Managing conflict at work
by Toronto Training and HR
October 2013
Page 2
CONTENTS5-6 Definitions7-8 The nature of conflict9-10 Reasons for conflict11-13 Styles of dealing with conflict14-15 Adopting a collaborative style 16-17 Using the “Interest-based relational” approach18-19 Conflict strategies20-22 Strategies to minimize the possibility of violence23-25 Benefits of listening and understanding26-27 Encouraging a conversation to take place28-29 Golden rules of engagement30-31 Communication32-33 Negotiation34-35 Tackling sensitive areas36-39 Generational differences40-41 Raising levels of emotional intelligence42-43 What should leaders look for?44-45 Mediation46-48 Resolving conflict49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions
• Conflict• Conflict resolution • Constructive conflict• Destructive conflict
• Why does it exist?• Myths around conflict • Factors influencing
conflict• When we are likely to
respond poorly to conflict
Page 7
The nature of conflict
Page 8
The nature of conflict
• Types• Categories• Sources• Origins• Ingredients• Components
Page 9
Reasons for conflict
Page 10
Reasons for conflict
• Contentious personalities• Misunderstanding• Issues• Leadership styles
Page 11
Styles of dealing with conflict
Page 12
Styles of dealing with conflict 1 of 2• Competitive or assertive• Collaborative• Compromising• Accommodating• Avoiding
Page 13
Styles of dealing with conflict 2 of 2• What it looks or feels like• The potential result• When to use it
Page 14
Adopting a collaborative style
Page 6
Adopting a collaborative style
• Find the root cause• Allow all parties to speak• Encourage all parties to
listen• Identify areas of
disagreement• Identify areas of
agreement• Search for solutions• Reach a consensus
Page 16
Using the “Interest-based relational”
approach
Page 17
Using the “Interest-based relational” approach
• Make sure that good relationships are the first priority
• Keep people and problems separate
• Pay attention to the interests that are being presented
• Listen first and talk second
• Set out the “facts”• Explore options together
Page 18
Conflict strategies
Page 19
Conflict strategies
• Know your hot buttons• Avoid being insensitive• Appreciate/Inquire/
Respond
Page 20
Strategies to minimize the possibility of
violence
Page 21
Strategies to minimize the possibility of violence 1 of 2
• Fostering organizational cultures that do not tolerate violent behaviours and that value and act on reports of such behaviour
• Completing appropriate screening of job applicants
Page 22
Strategies to minimize the possibility of violence 2 of 2
• Training employees on the warning signs of violent behaviour and what to do if those signs are observed
• Resolving serious workplace conflicts before they can escalate into violent incidents
Page 23
Benefits of listening and understanding
Page 24
Benefits of listening and understanding 1 of 2
• A different or new understanding of the problem
• New ways to improve the workplace environment
• Steps to be taken to stop the annoying behaviour
• People having a discussion of how to repair the damage
• Opportunity to change a perceived unfair rule or regulation
Page 25
Benefits of listening and understanding 2 of 2
• Finding ways to accommodate a personal need
• Letting the person be heard
Page 26
Encouraging a conversation to take
place
Page 27
Encouraging a conversation to take place
• Realize everyone’s good intentions
• Resist the urge to solve the problem
• Encourage in-person conversations
• If you have to, take a side• Evangelize your
philosophy about conflict
Page 28
Golden rules of engagement
Page 29
Golden rules of engagement
• Listen and respond with empathy
• Be involved; ask for the other person’s opinions, ideas and thoughts
• Maintain and affirm self-esteem
Page 30
Communication
Page 31
Communication
• The role of communication
• Non-defensive communication
• Six stages of a conversation
• Rational communicators• Relational communicators• Avoiders• Fighters• Emotional roller coasters
Page 32
Negotiation
Page 33
Negotiation
• The negotiation process• Steps to take when
negotiating
Page 34
Tackling sensitive areas
Page 35
Tackling sensitive areas
• Confident with the facts• Tentative with the
interpretation• Encourage the
“adversary” to poke holes in the interpretation
Page 36
Generational differences
Page 37
Generational differences 1 of 3
• Veterans• Baby Boomers• Generation X• Generation Y• Millennials
Page 38
Generational differences 2 of 3
ADDRESSING GENERATIONAL CONFLICT• Policies that limit texting
during work hours and the use of non-work technology
• Install software to limit access to specific social media sites
• Provide clear communications and expectations at the beginning
• Utilize job shadowing to appreciate the efforts of others
Page 39
Generational differences 3 of 3
ADDRESSING GENERATIONAL CONFLICT (CONTINUED)• “Hire around” the Millennials• Work with local colleges to
teach Millennials how to act at work
• Bring in speakers on the topic of generational differences
• Provide awareness training• Offer a flexible work schedule• Ensure one day per month
casual attire can be worn
Page 40
Raising levels of emotional intelligence
Page 41
Raising levels of emotional intelligence
• Self-awareness• Self-regulation• Self-motivation• Empathy• Effective relationships
Page 42
What should leaders look for?
Page 43
What should leaders look for?
• Alternatives• Emphasis• Disagreement• Agreement• Openness• Participation• Interaction
Page 44
Mediation
Page 45
Mediation
• Definition• Steps in the mediation
process• Traits of a good mediator • A mediated agreement• Tips for using mediation• Dos and don’ts
Page 46
Resolving conflict
Page 47
Resolving conflict 1 of 2
• Discuss the situation in a respectful manner
• Be specific• Discuss how a conflict
affects you, the work group or the project
• Ask for the specific cause of the conflict
• Ask for the solution• Agree on the action to be
taken
Page 48
Resolving conflict 2 of 2
• Set the scene• Gather information• Agree the problem• Brainstorm possible
solutions• Negotiate a solution
• Guiding principles
Page 49
Conclusion and questions
Page 50
Conclusion and questionsSummaryVideosQuestions
Top Related