Chief Officer Training Curriculum

1. Chief Officer Training Curriculum Human Resource Development Module 5: Managing Workforce Conflict

2. Objectives • Articulate sources of interpersonal conflict within the workplace • Compare and contrast interest-based and position-based negotiation • Apply basic mediation skills that result in a “win-win” solution

3. Objectives(continued) • Identify sources of conflict in labor/management relationships • Analyze and resolve conflict-based scenarios

4. Change in Perspective You now look at everyday tasks, activities, and issues from a different perspective.

5. Relationship Requirements • Commitment • A relationship based on trust • A work environment that is collaborative and absent of power-sharing concerns

6. Relationship Requirements(continued) • Labor and management to work together to build organizational policies and training requirements • Frequent, substantial, thorough, and multidirectional communication

7. Relationship Maintenance Tips • Do not let relationships deteriorate  • Anticipate and prepare for conflict   • Consider possible outcomes of decisions before implementation • Eliminate the perception of secrecy

8. Relationship Erosion • Erosion in labor/management relationships does not happen overnight • Once eroded, it takes a long period of time to rebuild

9. Arbitration and Litigation • Both can be expensive • Decisions are final • Time consuming • Creates a volatile work atmosphere • Produces resolutions that might be unsatisfactory to one or both parties • Can substantially injure the labor/management relationship even further

10. Activity 5.1: Labor and Management Issues Time: • Total time – 25 minutes • Discussion time – 15 minutes Purpose: To help students identify sources of conflict in labor/management relationships.

11. Activity 5.2: Personnel Problems Sources of Conflict Time: • Total time – 30 minutes • Discussion time – 20 minutes Purpose: To identify sources and solutions of interpersonal conflict within the workplace.

12. Interest- versus Position-Based Negotiations Position-based negotiation is based on WHAT people want; interest-based negotiation deals with WHY they want it.

13. Position-Based Negotiations Position-based negotiation can work well for bargaining over something that is easily divided, like money.

14. Position-Based Negotiation (continued) Is not the preferred method for personnel conflicts.

15. Interest-Based Negotiation Focuses on the parties’ interests instead of positions and can result in mutual gain.

16. Activity 5.3: Position- and Interest-Based Negotiation Time: • Total time – 50 minutes • Discussion time – 10 minutes Purpose: • To compare and contrast position and interest-based negotiation methods • Practice negotiation techniques

17. Mediation • Use mediation for conflicts involving two or more individuals who have lost the ability to communicate or reach an agreement • Do not use mediation for low-level disputes, victimization, or violation of department policies

18. Mediation Model Steps 1: State purpose and ground rules 2: Tell story in turn 3: List the issues 4: Sort issues 5: Generate solutions 6: Prioritize solutions 7: Select solution 8: Close and follow through

19. Activity 5.4: Mediation Role Play Time: • Total time – 30 minutes • Discussion time – 10 minutes Purpose: • To gain experience in negotiation and mediation • To apply basic mediation skills that result in a “win-win” solution

20. Summary We learned • Conflict resolution skills   • A chief officer has a different perspective than the labor force and issues sometimes result • To identify and resolve interpersonal conflict within the workplace • When to use position and interest-based negotiations • How and when to use the mediation model to resolve conflict with winning solutions