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Resolving Conflict and Dealing with Difficult People

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1 Resolving Conflict and Dealing with Difficult People
Chapter Thirteen Resolving Conflict and Dealing with Difficult People

2 Chapter Preview: Resolving Conflict and Dealing with Difficult People
Major causes of conflict in the work setting Assertiveness skills in conflict situations Effective negotiation skills The conflict resolution process Contemporary challenges facing labor unions

3 Views of Conflict Traditional view: a clash between incompatible people, ideas, or interests New view: an opportunity for personal growth Discovering resolutions to conflict may Clarify a relationship Broaden thinking about the source Open people to new points of view Too much agreement is not always healthy in an organization

4 Finding the Root of Conflict
Unless the root cause is identified, it is likely to recur If the root cause… Stimulates constructive conflict, it can be allowed to continue Stimulates destructive conflict, steps need to be taken to correct the problem

5 Organizational Change
Most organizations have tension between stability and change Too much stability and the organization may lose its competitive position in the market place Too much change and the mission blurs and employee anxiety develops

6 Ineffective Communication
When different people work closely together, communication breakdowns are inevitable For a misunderstanding explain your position or provide more details For true disagreements persuading one or both parties to change positions may be necessary root problem will persist until someone changes

7 Value and Culture Clashes
Conflict may be due to value differences between individuals Work force reflects cultural diversity Different cultural traditions can easily come into conflict in the workplace Issues range from simple to complex

8 Work Policies and Practices
Conflict may happen when Organizations maintain confusing or arbitrary rules, regulations and performance standards Managers fail to recognize that employees perceive policies as unfair Workers refuse to comply with rules or work their fair share

9 Adversarial Management
Conflict can occur when managers view employees and other managers with distrust and suspicion View others as “the enemy” Leads to a lack of respect by employees Makes teamwork and cooperation difficult

10 Competition for Scarce Resources
Downsizing and cost cutting can lead to destructive competition for scarce resources When decisions are not clearly explained, workers suspect coworkers of devious tactics

11 Personality Clashes People have differing
Communication styles Temperaments Attitudes People may not be able to identify cause of dislike Even people who get along well in the beginning of their work relationship may begin to clash after many years

12 Resolving Conflict Assertively
Conflict is often uncomfortable People who exhibit assertive behavior skills are able to handle conflicts with greater assurance maintain good interpersonal relations Nonassertive behavior ignores the problem Aggressive behavior violates the rights of others

13 Figure 13.1 - Dealing with People You Can't Stand

14 How to Become More Assertive
You can learn to express wants, dislikes and feelings in a clear and direct manner without threatening or attacking others In the beginning, take small steps Use communication skills that enhance assertiveness Be soft on people and hard on problems

15 Learn to Negotiate Effectively
Traditionally supervisors resolved conflict, today empowered workers resolve it themselves Think win/win Beware of defensive behaviors Know that negotiating styles vary

16 The Win/Lose Strategy Attempts to achieve goals at the expense of others Short-term solution only Doesn’t address the underlying problem Loser feels frustrated which seeds another conflict Use when two factions simply cannot agree or cannot talk to each other

17 The Lose/Lose Strategy
Both parties give up something and may feel frustrated Can be applied when There is little time to find a solution Negotiations are at a standstill The goal is to remove a conflict completely Union-management disputes often fall into this trap

18 The Win/Win Strategy Fix the problem, not the blame
Work toward a mutually satisfying solution Focus on discovering creative solutions Listening is the most vital skill

19 Figure 13.2 - Top Negotiating Tips

20 Beware of Defensive Behaviors
When one person becomes defensive, others may mirror the behavior Progress is stopped because people stop listening and think about defending Prevent defensive behavior by consciously maintaining a positive image of the other people involved

21 Total Person Insight Any method of negotiation may be fairly judged by three criteria: It should produce a wise agreement if agreement is possible. It should be efficient. And it should improve or at least not damage the relationship between the parties. Roger Fisher and William Ury Authors, Getting to Yes

22 Know that Negotiating Styles Vary
Style develops based on Personality Assertiveness skills Past experiences dealing with conflict Five styles combine assertiveness and cooperation

23 Figure 13.3 - Behavioral Styles for Conflict Situations

24 Negotiating Styles Vary
Avoidance style Uncooperative/Nonassertive Accommodating style Cooperative/Nonassertive Win/lose style Uncooperative/Aggressive

25 Negotiating Styles Vary
Problem-solving style Assertive/Cooperative Compromising style Moderately assertive/Moderately cooperative

26 Conflict Resolution Process
The conflict resolution foundation requires Application of assertiveness skills Understanding how to deal with difficult people Supporting the win/win approach Learning how to negotiate The conflict resolution process consists of five steps

27 Follow These Steps Step 1: Decide whether you have a misunderstanding or a true disagreement A misunderstanding is the failure to accurately understand another’s point A disagreement is a failure to agree in spite of accurate understanding

28 Follow These Steps Step 2: Define the problem and collect facts
Everyone needs to focus on the problem, not what happened as a result Establishing the problem can expose real cause of conflict Separate facts from opinions or perceptions

29 Follow These Steps Step 3: Clarify perceptions
Interpretation of the facts surrounding the situation you encounter Attempt to see the problem as others see it

30 Follow These Steps Step 4: Generate options for mutual gain
Generate options that will fix the problem People often want to negotiate for a single solution Use brainstorming Process that encourages generation of a wide variety of ideas and possibilities

31 Follow These Steps Step 5: Implement options with integrity
Finalize a solution or agreement that offers a win/win strategy Establish timetables for implementation Avoid the temptation to implement quick-fix solutions

32 Alternative Dispute Resolution
Some conflicts between workers and employers cannot be resolved Alternative dispute resolution programs, or ADRs can involve An open door policy Toll-free hot line A peer panel review A third-party mediator An arbitrator

33 Labor Unions in Conflict Resolution
Disputes escalate when employment contracts expire and need to be negotiated Procedure that defines the rights and privileges of both sides involved and establishes the terms of employment and length of contract

34 Collective Bargaining
If labor and management cannot come to an agreement, they may submit their disputes to: Mediation Voluntary arbitration Compulsory arbitration

35 Collective Bargaining
As a last resort, unions may recommend that their members vote to strike Generally lose/lose situation Virtual strikes: wages and salaries go into an escrow account Neither side gets money unless they settle Customers and suppliers experience no change Especially viable for public services

36 Contemporary Issues Facing Labor Unions
The percent of Americans who are members of a labor union has declined The future of unions depends on union organizers’ ability to attract new members Many employers actively strive to keep workers happy and productive so they don’t want to unionize The “card-check neutrality” process allows eligible unions to negotiate the employees’ next labor contract

37 Contemporary Issues Facing Labor Unions
As labor unions strive for survival, they must address the needs of the current and future work force Adopt global mentality Address executives to employees pay gap Provide affordable health care Re-train to create higher paying jobs Provide membership to temporary and contract workers

38 Chapter Review Major causes of conflict
Poor communication Values and culture clashes Confusing work policies Competition for scarce resources Adversarial management Coworkers who refuse to do their share of work or have a difficult personality A difference of opinion may force people toward a creative solution

39 Chapter Review Assertiveness skills in conflict situations
Assertiveness skills are necessary but avoid being overly aggressive Build assertiveness skills by tackling relatively minor issues first Use “I” statements rather than “you” statements Focus on fixing the problem rather than attacking the person

40 Chapter Review Effective negotiation skills
You can improve your human relations skills by learning five negotiation styles: Avoidance style Accommodating style Win/lose style Problem-solving style Compromising style

41 Chapter Review The conflict resolution process
When people cannot solve their conflicts informally many organizations create solutions through a conflict resolution process The five-step process is dependent on a clear outline of the steps to resolve the conflict Often an ADR program can resolve conflicts that might otherwise lead to legal action

42 Chapter Review Contemporary challenges facing labor unions
Finding new ways to cooperate Flexible, innovative styles are effective Each side may submit their disputes to mediation, voluntary arbitration or compulsory arbitration Labor unions today must respond to Executive to employee wage gap Health care cost Retraining to high-paying jobs Containing jobs competition Temporary and part-time workers

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