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REDUCING CONFLICT IN THE WORK PLACE

REDUCING CONFLICT IN THE WORK PLACE. Purpose. The goal of this presentation is to assist you in learning the principles of successful conflict management to help you apply those principles to workplace and personal situations. Learning Objectives.

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REDUCING CONFLICT IN THE WORK PLACE

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  1. REDUCING CONFLICT IN THE WORK PLACE

  2. Purpose • The goal of this presentation is • to assist you in learning the principles of successful conflict management • to help you apply those principles to workplace and personal situations

  3. Learning Objectives Identify & understand conflicting situations Clarify the conflict management process Utilize effective strategies and communication techniques for conflictmanagement

  4. Conflicting Situations • Defining Conflict • Potential Consequences of Conflict • Sources of Conflict • The Conflict Cycle

  5. Defining Conflict Conflict is defined as a condition in which the concerns of two or more parties appear to be incompatible.

  6. Defining Conflict Fight or Coercion Threatening Shouting Withholding support Ignoring Communication Avoiding Personal Conflict Polarizing the workplace Filing a grievance Flight or Distancing Crying Anxiety or panic Closed body language No eye contact

  7. Consequences of Conflict • Conflict has positive or negative effects, • depending upon • how we view it • how we deal with it

  8. Positive Consequences of Conflict Helps to confront issues Increases energy for decision making Improves the quality of problem solving Facilitates better Relationships Enhances our own self-awareness Generates creative solutions Makes life more interesting Brings enjoyment in our lives

  9. Negative Consequences of Conflict • Involves the possibility of winners and losers • Decreases teamwork, morale, and collaboration • Uses up resources

  10. Sources of Conflict Poor Communication Unclear Jurisdiction Differences of Goals Differences in Styles Differences in Values Differences in Opinions Conflict of Interest Use of the Same Divergent Persons Differences of Needs

  11. THE CONFLICT CYCLE Beliefs and Attitudes About Conflict Conflict Occurs Consequence Your Response To Conflict

  12. 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

  13. Conflict Management Process • IDENTIFYING CONFLICT • Pay attention to: • any symptoms and behaviors • of another person • your own internal reactions • to situations and people

  14. Conflict Management Process • ANALYZE THE CONFLICT • understand your own position • and emotions • understand position and emotions of the other person

  15. Conflict Management Process • GOAL-SETTING • To create positive conflict outcome • take into account • the particular conflict issue • the short-term outcome • the long-term outcome

  16. Conflict Management Process • DECIDING • To reach positive conflict outcome, • choose one or more appropriate • conflict management strategies • listed below. • Avoidance/Denial • Competition • Accommodation • Compromise • Collaboration

  17. Conflict Management Process IMPLEMENTATION You are actually implementing your conflict management strategies

  18. Strategies for Conflict Management • Denial/ Avoidance The Turtle • Competition The Shark • Accommodation/Giving In The Teddy Bear • Collaboration The Owl • Compromise The Fox

  19. Conflict Management Strategies DENIAL/AVOIDANCE

  20. Conflict Management Strategies • DENIAL/AVOIDANCE • Denial - There is no conflict in progress • Avoidance - Conscious decision to • “do nothing”

  21. Conflict Management Strategies • DENIAL/AVOIDANCE • It is appropriate to use when • “doing nothing” will not damage • an ongoing relationship • you are not interested in maintaining or • creating a relationship with the other party • “doing nothing” will not result in additional • problems down the road • the cost of doing something outweigh • any benefits you anticipate

  22. Conflict Management Strategies • DENIAL/AVOIDANCE • It is NOT appropriate to use when • the conflict issue is important to you • or to the other party • you value the relationship with the other party and believe doing nothing will affect it in the long haul

  23. Conflict Management Strategies COMPETITION

  24. Conflict Management Strategies • COMPETITION • The key component of this strategy are: • the use of power and influence • it creates win/lose outcome

  25. Conflict Management Strategies • COMPETION • It is appropriate to use when • a decision needs to be made immediately or disaster will result • you have more power and influence than • the other party • the stakes are high • you cannot live without achieving your goal • you are absolutely sure you are correct • you are in position of formal power

  26. Conflict Management Strategies • COMPETION • It is NOT appropriate to use when • the stakes are low and the issue is • not important • you will need ongoing cooperation with the other party over time • you cannot afford to lose completely

  27. Conflict Management Strategies ACCOMMODATION/ GIVING IN

  28. Conflict Management Strategies • ACCOMMODATION/ GIVING IN • It means that • you stop pursuing your “issue goal,” • stop resisting what the other party wants

  29. Conflict Management Strategies • ACCOMMODATION/ GIVING IN • It is appropriate to use when • the conflict issue is not important to you • your major concern is having a smooth • long-term relationship with the other party • the other party has a lot more power and • control over the situation • you know you are likely to lose if you use • a “stronger” approach

  30. Conflict Management Strategies • ACCOMMODATION/ GIVING IN • It is NOT appropriate to use when • the issues is very important to you • you will carry resentment if you give in • you always give in to a specific party • in a relationship • your role is such where you have to establish • some sense of authority

  31. Conflict Management Strategies COLLABORATION

  32. Conflict Management Strategies COLLABORATION It means to work together cooperatively to identify a solution which is often a creative and harder-to-find-solution(s) so that both parties WIN. This strategy is the most time consuming since it involves in-depth discussion of the problem, analysis and a great deal of communication between the parties

  33. Conflict Management Strategies • COLLABORATION • It is appropriate to use when • there is enough time to undertake • a longer process • an immediate decision may not be required • team and relationship building is a high priority • both parties have strong commitments to • their goals AND maintaining good relationships • in the future

  34. Conflict Management Strategies • COLLABORATION • It is NOT appropriate to use when • a decision is needed immediately • there is insufficient time to work in • a collaborative way • one party insists on using a competitive strategy • the importance of the conflict issue is minimal • the time to collaborate can’t be justified

  35. Conflict Management Strategies COMPROMISE

  36. Conflict Management Strategies COMPROMISE It involves an attempt to come to some solution which is mutually acceptable to both parties, but does not completely satisfy both parties. Each party gives up some of their needs, so that a decision can be made.

  37. Conflict Management Strategies • COMPROMISE • It is acceptable to use when • there is some wiggle-room on both sides and each party can give up a little • there is not enough time to develop more • creative solutions • investment in the issues on both sides is not • too high

  38. Conflict Management Strategies • COMPROMISE • It is NOT acceptable to use when • any compromise solution is bound to be disastrous • either or both parties may carry resentment about • not getting what they want • the other party is clearly not interested in • compromise • the other party is imposing power

  39. Cooperative Communication Techniques • There are several techniques that are • effective in both preventing and/or dealing • with conflict situations. • They are as following • Active or Reflective Listening • Empathy Statements • Assertive Statements • Responsiveness

  40. Cooperative Communication Techniques ACTIVE /REFLECTIVE LISTENING It involves taking what someone says to you, and rephrasing it or paraphrasing it so that the person knows you heard and understood them.

  41. Cooperative Communication Techniques • ACTIVE /REFLECTIVE LISTENING • The guidelines for using listening techniques • are as following: • the tone used in paraphrasing is important • there is a limit on the power of listening • there is a skill to paraphrasing • the timing of active listening is important

  42. Cooperative Communication Techniques EMPATHY RESPONSES These responses are ways of reacting to someone that shows that we understand and can relate to their situation, particularly on an emotional level.

  43. Cooperative Communication Techniques • EMPATHY RESPONSES • The guidelines for use empathy responses are • as following: • congruence of the words, the tone of voice, • and non-verbals is important • response must be accurate, so you prove • you understand • responses need to be used with other things

  44. Cooperative Communication Techniques ASSERTIVE STATEMENTS It provides us with a means of expressing our own feelings and needs in a non-aggressive and non-passive way.

  45. Cooperative Communication Techniques • ASSERTIVE STATEMENTS • The guidelines for using assertive statements • are as following: • many people will not react positively to it • state the practical effect of person’s behavior • the timing of assertive request is critical

  46. Cooperative Communication Techniques RESPONSIVENESS Responsiveness means speaking or acting in a way that RESPONDS to the wants and needs of the other person. It goes beyond listening and empathy, because it also shows you are prepared to ACT on that understanding.

  47. Cooperative Communication Techniques • RESPONSIVENESS • The guidelines to use responsiveness are • as following: • listen carefully to determine possible action • check out your hypothesis with the other person • once the other person has confirmed your • hypothesis about their needs, offer what you can do • do what you say • check back after you complete your action • repeat the cycle as necessary

  48. Summary • Identified & provided better understanding of conflicting situations • Clarified the conflict management process • Discussed effective strategies and communication techniques for conflictmanagement

  49. Summary • Use SAFEApproach: • S ecure open communication • A cknowledge individual behavioral strategies • F acilitate skill training • E ngage in resolution of issues

  50. Reducing Conflict in the Workplace • Contact Your Employee Assistance Program • available by phone consultation • available to help with conflict resolutions • available to help with stress management, and work and family problems

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