1. 14-1 Positive and Negative Aspects of Conflict Positive Can bring about necessary change Negative Cause stress Reduce productivity May cause harm to the organization Frustration

2. 14-2 Types of Conflict

3. 14-3 Sources of Interpersonal Conflict Organizational change Different values Threats to status Perceptions Lack of trust Personality clashes

4. 14-4 Strategies for Managing Interpersonal Conflict Compromise Avoidance and smoothing Forcing a solution Confrontation or problem solving

5. 14-5 Compromise Settling on a solution that gives each person part of what he or she wants; no one gets everything, and no one loses completely. Does not really solve underlying problem Most useful for relatively minor problems and when time is limited.

6. 14-6 Avoidance and smoothing Avoiding refuses to deal with the conflict Smoothing pretends it does not exist or allows it to continue Most useful for conflicts that are not serious and for which a solution would be more difficult than the problem.

7. 14-7 Accommodating Giving in to other viewpoint and accepting their solution Appropriate if other side is right or more invested in outcome May increase resentment on part of accommodating person

8. 14-8 Forcing Supervisor imposes solution or decides the outcome Relatively fast way to manage conflict, and can be best approach in an emergency. Can leave bad feelings, which may lead to future conflict.

9. 14-9 Confrontation/Problem Solving/Conflict Resolution Most direct, and sometimes difficult, way to manage conflict Confront problem and solve it. Requires listening to both sides and attempting to understand, rather than to place blame. Parties in conflict need to identify areas in which they agree and ways they can both benefit from possible solutions Both parties should examine feelings and take time at reaching solution

10. 14-10 Focus on behavior not on the person Respect people, attack problems…. Attack the problem, not the person….

11. 14-11 Focus on behaviorFocus on person You spelled three customer names incorrectly on the report. You’re a poor speller You were late four times in the last month You’re lazy Your voice was very loud and you were using profanity. You’re a jerk We’ve went to the movies three times in the last week. You’re such a loser. All you want to do is eat popcorn.

12. 14-12 Trust Trust BuildersTrust Destroyers Follow through with promisesBreak a promise

13. 14-13 Controlling Emotions Take a deep breath Sit/recline comfortably Breathe deeply Hold for ¾ seconds Slowly exhale Stretch

14. 14-14 Body Language Be aware of personal space Don’t point fingers Keep eye contact that is not threatening or demeaning

15. 14-15 Communicate Assertively Non-AssertiveAssertiveAggressive Ignores own rights and feelings Stands up for his/her rights Ignores the rights of others Hopes to avoid confrontation Expresses feelings, needs and ideas Expresses feelings, needs, ideas at expense of others Wants people to like him/her Speaks with courageTries to dominate or humiliate Poor self-imageFeels good about himself/herself Thinks he/she has all of the answers

16. 14-16 Initiating Conflict Resolution

17. 14-17 Adopt a Win/Win Attitude Lose-LoseLose-WinWin-LoseWin-Win Both parties lose One party wins and one loses Other party wins and one loses Both parties win AXAYBXBY

18. 14-18 Win – Win Approach Recognize individual differences Be open to adapting one s position in the light of shared information and attitudes Attack the problem, not the people Look at underlying needs of people involved (conflict map) Courtesy: Conflict Resolution Network http://www.crnhq.org/pages.php?pID=12#skill_1

19. 14-19 Conflict Mapping A story is commonly told about two children fighting over an orange. Both children take the position that they need (and deserve) the whole orange. If the mother listens to the two children's' positions, she will likely decide that one child deserves the orange more than the other-- giving the whole orange to one--or she will cut the orange in half, giving each a part.

20. 14-20 But the story goes on to explain that one child actually wanted the orange to eat, while the other wanted the rind for a science project. Had the children explained their underlying reasons for wanting the orange-that is, had they explained their interests-a win-win solution could have been found that would have given both children everything they wanted.

21. 14-21 Mapping Find out what people really want from a situation. What is the history of the conflict? Find out what each person needs Find out what concerns each person Find out what they are interested in as well as their position (They are interested in fairness as well as advocating for a pay increase) Try to frame the conflict in a way that all needs can be met

22. 14-22 Reframing the problem Try to see the situation in a new way or reword the problem from a different perspective Try to understand other parties’ viewpoints and the assumptions that are underlying those viewpoints Discuss perceptions Avoid attacking the other party

23. 14-23 Two project teams were vying for a single HTML programmer They had framed the problems as which team would get the programmer, and which project would be delayed. Instead, the problem was reframed and the two teams brainstormed a solution. The HTML programmer advised the work of one of the systems–savvy people on the first team. At the same time, she worked for the other team nearly full–time. Both projects moved ahead – clearly a win–win for them and their organization

24. 14-24 Example In a session I was facilitating, an older, more experienced woman was arguing with an angry young man. They disagreed about what to discuss at an upcoming meeting of their professional organization. The argument was heating up. I turned to the flip chart, and scribed both his topic and her topic on the flip chart page. Then I turned to them and said: “I am sure relieved that we've solved our major problem.” They stopped arguing, looked at me like I was mad, and asked “how have we solved our problem?” “Well, our major problem has been finding enough topics of interest. But you have been passionately discussing these two topics for some minutes now. Sounds like you are committed enough to present these at our meetings.”

25. 14-25 “Yes,” said the young man. “Yes of course,” said the woman. “But we still disagree on which topic should be discussed.” I smiled and said “The only thing you have to agree on now is who will present their topic at the next meeting, and who will present at the one following it!”

26. 14-26 Responding to a Conflict Understand the problem Listen to the complaint Interpret the problem in terms of actions and effects Agree with something the other person said Work on a solution Find a solution together Be creative Remember underlying needs

27. 14-27 Agree on how to carry out the solution Implement the solution

28. 14-28 Initiating Conflict Resolution

29. 14-29 Mediating Conflict Resolution 1.Begin by establishing a constructive environment. 2.Ask each person to explain what the problem is. 3.When the problem is understood, have individuals state what they want to accomplish or what will satisfy them. 4.Restate in your own words each person’s position. 5.Have all participants suggest as many solutions as they can. 6.Encourage the employees to select a solution that benefits all of them. 7.Summarize what has been discussed and agreed on.