1. Zubin Austin BScPhm MBA MISc PhD Professor and Murray Koffler Chair Leslie Dan Faculty of Pharmacy, University of Toronto Conflict Management

2. What is conflict? An expressed struggle between at least two parties A situation where one perceives incompatible goals An environment where rewards/resources are scarce and contested A behaviour perceived as interference in attainment of a goal

3. Assumptions in any conflict Conflict is a disagreement through which parties involved perceive a threat to their needs, interests or concerns Disagreement: conflict tends to exaggerate the perceived disagreement considerably – if we can understand the TRUE areas of disagreement, this will help us to solve the right problems and manage the true needs of each party

4. Assumptions in any conflict People respond to perceived threats rather than true/actual ones Perception can therefore become reality Working to understand the “true threat” and develop solutions to manage it is a constructive way to avoid conflict

5. Conflict is a normal part of everyday life What are some of the key sources of conflict in the workplace? When do these tend to occur? How do people respond to these conflicts as they arise? How do we balance the need to solve an immediate problem vs. putting in place systems to prevent problems from occurring in the future?

6. Conflict Identification Sources of conflict include: - Personal differences - Informational deficiencies - Role incompatibility - Ineffective/unacceptable methods - Environmental Stress

7. Conflict Model Communication Style DIRECT Forcing Settling WorldviewPRINCIPLEDPRAGMATIC Thwarting Avoiding INDIRECT

8. The Forcing Style One’s own needs are advocated over the needs of others Relies upon aggressive style of communication Low regard for future relationships Values expediency over efficacy

9. The Settling Style Characterized by low assertiveness and high cooperativeness Tend to allow needs of others overwhelm their own (which may not even be known or stated) Preserving relationships is seen as all-important

10. The Avoiding Style Characterized by low assertiveness and low cooperation Needs and concerns go unexpressed in the name of peace and civility; however they will fester and likely grow

11. The Thwarting Style Characterized by principled worldview and indirect communication style Most frequently seen in situations of perceived powerlessness, which justifies subversion Often interpreted as passive-aggressive by others

12. Summary Conflict is inevitable When stripped of its emotional baggage, conflict is merely a different way of communicating and delivering information Conflict can be managed Understanding oneself is the first, most important step in conflict management