Conflict Management In The Workforce. Presented by Kim Coleman Chief Executive Officer, Employment Ventures www.employmentventures.org. Introduction.
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Chief Executive Officer,
In today's society, there exists a common reluctance to "get involved" in a conflict situation. Who doesn't feel uncomfortable at the thought of an unpleasant and possibly emotional confrontation? We usually hope the problem will work itself out. Unfortunately, individual conflicts are rarely "self-healing" conditions.
This presentation will address common workplace conflicts and lend helping suggestions and methods of overcoming them.
Substantive conflict canoccur on just about any issue, but its moving force is that the two parties simply disagree about an issue. This can be a good thing or a bad thing. Handled correctly parties in conflict can create, for themselves and those around them, the ability to resolve an issue with something creative, something better than either party's original position.
Personalized conflict is almost never a good thing. First,personalized conflict is fuelled primarily by emotion (usually anger, frustration) and perceptions about someone else's personality, character or motives. When conflict is personalized and extreme each party acts as if the other is suspect as a person. Second, because personalized conflict is about emotion and not issues, problem solving almost never works, because neither party is really interested in solving a problem...in fact, in extreme cases, the parties go out of their ways to create new ones, imagined or real. Third, personalized conflicts almost always get worse over time, if they cannot be converted to substantive conflict. That is because each person expects problems, looks for them, finds them, and gets angrier.Two Types of Conflict
When involved in a conflict situation, it is important that you are aware of whether you and the other party are dealing with a substantive conflict or a personalized one. It isn't always easy to tell them apart, and it is difficult to look honestly at oneself. Ask yourself the following questions:
undeserving of respect?
to it's seriousness or lack thereof?
If the answer to any of these questions isyes, you may be setting yourself up for a personalized conflict that nobody can win in the long term. With respect to the other person, one good indicator of a personalized conflict situation is that the person will try to counter your substantive point on the issue with a series of DIFFERENT reasons why you are wrong.
Move To Substantive Issues
Work To Prevent Personalization
The easiest of all to manage.
It is rare that personalization occurs just on the basis of two incompatible personalities. Usually, personalization occurs because conflict on substantive issues is handled badly. That is, one or both parties behaves in non-cooperative ways.
Using Positive Language
Language is an exceedingly powerful tool.
Whether you communicate orally, or in written form, the way you express yourself will affect whether your message is received positively or negatively. Even when you are conveying unpleasant news, the impact can be softened by the use of what we call positive language.
Use I Messages for positive communication-
I think - I feel - I believe
I don’t - I wont – I can’t
You don’t – You won’t – You can’t
Mediation is a form of Alternative Dispute Resolution that may be offered by your employer.
Mediation is an informal process in which a neutral third party assists the opposing parties to reach a voluntary, negotiated resolution. The decision to mediate is completely voluntary for the charging party and the employer. Mediation gives the parties the opportunity to discuss the issues raised in the charge, clear up misunderstandings, determine the underlying interests or concerns, find areas of agreement and, ultimately, to incorporate those areas of agreements into resolutions. A mediator does not resolve the charge or impose a decision on the parties. Instead, the mediator helps the parties to agree on a mutually acceptable resolution.
Tell people what you want, not how to do it
Manage the function not the paperwork
Get out of the office
Lead by example
Learn from the mistakes of others
Offer and receive positive criticism
Work on your weakness first
Don’t limit yourself
Be on time for all appointments
Stop and smell the roses
Manage your stress
You are not smarter than everybody
Do your homework
It’s not how hard you work, it’s what you get done
Practice time management
Focus your energiesThings To Remember for Personal Development