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Resolution. Sources N.B for internal use not for printing, reproduction, publishing or distribution Learning Tools – Mastering HR Organizational Effectiveness,

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Presentation on theme: "Resolution. Sources N.B for internal use not for printing, reproduction, publishing or distribution Learning Tools – Mastering HR Organizational Effectiveness,"— Presentation transcript:

1 Resolution

2 Sources N.B for internal use not for printing, reproduction, publishing or distribution Learning Tools – Mastering HR Organizational Effectiveness, University Alliance Communicate Effectively, Lani Arredondo Resolving Conflicts on the Job, Bill Withers & Jerry Wisinski

3 Learning Objectives Accept conflict as natural Discover your own perceptions and attitudes about conflict Understand how conflict develops in relationships Determine your style and the different styles of conflict management Learn how to prepare for a difficult conversation

4 What is Conflict? A competitive or opposing action of incompatibilities Antagonistic state or action Mental struggle resulting from incompatible or opposing needs, drives, wishes or external or internal demands Hostile encounter

5 Myths and Truths About Conflict

6 Myths Conflict at work always means that there is something seriously wrong with the organization. Conflict means communication has come to a halt. If avoided, conflict will eventually go away. All conflicts can be resolved. Conflict always results in a winner and a loser.

7 Truths Conflict will occur. Most conflicts can be managed. Conflict can help build relationships. Conflict can be a tool for personal development

8 Some Positive Outcomes from Conflict Creates change Brings issues to surface Can help reduce tension Helps get the work done Gets new ideas on the table Makes change happen

9 Some Negative Outcomes from Conflict People continue to avoid conflict Hurt feelings Things said in anger can have a lasting impact Lack of respect Lack of teamwork Change not occurring or happening Potential violence

10 Conflict is natural in almost every relationship. It is a matter of time. The key is to understand where the conflict comes from. Conflict can be a positive thing in organizations. It can spark change and creativity if successfully addressed. It can be negative if not addressed or recognized. Overview

11 Potential Areas of Disagreement Scarce resources Jurisdictional ambiguities Communication breakdowns Personality clashes Power and status differences Goal differences Cultural differences values

12 Effects of Disagreement Communication misfires Conflict among team members and among teams within the organization Lack of clarity in priorities Lack of trust in each other Lack of trust in management Reduction in productivity Reduction in creativity and innovation

13 Conflict Management styles There are five conflict management styles: Competing Accommodating Avoiding Collaborating Compromising

14 Competing Assertive and uncooperative, an individual pursues his/her own concerns at the other persons expense. Conflict Management styles

15 Accommodating Conflict Management styles Unassertive and cooperative – this is the opposite of competing. When accommodating, an individual neglects his/her own concerns to satisfy the concerns of the other person.

16 Avoiding Unassertive and uncooperative – this individual does not immediately pursue his/her own concerns or those of the other person. Conflict Management styles

17 Collaborating Conflict Management styles Both assertive and cooperative – this is the opposite of avoiding. Collaborating involves an attempt to work with the other person to find some solution which fully satisfies the concerns of both persons.

18 Compromising This style is an intermediate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution which partially satisfies both parties. Conflict Management styles

19 Youve got to love your people more than your position

20 In preparing for a difficult conversation, it takes strength, emotional intelligence and maturity to look at the other persons perspective, point-of-view, and side in the conflict.

21 Why Have Difficult Conversations? Youll reduce your anxiety and get better results Youll identify barriers to effective communication Youll understand and express complex thoughts and feelings productively Youll simply solve problems – amicably


23 Steps to prepare for a Difficult Conversation 1. Stop arguing about who is right. Explore each others stories.

24 Steps to prepare for a Difficult Conversation 2. Abandon blame. Sort out and map the contribution system.

25 3. Do not assume, act based on facts. Steps to prepare for a Difficult Conversation

26 4. Ground your pride. Ask yourself what is at stake? Steps to prepare for a Difficult Conversation

27 Steps to prepare for a Difficult Conversation 5. Create a Learning Conversation

28 Wrong Reflexes What to avoid? Writing memos instead of talking Withholding needed information Not returning messages Delaying giving required support Continue/…next page

29 Getting others to take sides Shouting Threatening Undermining the opponents reputation Nervous gestures Closed body posture Tense facial expressions Wrong Reflexes What to avoid?

30 Laugh with people, not at them Lighten up. Dont take yourself too seriously Think with a sense of humor Adopt a fun and playful attitude Plan to have a good time every single day Help others see the lighter side of things Importance of Sense of Humor in the work place – basic fundamentals

31 Conflict Resolution Skills Power contests Rights contests Interest reconciliation There are three ways to resolve any conflict:

32 AutocraticDemocratic SELLTELLPARTICIPATEDELEGATE Degree of authority used by the leader Degree of authority allowed followers Leader presents the decision; invites questions Leader presents the problem, gets input and makes the decision Leader defines limit, permits followers to make the decision Leader makes the decision; announces it.

33 Relationships are the glue that holds team members together.

34 Seek to understand the other persons point of view before you explain yours. Try to arrive at a common goal Build on areas of agreement Clearly state your desire to find a solution that will work for all involved Depersonalize the conflict Avoid blaming, accusatory and inflammatory comments Ask yourself if this is the time and place to pursue an issue of conflict See conflict as a disagreement about goals, ideas, and methods, rather than a personality or style conflict.

35 Use a third-party negotiator when you are unable to practice cooperative problem solving Listen to other peoples concerns. Before meeting about a conflict, visualize the conflict resolved in the best way for all parties. Provide motivation for people involved in on-going or recurring conflicts to resolve their differences. Always focus on reaching win/win solution.

36 Again, conflict is natural It occurs in all relationships The key is how to recognize it, deal with it, and harness it for change and success It starts with recognizing your own reactions to conflict and how you can better deal with others and their reactions to conflict for resolution

37 People dont care how much you know, until they know how much you care.


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