1. Conflict
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. Overview 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.

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

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

17. Conflict Management styles
Collaborating
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. Conflict Management styles
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.

19. You’ve 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
person’s perspective, point-of-view,
and side in the conflict.

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

22. Steps to Prepare for a Difficult Conversation

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

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

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

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

27. Difficult Conversation
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. Wrong Reflexes What to avoid? Getting others to take sides Shouting
Threatening
Undermining the opponent’s reputation
Nervous gestures
Closed body posture
Tense facial expressions

30. Importance of Sense of Humor in the work place – basic “fun”damentals
Laugh with people, not at them
Lighten up. Don’t 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

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

32. Leadership & Conflict Resolution
Autocratic
Democratic
Degree of authority
used by the leader
Degree of authority
allowed followers
TELL
SELL
PARTICIPATE
DELEGATE
Leader makes
the decision;
announces it.
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

33. Relationships are the glue that holds team members together.

34. Valuable Tips Seek to understand the other person’s
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. Valuable Tips Use a third-party negotiator when you are
unable to practice cooperative problem solving
Listen to other people’s 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. The end on Conflict Resolution
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 don’t care how much you know, until they know how much you care.