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The Synthesis ofConflict Management
and Employee Engagement
Presenters
Linda Stracke Federal Senior Executive/
Executive Leadership Coach
Michael West Executive Leadership Coach/
Dispute Resolution Professional
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Understand the concepts of conflict management and employee engagement
Understand the neuroscience of employee engagement and conflict
Explore how synthesizing conflict management and employee engagement can promote organizational effectiveness
Objectives
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OPPOSITION
op’po•si’tion–n. 1. Resistance,
contradiction, contrast, differences...
Some of the most creative ideas come
from the synergy of opposition.
CONFLICT
con•flict’–n. 1. A sharp disagreement or collision in interests, ideas and/or principles... resulting in emotional disturbance...
When a person’s sense of self-worth is perceived to be
threatened or at risk.
does not necessarily
equal
Definitions from Webster’s New World Dictionary, Second College Edition
Opposition v. Conflict
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Conflict Management
Conflict management
Conflict prevention
Conflict resolution
Understand the concept of conflict preferences
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Conflict Management
The practice of recognizing and dealing with opposition (and/or conflict) in a rational, balanced and effective way.
Conflict management implemented within a business environment usually involves effective communications, problem resolving abilities and good negotiating skills to restore the focus to the organization’s overall goals.
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Conflict Prevention
“any structural or intercessory means to keep tension and disputes from escalating, and to progressively reduce the underlying problems that produce these issues and disputes.”
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Conflict Prevention
Direct prevention– measures that are aimed at preventing
short-term, often imminent, escalation of a potential conflict
Structural prevention– focuses on long-term measures that
address the underlying causes
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Conflict Resolution
Is it more than “mediation”?
Conciliation Conflict Coaching Facilitation Facilitated dialogue____________________________________
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Management Preferences Avoid
Accommodate
Collaborate
Compete
CompromiseThomas Kilmann
Conflict Preferences
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Employee EngagementOPM Definition
“The employee’s sense of purpose that is evident in their display of dedication, persistence and effort in their work or overall attachment to their organization and mission.”
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Employee Engagement
The interplay among three factors: purpose trust, and discretionary effort and interest in the
results
Jan Hills, Founder, Head Heart + Brain
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Neuroscience of Engagement
The engaged brain
The disengaged brain
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Neuroscience of Engagement
Relationship with the immediate supervisor is the strongest of all drivers of employee engagement
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Neuroscience and Conflict
Reasoned persuasion alone is seldom sufficient to convince a party in conflict of the logic of mediating.
There is no initial neuro-chemical inducement to negotiate
The first response of most people to a real or perceived threat is an emotional one, triggered neuro chemically in the brain, to either fight, flee the situation, or freeze.
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“S.C.A.R.F.”
Status
Certainty
Autonomy
Relatedness
Fairness
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“ …in agencies where there are more employees filing complaints, there may not be the same level of engagement that is fostered in agencies where employees file fewer complaints.”
Source: EEOC Complaint Data, Annual Report on the Federal Workforce Fiscal Year 2005
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There is “a statistically significant negative correlation between the number of employees who file an EEO complaint in an agency and the agency’s average level of employee engagement.”
The higher employee engagement score, the fewer number of employees file EEO complaints.
Source: 2008 MSPB Report. The Power of Federal Employee Engagement
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Commonly Heard
“I was denied training.” (Q: 47) “I don’t feel I am listened to and so I
filed an EEO complaint.” (Q: 48) “It isn’t fair the way I was treated. I don’t
know why I was treated this way. It must be because……” (Q: 49)
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7 Levels of Effectiveness
SynchronicityInnovation
EngagementCourage
FrustrationFear
Hopelessness
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Question?
How often is “relationship” a part of the conflict?
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7 Levels of Effectiveness
SynchronicityInnovation
EngagementCourage
FrustrationFear
Hopelessness
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Leader Competencies
FunctionalTechnicalRelationalEmotional
Conversational
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Language relates to conversations and
relationships.
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The quality of language = quality of conversations = depth of relationships
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Relationships provide the foundation for what can be achieved by an organization through
its people.
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Extraordinary results are created by creating extraordinary relationships.
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Desired Outcome Employee Engagement (and/or Conflict Management
Implement the design
Assess or diagnose the current situation
Create processes and systems
What We Typically Do
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Desired OutcomeEmployee Engagement (and/or Conflict Management
Imple-ment the design
Relationships Assess or diagnose the current situation
Create processes and systems
What Can We Do Instead
The missing – essential component – to engaging the employee is:
RELATIONSHIPS
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What Are We Suggesting?
Develop the soft skills with the hard skills.
Know your yourself.
Know your people.
Increase the level of dialogue.
BUILD THE RELATIONSHIPS!
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What Are We Suggesting?
Broaden the scope of conflict management and employee engagement to the relationship level.
Create a holistic approach to conflict through the choice of more than one ADR option.
Create a support system that links conflict management and employee engagement.
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“In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions."
Margaret Wheatly, "Leadership and the New Science””
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Questions/Thoughts?
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References
Five Ways Neuroscience Can Improve Your Engagement Results. Jan Hills, Founder, Head Heart + BrainLanguage and the Pursuit of Leadership Excellence. Chalmers Brothers and Vinay Kumar Leadership and the New Science: Discovering Order in a Chaotic World. Third Edition. Margaret WheatlyNeuroscience of Engagement. David RockThe Seven Levels of Personal, Group and Organizational Effectiveness. BEabove Leadership. www.beaboveleadership.com2008 MSPB Report. The Power of Federal Employee Engagement