conflict july 2016

Go from good to great by…MANAGING CONFLICT

EFFECTIVELYLondon HR and Training

July 2016

Introduction

Page 2

Intro - London HR and Training

• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden

• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and

Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers

Page 3

Contents5-6 Definitions7-8 Types of conflict9-10 Causes of conflict11-12 The signs of conflict13-14 Role conflict15-16 Handling conflict like a grown-up17-18 Conflict handling styles19-20 Boardroom disputes21-22 Tell-tale signs; he or she is a …. 23-24 Dealing with a narcissist25-26 A strategy for conflict27-28 Discover how team members individually approach conflict29-30 Managing conflict between individuals31-32 Managing conflict between groups33-34 Preventing future conflict35-36 Alternative dispute resolution (ADR) 37-38 More about mediation…39-40 A model for managing conflict41-43 Case studies around conflict management44-46 A recent survey47-48 Exercise49-50 To sum up…

Definitions

Page 5

Definitions• Conflict• Conflict management• Conflict resolution

Page 6

Types of conflict

Types of conflict• Conflict between individuals• Conflict between groups

• Constructive or destructive• Cognitive or affective

Page 8

Causes of conflict

Causes of conflict• What causes conflict?• Triggers of functional conflict• Sources of workplace conflict• Personalities• Needs and expectations• Values• Problems from the past• Increase in workload Page 10

The signs of conflict

The signs of conflict

• Symptoms of conflict• Fight, flight or freeze

Page 12

Role conflict

Role conflict• Roles• Role pressure• Role salience

Page 14

Handling conflict like a grown-up

Handling conflict like a grown-up

• Understand individual styles• Get them talking• Consider mediation• Make it formal• Be prepared for the worst

Page 16

Conflict handling styles

Conflict handling styles

Page 18

Low concern for self (assertiveness)

High concern for self (assertiveness)

High concern for others (cooperativeness)Low concern for others (cooperativeness)

Boardroom disputes

Boardroom disputes• Common topics• Negative outcome of disputes

Page 20

Tell-tale signs; he or she is a …

Tell-tale signs; he or she is a ….

• Dismissive• Defensive• Blamers• Kiss-ups• Maladaptive

Page 22

Dealing with a narcissist

Dealing with a narcissistGifts through artful communication• Mutual respect• Self-disclosure• Discernment• Collaboration• Anticipating clashes• Apology• Reflective listeningPage 24

A strategy for conflict

A strategy for conflict• How you will prevent conflict• How you will manage conflict• When and how you will seek

outside help• When a dispute may be referred

to a higher authority

Page 26

Discover how team members individually

approach conflict

Discover how team members individually

approach conflict• Qualify what we intuitively

observe about conflict• Mix up the styles• Expanding the team’s conflict

management pallet

Page 28

Managing conflict between individuals

Managing conflict between individuals

• Have a quiet word• Investigate informally• Use your internal procedures• Upgrade your skills• Consider getting help

Page 30

Managing conflict between groups

Managing conflict between groups

• Improve the way you communicate and consult with employees

• Form representative structures• Use problem-solving cycles• Use dispute resolution

procedures• Consider outside helpPage 32

Preventing future conflict

Preventing future conflict• Put systems and procedures in

place• Develop relationships• Work together

Page 34

Alternative dispute resolution (ADR)

Alternative dispute resolution (ADR)

• Benefits to implementing dispute resolution processes in the workplace

• Facilitation• Conciliation• Mediation• Benefits of ADR

Page 36

More about mediation

More about mediation• Definition• Why use mediation• What mediators will do…• What mediators will not do…

Page 38

A model for managing conflict

A model for managing conflict

• Creating space• Adding value• Seeking closure

• Clear vision and blind spots

Page 40

Case studies around conflict management

Case studies around conflict management 1 of

2• Introduction• Disciplinary action and employee

grievances• Procedure and process• Moving from conflict manager to

becoming an expert advisor• ConfidencePage 42

Case studies around conflict management 2 of

2• Managers• HR• Trust• Voice• Procedural reform• Mediation• InnovationPage 43

A recent survey

A recent survey 1 of 2• Changes to employment tribunal

fees• Outcomes of early conciliation• Compromise/settlement

agreements• Employer attitudes to

termination• Methods of dealing with

workplace issues• Change in the frequency of use

of methods

Page 45

A recent survey 2 of 2• Changes anticipated in the next

year• Number of days spent dealing

with workplace issues• Perceptions over helpfulness of

union officials

Page 46

Exercise

Exercise

Page 48

To sum up…

To sum up…• Conclusion• Summary• Videos• Useful links

Page 50