1. Dr. Roy Philip MHR Conflict and Change Management

2. Which is a Conflict? o Decidedness o Disagreement o Distress

3. Conflict Clarity o Personal o Passionate o Prone (interdependency) o Productivity

4. Conflict Defined o “disagreement through which the parties involved perceive a threat to their needs, interests or concerns.”

5. Workplace Conflict Defined o “a condition between or among workers whose jobs are interdependent, who feel angry, who perceive the other(s) as being at fault, and who act in ways that cause a business problem.”

6. Conflict Perceptions o Culture, race, and ethnicity o Gender and sexuality o Knowledge (general and situational) o Impressions of the Messenger o Previous experiences

7. Interdependency Number of interested parties Negotiator authority Constituent representation McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Workplace Conflict Structure Critical urgency Communication channels

8. Group-Based Interventions – 8 Principles 1. If the group is to be used as a medium for change, those people who are to be changed and those who are to exert influence for change must have a strong sense of belonging to the same group. 2. The more attractive a group is to its members the greater the influence it will exert over its members. 3. A group has most influence over those matters that attract members to it. 4. The greater the prestige of the group member in the eyes of the other group members, the greater the influence that member can exert. 5. Efforts to change individual members or sub-parts of a group which, if successful, would have the effect of making them deviate from the norms of the group will encounter strong resistance.

9. Group-Based Interventions – 8 Principles 6. It is possible to create strong pressure for change in a group by establishing a shared perception of the need for change, thus making the source of pressure for change lie within the group. 7. Information relating to the need for change and the consequences of change (or no change) must be shared by all relevant members of the group. 8. Changes in one part of the group (or system) produce strain in other parts of the system that can be reduced only be eliminating the initial change or by bringing about readjustments in the related parts of the system.

10. Interventions based on Focal Issues o Human process issues o Techno-structural issues o Strategic issues o Human Resource issues

11. Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources

12. Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources How to communicate How to solve problems How to make decisions How to interact How to lead

13. Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources How to divide labour How to co-ordinate departments How to produce products and services How to design work

14. Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources Which products, services, markets. How to gain competitive advantage. How to relate to the environment. What values to guide organizational functioning

15. Interventions based on Focal Issues Human processes Strategy Technology (task methods & job design) and structures Human resources How to attract competent people How to set goals and reward people How to plan and develop careers

16. Diagnosed Issues HUMAN PROCESS TECHNO-STRUCTURALHUMAN RESOURCE STRATEGIC Diagnosed issue

17. Level of Change Target INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue TRANS-ORGANIZATION

18. Depth of Intervention DEEP Depth INDIVIDUAL GROUP INTER-GROUP ORGANISATION Level Diagnosed issue SHALLOW TRANS-ORGANIZATION Human process Techno- structural Human resource strategic

19. Sabotage, Theft, Damage Lost Work Time Health Costs Lowered Job Motivation Wasted Time Bad Decisions Lost Employees Unnecessary Restructuring McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Conflict Costs

20. Unionization, Labor Strikes Workplace Violence Malicious Whistleblowing Vandalism McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Conflict Risks Retaliatory Lawsuits

21. RIGHTS (Lose-Lose) INTERESTS (Win-Win) POWER (Win-Lose) McGraw-Hill/Irwin©2006 The McGraw-Hill Companies, Inc. All rights reserved. Conflict Resolution

22. Type A Avoiding personal contact Writing memos instead of talking Withholding needed information Not returning messages Delaying giving required support Behavior Types Type B Type C Sweating palms Nervous gestures Closed body posture Tense facial expression Crying Getting others to take sides Shouting Pre-empting Threatening Undermining the opponent’s reputation PASSIVE STRATEGIC FLIGHT PASSIVE STRATEGIC FLIGHT AGGRESSIVE STRATEGIC FIGHT AGGRESSIVE STRATEGIC FIGHT UNINTENTIONAL NON-STRATEGIC FRIGHT UNINTENTIONAL NON-STRATEGIC FRIGHT

23. Conflict Resolution Characteristics o Dialogue is essential o Dialogue must be protected o Dialogue must be given time o Dialogue must be facilitated by someone who performs the ‘primary tasks’ of the mediator

24. o Distancing (Walk-Aways or FLIGHT) o Coercion (Power Plays or FIGHT) o FRAME vs. FACTS Ensure our safety by avoiding contact with our adversariesEnsure our safety by defeating our adversaries Perception vs. Reality Conflict Resolution Hindrances

25. Steps in Managerial Mediation o Decide to mediate o Does the tool fit the problem? (Purpose of Managerial Mediation) o Who defines the problem? (What vs. How) o When should managerial mediation not be used? o Violation of legal/ethical requirements o Substandard individual job performance o Personal problems

26. Steps in Managerial Mediation o Decide to mediate o Hold preliminary meetings o To hear each person’s side of the story o To define the business problem to be solved o To explain key information about the three-way meeting o To secure their agreement to attend

27. Steps in Managerial Mediation o Decide to mediate o Hold preliminary meetings o Plan the context o Location o Seating and physical surroundings o Time and day of week o Who is present? o Length of time

28. Steps in Managerial Mediation o Decide to mediate o Hold preliminary meetings o Plan the context o Hold a three-way meeting o Departures from the essential process o Conciliatory gestures o Breakthrough (Deal) o Balanced, Behaviorally-Specific, and Written o Follow-up

29. Steps in Managerial Mediation o Decide to mediate o Hold preliminary meetings o Plan the context o Hold a three-way meeting o Follow-up

30. Steps in Self-Mediation o Find a time to talk o The Approach o The Issue Statement o The Request o The Sale o The Cardinal Rules (No walk ways and No Power-plays) o The Time and Place

31. Steps in Self-Mediation o Find a time to talk o Plan the context o Talk it out o Express appreciation o Express optimism o Cardinal rules o State the issue o The invitation o Negotiation – the process by which we get other people to give us things we need while also trying to maintain good relations so we can get more things from them in the future.

32. Steps in Self-Mediation o Find a time to talk o Plan the context o Talk it out o Make a deal o Win-Lose o Lose-Lose o Win-Win

33. Steps in Team Mediation o Define the issue o Define the parties o Get the parties to the table o Help the parties define their interests o Differentiation vs. Integration o Personalization (Immanuel Nashville) o Withdrawal o Scapegoating

34. Steps in Team Mediation o Define the issue o Define the parties o Get the parties to the table o Help the parties define their interests o Brainstorm options o Silent generation of ideas o Round Robin reporting o Group clarification o Voting and ranking

35. Steps in Team Mediation o Define the issue o Define the parties o Get the parties to the table o Help the parties define their interests o Brainstorm options o Test options against interests and modify as necessary o Finalize an action plan o Ask for commitment

36. Conflict Issues o Substantive (Issues involving objective self-interests) o Emotional (Issues with underlying psychological needs) o Pseudo-substantive (Issues where emotional issues are disguised as substantive issues)

37. EMOTIONAL Feelings we experience in conflict “I am too upset to talk about this” “I wonder if she realizes what damage she has done?” Heightened stress and bodily tension…heart attacks?? Conflict Responses COGNITIVE PHYSICAL Ideas and thoughts about a conflict Bodily reactions to conflict

38. Preventive Mediation o “A way of conducting ourselves with important others that prevents conflicts from becoming so serious that we must stop doing our work to have a dialogue to resolve the conflict that’s causing the business problem.” o Being Straightforward

39. Conflict Myths o Mediation is solely a professional practice o Mediation must be performed by a third party o Mediation is a problem-solving process o Mediation must occur at a particular time and place

40. Steps in Preventive Mediation o Don’t walk away o Don’t power-play (Assertiveness vs. Aggressiveness) o Take risks o Don’t exploit others’ risks

41. Thinking Tools in Preventive Mediation o “Intentional reframes of one’s perceptions, assumptions, and attributions that enable us to act strategically during conflict, rather than acting reflexively and defensively.” o Feelings as data (Being Professional) o Owning my own experience (Ask Why?)

42. Conflict Reiterated o More than a mere disagreement o Participants respond on the basis of their perceptions to the situation o Conflicts contain substantial, procedural, and psychological dimensions o Conflicts are predictable and to be expected o Creative problem-solving strategies are essential

43. Conflict Styles CompetingAvoidingAccommodatingCompromisingCollaborating Conflict Styles

44. Competing (Win-Lose)Collaborating (Win-Win) Compromising (Lose/Win-Lose/Win) Accommodating (Lose-Win) Avoiding (Lose-Lose) Uncooperative Cooperative COOPERATIVENESS Assertive ASSERTIVENESS Unassertive