Presentation on theme: "Conflict Management Leadership Development for Real Estate Management Professionals An IREM ® Workshop."— Presentation transcript:
Conflict Management Leadership Development for Real Estate Management Professionals An IREM ® Workshop
Have you read the IREM White Paper on Conflict Management? Q&AQ&A
Today’s agenda Recognize why conflict isn’t all bad Discover 5 basic strategies to manage conflict Handle difficult people effectively 4 mistakes not to make Tactics to manage conflict POSITIVELY!
What causes conflict? Q&AQ&A
Conflict occurs when people’s concerns appear incompatible and their goals contrast. QUOTES Source: Introduction to Conflict Management by Kenneth W. Thomas
Studies show % of organizational issues come from difficulties in work relationships. Source: Managing Differences: How to Build Better Relationships At Work and Home by Daniel Dana, 2005, 4 th Ed. How much time does it cost?
How is conflict at work valuable? Conflict at work
Conflict can... Result in more high quality decisions Lead to learning & innovation Reduce tension and strengthen teamwork Resolve key issues
If we manage conflict constructively, we harness its energy for creativity and development. QUOTES Source: Workplace Wars and how to End Them: Turning Personal Conflicts Into Productive Teamwork by Kenneth Kaye
PositiveNegative Improved critical thinking and creativity Poorer communication Clarified thoughts and feelingsResistance to teamwork/less collaboration Better decision-making and problem- solving Poorer decision-making (issues remain hidden) Key issues surfacedNegative feelings Improved understanding of othersStress Catalyst for changePolitical backstabbing/revenge Increased effort and productivityReduced productivity Possible effects of conflict
Barriers to successful conflict management Focusing on the symptoms Resolving problems for the team Resentfulness
Styles of conflict management
When to use the competing style Quick action required Important issues Compromise isn’t possible The last resort
When you are wrong To create “good will” To develop others When retreating is wise When to use the accommodating style
Time constraints Lack of trust for collaboration Temporary solution while exploring collaborative solutions Other party refuses to collaborate When to use the compromising style
Issue is of low importance Buying time Reduce tensions Need a better time and place When to use the avoiding style
Consensus & commitment is important Build a foundation for future collaboration Need to meet everyone’s interests Need to repair relationships Whenever you can! When to use the collaborating style
CHECKLIST Tactics to manage conflict positively 1.Prepare 2.People vs. Problem 3.Consider SBI 4.Use mental jiujitsu 6.Encourage creativity 5.Highlight what you agree on
Prepare Self Awareness What’s troubling you, what is your real interest What might you be doing to escalate the conflict Social Awareness What’s troubling them, what is their real interest What are they doing to escalate the conflict
Conflict creates strong emotions Don’t assume “evil intent” Separate “people” vs “problem” issues, but deal with both Use a “Virgin Eye” Separate the people from the problem
Communication Techniques Poor communication = greater conflict Use SBI Model to diffuse emotions
SBI Model S ituation When and where did it happen B ehavior What did the person do I mpact What were the results of the behavior (keep to the facts) Take the emotion out of your communication
Example: SBI Model Situation “I was looking at the budget forecast you submitted last Friday.” Behavior “The analysis you provided on the numbers was very concise and well supported by the facts.” Impact “I was very impressed by your work, and I think you can handle some additional duties.”
Avoid pitting your strength against theirs directly; instead, use your skill to step aside and turn their strength to your ends. QUOTES
If pushed, do not push back When they assert their positions, do not reject them When they attack your ideas, don’t defend them When they attack you, don’t counterattack Sidestep their attack and deflect it against the problem. Mental Jiujitsu
Find common interests List points of agreement Break disagreements into “smaller” conflicts Any progress is good progress Highlight areas of agreement
What inhibits creativity and collaboration? Q&AQ&A
Encourage Collaboration Seemingly contrasting goals may not be mutually exclusive Don’t “divide the pie,” make it bigger!
Foster creativity Use a variety of approaches Incorporate key behaviors Consider development tactics
Dos and Don’ts Source: SHRM, Society for Human Resource Management Do Address the conflict quickly Focus on the problem Be open to solutions Acknowledge the other person’s feelings Recognize mistakes Don’t Focus on personality traits Interrupt Attack Disregard the other person’s feelings
Development tactics 1. Ask others 2. Take inventory 3. Get feedback 4. Keep a log 5. Take action 6. Go to lunch
Q UESTIONS ?
Material in this workshop is drawn from the IREM White Paper on Conflict Management This instructive series of white papers teaches you the core competencies and best practices you need to lead in the real estate management industry. Available for download at: Leadership-Competencies-Guide IREM Leadership Development White Papers
You may find the resources listed here helpful in furthering your understanding of the topics covered in this workshop. Resources IREM Leadership Competencies White Papers Competencies-Guide Competencies-Guide IREM Education (Courses, On-Demand Learning, Webinars) Principles of Real Estate Management, 16th Edition Special thanks to: Shannon Alter Alter Consulting Group
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