conflict july 2016
TRANSCRIPT
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
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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
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Definitions• Conflict• Conflict management• Conflict resolution
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Types of conflict
Types of conflict• Conflict between individuals• Conflict between groups
• Constructive or destructive• Cognitive or affective
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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
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Role conflict
Role conflict• Roles• Role pressure• Role salience
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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
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Conflict handling styles
Conflict handling styles
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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
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Tell-tale signs; he or she is a …
Tell-tale signs; he or she is a ….
• Dismissive• Defensive• Blamers• Kiss-ups• Maladaptive
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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
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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
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Managing conflict between individuals
Managing conflict between individuals
• Have a quiet word• Investigate informally• Use your internal procedures• Upgrade your skills• Consider getting help
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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
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Alternative dispute resolution (ADR)
Alternative dispute resolution (ADR)
• Benefits to implementing dispute resolution processes in the workplace
• Facilitation• Conciliation• Mediation• Benefits of ADR
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More about mediation
More about mediation• Definition• Why use mediation• What mediators will do…• What mediators will not do…
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A model for managing conflict
A model for managing conflict
• Creating space• Adding value• Seeking closure
• Clear vision and blind spots
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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
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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
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Exercise
Exercise
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To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
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