REDUCING CONFLICT IN THE WORK PLACE. Purpose The goal of this presentation is to assist you in...
-
Upload
savana-cotton -
Category
Documents
-
view
213 -
download
0
Transcript of REDUCING CONFLICT IN THE WORK PLACE. Purpose The goal of this presentation is to assist you in...
REDUCING CONFLICT IN THE WORK PLACE
Purpose
The goal of this presentation is
• to assist you in learning the principles of successful conflict management
• to help you apply those principles to workplace and personal situations
Learning Objectives
• Identify & understand conflicting situations
• Clarify the conflict management process
• Utilize effective strategies and communication techniques for conflictmanagement
Conflicting Situations
• Defining Conflict• Potential Consequences of Conflict• Sources of Conflict• The Conflict Cycle
Defining Conflict
Conflict is defined as a condition in which the concerns of two or more parties appear to be incompatible.
Defining Conflict
• Fight or Coercion• Threatening• Shouting• Withholding support• Ignoring Communication• Avoiding Personal Conflict• Polarizing the workplace• Filing a grievance
• Flight or Distancing• Crying• Anxiety or panic• Closed body language• No eye contact
Consequences of Conflict
Conflict has positive or negative effects, depending upon
• how we view it• how we deal with it
Positive Consequences of Conflict
• Helps to confront issues• Increases energy for decision making • Improves the quality of problem solving • Facilitates better Relationships
• Enhances our own self-awareness• Generates creative solutions• Makes life more interesting• Brings enjoyment in our lives
Negative Consequences of Conflict
• Involves the possibility of winners and losers
• Decreases teamwork, morale, and collaboration
• Uses up resources
Sources of Conflict
• Poor Communication• Unclear Jurisdiction• Differences of Goals• Differences in Styles• Differences in Values
• Differences in Opinions• Conflict of Interest • Use of the Same• Divergent Persons• Differences of Needs
THE CONFLICT CYCLE
Beliefs and AttitudesAbout Conflict
Consequence Conflict Occurs
Your ResponseTo Conflict
Conflict Management Process
• Identifying Conflict - “Something is going on”
• Analyze the Conflict - “ What management option will work”
• Goal Setting - “What short & long term outcomes I do want ?”
• Deciding - “How specifically to approach the conflict”
• Implementation - I am using conflict management strategies
Conflict Management Process
IDENTIFYING CONFLICT
Pay attention to:
• any symptoms and behaviors of another person
• your own internal reactions to situations and people
Conflict Management Process
ANALYZE THE CONFLICT
• understand your own position and emotions
• understand position and emotions of the other person
Conflict Management Process
GOAL-SETTING
To create positive conflict outcome take into account
• the particular conflict issue
• the short-term outcome
• the long-term outcome
Conflict Management Process
DECIDING
To reach positive conflict outcome, choose one or more appropriate conflict management strategies listed below.
• Avoidance/Denial• Competition• Accommodation• Compromise• Collaboration
Conflict Management Process
IMPLEMENTATION
You are actually implementing your conflict management strategies
Strategies for Conflict Management
• Denial/ Avoidance The Turtle
• Competition The Shark
• Accommodation/Giving In The Teddy Bear
• Collaboration The Owl
• Compromise The Fox
Conflict Management Strategies
DENIAL/AVOIDANCE
Conflict Management Strategies
DENIAL/AVOIDANCE
• Denial - There is no conflict in progress
• Avoidance - Conscious decision to “do nothing”
Conflict Management Strategies
DENIAL/AVOIDANCE
It is appropriate to use when
• “doing nothing” will not damage an ongoing relationship• you are not interested in maintaining orcreating a relationship with the other party• “doing nothing” will not result in additional problems down the road• the cost of doing something outweigh any benefits you anticipate
Conflict Management Strategies
DENIAL/AVOIDANCE
It is NOT appropriate to use when
• the conflict issue is important to you or to the other party
• you value the relationship with the other party and believe doing nothing will affect it in the long haul
Conflict Management Strategies
COMPETITION
Conflict Management Strategies
COMPETITION
The key component of this strategy are:
• the use of power and influence
• it creates win/lose outcome
Conflict Management Strategies
COMPETION
It is appropriate to use when
• a decision needs to be made immediately or disaster will result• you have more power and influence than the other party• the stakes are high• you cannot live without achieving your goal • you are absolutely sure you are correct• you are in position of formal power
Conflict Management Strategies
COMPETION
It is NOT appropriate to use when
• the stakes are low and the issue is not important• you will need ongoing cooperation with the other party over time• you cannot afford to lose completely
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It means that
• you stop pursuing your “issue goal,”
• stop resisting what the other party wants
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It is appropriate to use when
• the conflict issue is not important to you• your major concern is having a smooth long-term relationship with the other party• the other party has a lot more power and control over the situation• you know you are likely to lose if you use a “stronger” approach
Conflict Management Strategies
ACCOMMODATION/ GIVING IN
It is NOT appropriate to use when
• the issues is very important to you• you will carry resentment if you give in• you always give in to a specific party in a relationship• your role is such where you have to establish some sense of authority
Conflict Management Strategies
COLLABORATION
Conflict Management Strategies
COLLABORATION
It means to work together cooperatively to identify a solution which is often a creative and harder-to-find-solution(s) so that both parties WIN.
This strategy is the most time consuming since it involves in-depth discussion of the problem, analysis and a great dealof communication between the parties
Conflict Management Strategies
COLLABORATION
It is appropriate to use when
• there is enough time to undertake a longer process• an immediate decision may not be required• team and relationship building is a high priority• both parties have strong commitments to their goals AND maintaining good relationshipsin the future
Conflict Management Strategies
COLLABORATION
It is NOT appropriate to use when
• a decision is needed immediately • there is insufficient time to work in a collaborative way• one party insists on using a competitive strategy• the importance of the conflict issue is minimalthe time to collaborate can’t be justified
Conflict Management Strategies
COMPROMISE
Conflict Management Strategies
COMPROMISE
It involves an attempt to come to some solution which is mutually acceptable to both parties, but does not completely satisfy both parties.
Each party gives up some of their needs, so that a decision can be made.
Conflict Management Strategies
COMPROMISE
It is acceptable to use when
• there is some wiggle-room on both sides and each party can give up a little• there is not enough time to develop more creative solutions• investment in the issues on both sides is not too high
Conflict Management Strategies
COMPROMISE
It is NOT acceptable to use when
• any compromise solution is bound to be disastrous• either or both parties may carry resentment aboutnot getting what they want• the other party is clearly not interested incompromise• the other party is imposing power
Cooperative Communication Techniques
There are several techniques that are effective in both preventing and/or dealing with conflict situations.
They are as following
• Active or Reflective Listening• Empathy Statements• Assertive Statements• Responsiveness
Cooperative Communication Techniques
ACTIVE /REFLECTIVE LISTENING
It involves taking what someone says to you, and rephrasing it or paraphrasing it so that the person knows you heardand understood them.
Cooperative Communication Techniques
ACTIVE /REFLECTIVE LISTENING
The guidelines for using listening techniques are as following:
• the tone used in paraphrasing is important• there is a limit on the power of listening• there is a skill to paraphrasing• the timing of active listening is important
Cooperative Communication Techniques
EMPATHY RESPONSES
These responses are ways of reacting to someone that shows that we understand and can relate to their situation, particularly on an emotional level.
Cooperative Communication Techniques
EMPATHY RESPONSES
The guidelines for use empathy responses are as following: • congruence of the words, the tone of voice, and non-verbals is important• response must be accurate, so you prove you understand • responses need to be used with other things
Cooperative Communication Techniques
ASSERTIVE STATEMENTS
It provides us with a means of expressing our own feelings and needs in a non-aggressive andnon-passive way.
Cooperative Communication Techniques
ASSERTIVE STATEMENTS
The guidelines for using assertive statementsare as following:
• many people will not react positively to it• state the practical effect of person’s behavior• the timing of assertive request is critical
Cooperative Communication Techniques
RESPONSIVENESS
Responsiveness means speaking or acting in a way that RESPONDS to the wants and needs of the other person.
It goes beyond listening and empathy, because it also shows you are prepared to ACT on that understanding.
Cooperative Communication Techniques
RESPONSIVENESS
The guidelines to use responsiveness areas following:
• listen carefully to determine possible action• check out your hypothesis with the other person• once the other person has confirmed yourhypothesis about their needs, offer what you can do• do what you say• check back after you complete your action• repeat the cycle as necessary
Summary
• Identified & provided better understanding of conflicting situations
• Clarified the conflict management process
• Discussed effective strategies and communication techniques for conflictmanagement
Summary
Use SAFE Approach:
• S ecure open communication• A cknowledge individual behavioral strategies• F acilitate skill training• E ngage in resolution of issues
Reducing Conflict in the Workplace
Contact Your Employee Assistance Program
• available by phone consultation • available to help with conflict resolutions• available to help with stress management, and work and family problems