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Managing Conflict in the Workplace

Managing Conflict in the Workplace. Christine Marchioro IML Legislative Associate. What is Workplace Conflict? Conflict is like water: too much causes damage to people and property; too little creates a dry, barren landscape devoid of life and color. (1).

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Managing Conflict in the Workplace

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  1. Managing Conflict in the Workplace Christine Marchioro IML Legislative Associate

  2. What is Workplace Conflict?Conflict is like water: too much causes damage to people and property; too little creates a dry, barren landscape devoid of life and color. (1) Conflict is defined as incompatible attitudes, motives, values, expectations or activities. Workplace conflict is defined as “an expression of dissatisfaction or disagreement with an interaction, process, product, or service.”(2) Loosely translated: conflict is inevitable!

  3. Not All Conflict Is Bad…Properly Managed Conflict Can Bring About Great Results!! Stimulate innovation, creativity, and growth Provide for better organizational decision making Individual and group performance can be enhanced Relationships can be improved (3)

  4. Unmanaged Conflict Can… • Cause job stress, burnout, and dissatisfaction • Reduce communication • Damage relationships • Create atmosphere of distrust and suspicion (4)

  5. Unmanaged Conflict Can Also… • Cost you in terms of time, money and productivity. • Time wasted spent involved in conflict • Conflict related absenteeism • Conflict affects decision-making ability • Potential restructuring around the conflict

  6. How Do We Manage It?“Is this a private fight or can anyone join?” -Old Irish Saying • You as “The Third Side” • Bring parties to the table • Facilitate communication • Listen and acknowledge • Help employees search for a solution (5)

  7. Examples of Workplace Conflict • Individual • The expectations of the employee and the employer differ • Two or more employees • Personality or work ethic differences • Groups • Disagreements between labor and management

  8. Scenario #1You’ve asked an employee to perform a task that they perceive is not within their job description. • If they don’t comply with your request, how do you respond? • If they do comply, but question their responsibility to follow through, what do you do?

  9. Addressing the Problem • Technique of Role Analysis • Purpose of Role • Expectations of employee • Expectations of employer • Role profile (6)

  10. Scenario #2Two or More Employees Simply Cannot Get Along • Separate people from the problem • Focus on interests, not positions • Invent options for mutual gain • Use objective criteria (7)

  11. Why Conflict Starts: Frustrated needs Poor skills Weak relationships How to Prevent Conflict: Provide Teach Build (8) Tips for Prevention…

  12. References (1) Cathy A. Constantino and Christina Sickles Merchant, Designing Conflict Management Systems (San Francisco, CA: Jossey-Bass, Inc., 1996) xiii (2) M. Afzalur Rahim, Managing Conflict in Organizations (Westport, CT: Quorum Books, 2001) (3) Rahim 7 (4) Rahim 7 (5) William Ury, The Third Side (New York, NY: Penguin Group, 2000) 140-168 (6) Rahim 104-114 (7) Roger Fisher and William Ury, Getting to Yes: Negotiating Agreement Without Giving In (New York, NY: Penguin Group, 1991) 15-93 (8) Ury 114-139

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