1 Purpose The goal of this presentation is to assist you in learning the principles of successful conflict managementto help you apply those principles to workplace and personal situations
2 Learning Objectives Identify & understand conflicting situations Clarify the conflict management processUtilize effective strategies and communication techniques for conflict management
3 Conflicting Situations Defining ConflictPotential Consequences of ConflictSources of ConflictThe Conflict Cycle
4 Defining Conflict Conflict is defined as a condition in which the concerns oftwo or more parties appearto be incompatible.
5 Defining Conflict Fight or Coercion Threatening Shouting Withholding supportIgnoring CommunicationAvoiding Personal ConflictPolarizing the workplaceFiling a grievanceFlight or DistancingCryingAnxiety or panicClosed body languageNo eye contact
6 Consequences of Conflict Conflict has positive or negative effects,depending uponhow we view ithow we deal with it
7 Positive Consequences of Conflict Helps to confront issuesIncreases energy for decision makingImproves the quality of problem solvingFacilitates better RelationshipsEnhances our own self-awarenessGenerates creative solutionsMakes life more interestingBrings enjoyment in our lives
8 Negative Consequences of Conflict Involves the possibility of winners and losersDecreases teamwork, morale, and collaborationUses up resources
9 Sources of Conflict Poor Communication Unclear Jurisdiction Differences of GoalsDifferences in StylesDifferences in ValuesDifferences in OpinionsConflict of InterestUse of the SameDivergent PersonsDifferences of Needs
10 THE CONFLICT CYCLE Beliefs and Attitudes About Conflict ConsequenceConflict OccursYour ResponseTo Conflict
11 Conflict Management Process Identifying Conflict “Something is going on”Analyze the Conflict “ What management option will work”Goal Setting “What short & long term outcomes I do want ?”Deciding “How specifically to approach the conflict”Implementation I am using conflict management strategies
12 Conflict Management Process IDENTIFYING CONFLICTPay attention to:any symptoms and behaviorsof another personyour own internal reactionsto situations and people
13 Conflict Management Process ANALYZE THE CONFLICTunderstand your own positionand emotionsunderstand position and emotions of the other person
14 Conflict Management Process GOAL-SETTINGTo create positive conflict outcometake into accountthe particular conflict issuethe short-term outcomethe long-term outcome
15 Conflict Management Process DECIDINGTo reach positive conflict outcome,choose one or more appropriateconflict management strategieslisted below.Avoidance/DenialCompetitionAccommodationCompromiseCollaboration
16 Conflict Management Process IMPLEMENTATIONYou are actually implementing your conflict management strategies
17 Strategies for Conflict Management Denial/ Avoidance The TurtleCompetition The SharkAccommodation/Giving In The Teddy BearCollaboration The OwlCompromise The Fox
19 Conflict Management Strategies DENIAL/AVOIDANCEDenial - There is no conflict in progressAvoidance - Conscious decision to“do nothing”
20 Conflict Management Strategies DENIAL/AVOIDANCEIt is appropriate to use when“doing nothing” will not damagean ongoing relationshipyou are not interested in maintaining orcreating a relationship with the other party“doing nothing” will not result in additionalproblems down the roadthe cost of doing something outweighany benefits you anticipate
21 Conflict Management Strategies DENIAL/AVOIDANCEIt is NOT appropriate to use whenthe conflict issue is important to youor to the other partyyou value the relationship with the other party and believe doing nothing will affect it in the long haul
23 Conflict Management Strategies COMPETITIONThe key component of this strategy are:the use of power and influenceit creates win/lose outcome
24 Conflict Management Strategies COMPETIONIt is appropriate to use whena decision needs to be made immediately or disaster will resultyou have more power and influence thanthe other partythe stakes are highyou cannot live without achieving your goalyou are absolutely sure you are correctyou are in position of formal power
25 Conflict Management Strategies COMPETIONIt is NOT appropriate to use whenthe stakes are low and the issue isnot importantyou will need ongoing cooperation with the other party over timeyou cannot afford to lose completely
26 Conflict Management Strategies ACCOMMODATION/ GIVING IN
27 Conflict Management Strategies ACCOMMODATION/ GIVING INIt means thatyou stop pursuing your “issue goal,”stop resisting what the other party wants
28 Conflict Management Strategies ACCOMMODATION/ GIVING INIt is appropriate to use whenthe conflict issue is not important to youyour major concern is having a smoothlong-term relationship with the other partythe other party has a lot more power andcontrol over the situationyou know you are likely to lose if you usea “stronger” approach
29 Conflict Management Strategies ACCOMMODATION/ GIVING INIt is NOT appropriate to use whenthe issues is very important to youyou will carry resentment if you give inyou always give in to a specific partyin a relationshipyour role is such where you have to establishsome sense of authority
31 Conflict Management Strategies COLLABORATIONIt means to work together cooperativelyto identify a solution which is oftena creative and harder-to-find-solution(s)so that both parties WIN.This strategy is the most time consumingsince it involves in-depth discussionof the problem, analysis and a great dealof communication between the parties
32 Conflict Management Strategies COLLABORATIONIt is appropriate to use whenthere is enough time to undertakea longer processan immediate decision may not be requiredteam and relationship building is a high priorityboth parties have strong commitments totheir goals AND maintaining good relationshipsin the future
33 Conflict Management Strategies COLLABORATIONIt is NOT appropriate to use whena decision is needed immediatelythere is insufficient time to work ina collaborative wayone party insists on using a competitive strategythe importance of the conflict issue is minimalthe time to collaborate can’t be justified
35 Conflict Management Strategies COMPROMISEIt involves an attempt to come to some solutionwhich is mutually acceptable to both parties,but does not completely satisfy both parties.Each party gives up some of their needs, so thata decision can be made.
36 Conflict Management Strategies COMPROMISEIt is acceptable to use whenthere is some wiggle-room on both sides and each party can give up a littlethere is not enough time to develop morecreative solutionsinvestment in the issues on both sides is nottoo high
37 Conflict Management Strategies COMPROMISEIt is NOT acceptable to use whenany compromise solution is bound to be disastrouseither or both parties may carry resentment aboutnot getting what they wantthe other party is clearly not interested incompromisethe other party is imposing power
38 Cooperative Communication Techniques There are several techniques that areeffective in both preventing and/or dealingwith conflict situations.They are as followingActive or Reflective ListeningEmpathy StatementsAssertive StatementsResponsiveness
39 Cooperative Communication Techniques ACTIVE /REFLECTIVE LISTENINGIt involves taking what someonesays to you, and rephrasing itor paraphrasing it so thatthe person knows you heardand understood them.
40 Cooperative Communication Techniques ACTIVE /REFLECTIVE LISTENINGThe guidelines for using listening techniquesare as following:the tone used in paraphrasing is importantthere is a limit on the power of listeningthere is a skill to paraphrasingthe timing of active listening is important
41 Cooperative Communication Techniques EMPATHY RESPONSESThese responses are ways of reacting tosomeone that shows that we understandand can relate to their situation, particularlyon an emotional level.
42 Cooperative Communication Techniques EMPATHY RESPONSESThe guidelines for use empathy responses areas following:congruence of the words, the tone of voice,and non-verbals is importantresponse must be accurate, so you proveyou understandresponses need to be used with other things
43 Cooperative Communication Techniques ASSERTIVE STATEMENTSIt provides us with a means ofexpressing our own feelings andneeds in a non-aggressive andnon-passive way.
44 Cooperative Communication Techniques ASSERTIVE STATEMENTSThe guidelines for using assertive statementsare as following:many people will not react positively to itstate the practical effect of person’s behaviorthe timing of assertive request is critical
45 Cooperative Communication Techniques RESPONSIVENESSResponsiveness means speaking or actingin a way that RESPONDS to the wants and needsof the other person.It goes beyond listening and empathy, because italso shows you are prepared to ACT on thatunderstanding.
46 Cooperative Communication Techniques RESPONSIVENESSThe guidelines to use responsiveness areas following:listen carefully to determine possible actioncheck out your hypothesis with the other persononce the other person has confirmed yourhypothesis about their needs, offer what you can dodo what you saycheck back after you complete your actionrepeat the cycle as necessary
47 SummaryIdentified & provided better understanding of conflicting situationsClarified the conflict management processDiscussed effective strategies and communication techniques for conflict management
48 Summary Use SAFE Approach: S ecure open communication A cknowledge individual behavioral strategiesF acilitate skill trainingE ngage in resolution of issues
49 Reducing Conflict in the Workplace Contact Your Employee Assistance Programavailable by phone consultationavailable to help with conflict resolutionsavailable to help with stress management, and work and family problems