Pet Smart Charities Webinar Template
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PetSmartCharities.org PetSmartCharities.org Conflict Management in Your Organization Kelley Y. Durham, MNA, CAWA June 2012
description
Learn to manage and resolve conflict within your organization without stress and dread. Put into place processes that will lead your organization to become a learning organization with trusting employees.
Transcript of Pet Smart Charities Webinar Template
PetSmartCharities.orgPetSmartCharities.org
Conflict Management in Your Organization
Kelley Y. Durham, MNA, CAWAJune 2012
PetSmartCharities.org
About the PresenterRecent Notre Dame Master of
Nonprofit Administration graduate
ED (former) Second Chance Center for Animals—Flagstaff, AZ
ED (former) Brazos Animal Shelter—Bryan, TX
Certified Animal Welfare Administrator
Master’s project on coalitions to reduce conflict
PetSmartCharities.org
Our goals
Recognize conflict
Analyze the conflict
Develop a strategy to handle conflict
Use tools to mitigate conflict
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What is your role?
Are you a:
Board memberCEO or Executive DirectorManager or SupervisorService-level employee
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Not all conflict is badConstructive vs. Destructive conflict
◦Destructive: Is the conflict: Interrupting productivity? Diminishing morale? Involving customers, volunteers, donors, or other
external groups?◦Constructive: Is the conflict
Including all interested parties? Providing a chance for all parties to tell their story,
share their feelings, and account for the individuality of all the parties?
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Recognizing conflictIdentifying the signs of conflict
◦Type in some of the signs you see in your organization.
◦When to intervene If the conflict has already become destructive. Before the conflict becomes destructive. If the people involved aren’t experienced at
conflict management.◦Parties to involve in the problem solving
Anyone who has a stake in the outcome
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Analyze the conflictFace to face meetings of all stakeholdersThink about what’s at stake
◦Before problem-solving or brainstorming: Each person needs to tell their story Each person needs to express their feelings on the
subject Each person needs to think about their own
identity and the identity of others in the conflict: “saving face”
Difficult Conversations, Stone, Patton, and Heen, 1999
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Develop a problem definitionFormal or informal depending on the level
of the conflict◦Between 2 people◦Between 2 departments◦Organization-wide
Techniques◦Brainstorming◦Small group work◦5 most important words
Need a consensus of all the stakeholders
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Resolution vs. ManagementNot all conflicts can be solved
◦Some people don’t make an honest effort◦Some people are afraid to trust◦Dynamics change such as new employees
joining the organization◦Other
Brief participant story of a conflict that might not be resolved but only managed.
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The role of the facilitator. Ensure that:◦expectations and rules are set at the beginning
all parties have a chance to tell their story. all parties are respectful. all parties are encouraged to speak up.
◦she guides possible ways to defines the problem.◦she brings up possible input to the problem definition.◦she guides what is possible/allowable for the solution
developed by the parties.◦accountability is established.◦deadlines are set.◦progress/follow-up meetings are
planned.
At the problem-solving table
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Conflict management tools1. Expectations.
a) Specificb) Clearc) Uniformly communicated
2. Training—management and staffa) Job trainingb) Conflict resolution trainingc) Stress relief trainingd) Coaching and counseling (management)
3. Realistic, not overinflated, employee evaluations4. Grievance policies
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Developing trust and fairness“By behaving in ways that building trust, you
make deposits. By behaving in ways that destroy trust, you make withdrawals.”◦ The Speed of Trust: The one Thing that changes Everything, Covey,
Steven M. R., 2006.
“Only 1% of ex-employees who felt that they were treated with a high degree of process fairness filed a wrongful termination lawsuit versus 17% of those who believed they were treated with a low degree of process fairness.”◦ Why It’s So Hard to Be Fair,” Brockner, Joel, Harvard Business Review, March
2006.
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Resource list Brinkman, Rick, and Kirschner, Rick. 2002. Dealing with People You Can’t Stand. New
York: McGraw-Hill. Davenport, Noa; Schwartz, Ruth Distler; and Elliott, Gail Pursell. 2005. Mobbing:
Emotional Abuse in the American Workplace. Collins, Iowa: Civil Society Publishing. DelPo, Amy, and Guerin, Lisa. 2003. Dealing with Problem Employees: A Legal Guide.
2d ed. Berkeley, California: Nolo. Eichinger, Robert W.; Lombardo, Michael M.; and Ulrich, Dave. 2007. 100 Things You
Need to Know: Best People Practices for Managers & HR. Vol. 1. Minneapolis: Lominger International.
Furlong, Gary T. 2005. The Conflict Resolution Toolbox: Models & Maps for Analyzing, Diagnosing, and Resolving Conflict. Mississauga, Ontario: John Wiley & Sons Canada, Ltd.
Stone, Douglas; Patton, Bruce; and Heen, Sheila. 1999. Difficult Conversations: How to Discuss What Matters Most. London: Viking Penguin.
Stone, Florence M. 2007. Coaching, Counseling, & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance. 2d ed. New York: AMACOM.
Patterson, Kerry; Grenny, Joseph; McMillan, Ron; and Switzler, Al. 2005. Crucial Confrontations. New York: McGraw-Hill.
Scott, Susan. 2002. Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time. New York: Viking Penguin.
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Yours CAN become a model organization for conflict resolution.
Be willing to take the first step and never turn back.
Keep practicing and learning.
