ 3e non1u$gmental of other#si$eas.
/ amine the conse@uence ofeach solution.
/ Think an$ talk ositively.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 30/62
F. 'gree on most
workable solution
$ Agree on a solutionyou both understandand can live 4ith5
/ e committed to
resolving the conflict
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 31/62
A. valuate after time
Eet together after some time an$ see how the newarrangement is
working for botharties
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 32/62
Tis in $ifficult
"ituations, 6acing0 one aroimates the behavior
of the other erson to subconsciouslybuil$ raort.
, 78ental Aiido99 mentally movingaway from the focal oint of thea$versary#s attack. Make a non-linearresonse to the a$versary#s wor$s.:"harks eect you to react.;
, :6atterned interruption;9 involves varying your usual resonse. :2ou
have the caacity to interrut the usual$estructive attern by $oing somethingcomletely $ifferent or uneecte$.;
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 33/62
Resolving Erou
Conflict
*orkforceDeveloment Toolkit
&art !II
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 34/62
Meeting Conflict 5. If you sense a spoen or unspoen conflict in a
meeting over an issue, address it5 7#here seems to be some disagreement overthis issue5 Can 4e tae a fe4 minutes to clarifythe issue5
/5 Clarify the conflict5 7%5:5 so there seems to be some disagreementover59
15 'ecide if there is time to deal 4ith it today orif another meeting needs to be set up to give itfull attention5
7Since this seems to be ;uite an importantissue and 4e don’t have much time today5 *et’sagree to meet again to discuss it further5 Can4e meet on59
35 If another meeting is necessary, assignresponsibility for gathering more information onthe sub<ect to staff5
7Sue, can you please research information on5And 'iane can you please chec on that Statemandate59
=5 Insist employees let it go until the ne>t meeting5 7e have a lot of other issues to discuss
today so let’s free our minds of this issue untilthe set meeting and move on59
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 35/62
Erou Resolution
5. Restate the issue to ensure clarity.
7. %ave each grou member shareinformation gathere$ an$ give hisheroinion.
8. Make sure everything is ut on the table(no unresolve$ feelings oing u later)
F. 3rainstorm alternatives
A. 'gree on best solution using team$ecision-making stes (see reference listat en$)
. Develo action stes.
<. 'gree on follow-u session.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 36/62
Supervisor’s role inresolving conflict
Conflict Management
Toolkit&art I!
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 37/62
2our Role as a
"uervisor
, Hooking for ways tore$uce an$ reventconflict in your workarea
, %an$ling conflict as athir$ arty
, %an$ling grievances asthey come to you
Involves9
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 38/62
2ou can re$uce
conflict by9
, eing a good leader
, eing a4are of yourmanagement style
, #raining yourself and yourstaff on conflict resolution
, *ooing out for signs
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 39/62
e a Good %eader
, "et a goo$ eamle
, Communicate clear stan$ar$s
, "et groun$ rules
, &rovi$e clear rationale for$ecisions
, nsure emloyees have resources
an$ training to $o their 1obs
, Eet to know your emloyees
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 40/62
e a Good %eader
, Con$uct erformance counseling
, 'ssist emloyees who haveerformance roblems
, '$$ress miscon$uct romtly
, Eet a$vice from %R when youhave @uestions or concerns riorto the nee$ to ursue$iscilinary actions
, Treat emloyees fairly an$e@uitably alying rulesconsistently
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 41/62
3e aware of your own
behavior?5 Allo4ing aggressive or inappropriate
conduct 4ithout taing action can foster ahostile or intimidating 4or environment5
/5 'ecision-maing 4ithout employee input orparticipation can lead to frustratedemployees 4ho don’t feel valued asanything but 74orer bees59
15 .our staff loos to you to assist in
resolving conflicts5 .ou are bettere;uipped to resolve conflicts if both youand your staff have had conflictresolution training5
35 If you are inconsistent or unpredictable,your employees 4ill be unsure of your
e>pectations and become frustrated5
=5 $ngaging in relationships 4ith youremployees that are personal or tooinformal may lead to misunderstandings,as 4ell as other employees feelingalienated5
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 42/62
Hookout for "igns of
$iscontentment
• A usually outgoing, communicative employee becomes withdrawn and &uiet.
• An employee $re&uently comes in late $or wor#.
• An employee is more argumentative and erraticthan usual.
• An employee suddenly ta#es no interest inmaintaining his or her personal appearance orhygiene.
• An employee ma#es comments about violent meanso$ dealing with, or coping with, a particular
situation.
• An employee tal#s about 'having nothing to lose(or not caring about anything anymore.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 43/62
%an$ling conflict as athir$ arty
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 44/62
%an$ling mloyee
Conflicts, Situation ?9 'n emloyee
comlains to you about
another emloyee
, Situation /9 2ou observe aconflict situation
, Situation 19 'n emloyeewoul$ like to file a formalgrievance
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 45/62
If an emloyee comesto you with a ossible
grievance9, Take the comlaint seriously
, "et a rofessional tone for theinterview/ ut the comlainant atease
, &rovi$e assurance of confi$entiality Jnon-retaliation
, 'sk for/ but $o not re@uire- awritten statement.
, Eather facts $o not make 1u$gments.
, Histen an$ get answers to9 :whowhat when where why how.;
, Communicate your concern an$$escribe the available otions.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 46/62
%an$ling a formal
comlaint cont0
, 'sk how the comlainant woul$ like torocee$.
, Tell the comlainant that romtaction will be taken.
, 'sk about the erson (s) nee$ forimme$iate assistance.
, Refer them to GM*#s grievance olicy
, "et a time for a follow-u meetingan$or refer the erson to the %Roffice
, Document an$ contact %R.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 47/62
"tes in &rogressiveDisciline
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 48/62
55 o4 to act 4hen youbecome a4are of a
disciplinary problem
?5 6ersonal %bservation If you observed the negative
behavior personally, you canproceed to the slide labeledcounseling5 (clic here)
/5 Complaint from a 1rd partyIf a 1rd party maes you a4areof the negative behavior, youmust mae sure you conduct
thorough and fair fact findingsteps5 (see ne>t slide)5
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 49/62
7. Bact Bin$ing
5. Talk to the accuse$ using the:counseling; gui$elines on net sli$e.
7. If the emloyee $enies the behavior orrecounts a $ifferent scenario elainto himher that further fact fin$ing isnecessary.
8. Talk to only those $irectly involve$ inthe situation in a confi$ential manner.
F. Document all $iscussions with relate$
arties.
A. Review all relevant $ocuments icturesor $iagrams to substantiate the factfin$ing.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 50/62
, 'ssure emloyee that only those who nee$to know will be informe$.
, "hare concrete eamles with theemloyee of the negative behavior
, "tate the effects of this negativebehavior.
, Describe the behavior you woul$ like to see(what changes must occur).
, Eive the emloyee a chance to elain orcomment.
, 'gree together on a lan of action.
, "tate the conse@uences if this change ofbehavior $oes not occur
8. Counseling the
mloyee
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 51/62
'$$itional Tis about
Counseling, Gtili6e the @irginia $mployee
Assistance 6rogram (@$A6)
whenever you see it asaroriate (This shoul$ beoffere$ in a$$ition to$iscilinary action not as asubstitute).
, 'ocumentation of counselingshoul$ be retaine$ in suervisor#sfiles not in emloyee#s ersonnel
file5
, 'on’t soften the blo4 theemloyee must un$erstan$ theseverity of hisher actions.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 52/62
F. Bormal Disciline
5. 3efore taking any formal $iscilinaryaction consult with your suervisor.
7. Reference the :Co$e of Con$uct; tomatch severity of $isciline withnegative con$uct.
8. Issue a written notice whencounseling $i$ not work or when the
con$uct was severe enough towarrant imme$iate $isciline.
F. 'H*'2" lace a warning about theconse@uences of failure to imroveerformance in writing before
imlementing any $isciline measuressuch as susension $ismissal.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 53/62
F. Bormal Disciline
Continue$A. If the emloyee#s erformance
remains oor an$ you feel you haverovi$e$ enough counseling an$ givenenough warning follow through on thethreatene$ $isciline.
. 'H*'2" make sure of what you are$oing an$ that your final $ecision is
fair.<. Histen to emloyee an$ review theevi$ence one more time from theemloyee#s oint of view.
?. Binali6e the $isciline by following
your olicies.K. Consult %R as to the actual metho$ of
imlementing the $isciline.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 54/62
A. Termination
) &$@$" #$"8I&A#$ I#%#C%&S*#I& "
*%IS#ICS03efore con$ucting a termination you
nee$ to9
) "che$ule (when how long)) Hocation) tra "uort (%R '&)) &reare (hysical J sychological)
) Review searation ackage) Think about emloyee#s state of
min$ an$ otential reaction
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 55/62
A. Termination Cont.
%B$C#I@$S0
) Deliver the message @uicklyresectfully J rofessionally) nsure in$ivi$ual un$erstan$s that
emloyment if terminate$imme$iately or in the near future
) Deliver the searation ackage) "trongly encourage emloyees to
utili6e !C Lob "earch Center) &rovi$e structure for the net 7F
hours) nsure to collect agency roertybefore emloyee leaves for the $ay.
Click here formore information
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 56/62
ey &oints in
"mart Disciline, 'lways follow your written
olicies an$ ast ractices in
similar situations, Hack of consistency will cause
a 1u$ge to assume you are$iscriminating against theemloyee in some way.
, Remember that otheremloyees will be watching you
to see if you are fair., 'lways listen to emloyeesan$ give them a chance toimrove
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 57/62
To *ays to Eet
"ue$05. Ignore the union :salter;7. Discharge the $isable$ worker
(without accommo$ation)8. Misclassifying a non-eemtemloyee as eemt an$ notaying overtime.
F. 'llowing managers an$
suervisors to use offensivewor$s as a :1oke;.
A. Bailure to sto seualharassment.
. &unishing the victim (intentionallyor unintentionally)
<. Hetting managers :go ostal;when acting on behalf ofemloyer.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 58/62
In a $iscilinarysituation0
:not taking action; isa $ecision
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 59/62
The Role of the
%ffice of
uman "esources
in Conflict Resolution
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 60/62
The Role of %R
If you are in a conflict situation anddon’t no4 ho4 to deal 4ith it, the%ffice of " can0
, &rovi$e you with gui$ance an$ tools toaroach the conflict situation.
, Direct you through the aroriatechain of comman$.
, &resent formal an$ informal otionsavailable to you.
, Coor$inate me$iation facilitation orcounseling sessions for you.
.
.
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 61/62
Things that will hel us
to hel you0
, At the onset of the conflict
, ith clear e>amples or factsand
, ith your ideas of 4hat you
4ould lie changed in yoursituation5
%R will try to hel you no matter what your situation but we can best
assist you if you come to us9
7/25/2019 Conflict Tool Kit
http://slidepdf.com/reader/full/conflict-tool-kit 62/62
Consult %R as a
roactive rather thanreactive measure
A single in<ury is much easier to fi>4hencompared to multiple 4ounds2