get constructive! exploring conflict to drive results a uq leadership community event
TRANSCRIPT
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Get Constructive!Exploring conflict to drive results
A UQ Leadership Community event
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Your response to conflict…
Which animal represents you? Why?Which animal would you like to be more like? Why?
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CONFLICT……….RESOLUTIONdisagreement
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Your turn first…
Think of examples of workplace conflict or disagreement you have been involved in.
At least one that went well…One that could have gone better…
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conflict/disagreement
What causes
?
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(Some) Causes of conflict
different perspectives/informationpersonality stylesscarce resources (or perception)opposing goals (or perception)different value systemsmisunderstandingsincomplete or inaccurate datapower imbalances or (perceived) injusticeunclear/overlapping roles or responsibilities… … …
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Causes of conflict
Relationships
Data/Information
InterestsStructures
Values
- misinformation- lack of information- different perspectives/
interpretations
- ‘why’/motivations- competing goals
(perceived or actual)- ‘how’/procedure
- constraints or inequities:resources, time, other
- unclear responsibilities- power imbalances
- systems
- negative behaviour- communication- misperceptions- stereotyping- emotional
issues- different value
systems, ideologies, worldviews
- different criteria for decisions
External- mood
- personal- outside factors
‘Circle of conflict’ model – Christopher Moore
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Why are some disagreements easy and
others are hard?
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Why is it important and beneficial to disagree?
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Potential benefits of conflict
• Better information• Fosters awareness of problems• Can lead to better solutions and decisions• Challenging old assumptions can lead to improved
practices and processes• Requires creativity to find the best outcomes• Opens up more possibilities• Builds commitment to mutually created
outcomes• Managing conflicts appropriately helps build self-
esteem and encourages personal growth
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Why is conflict healthy for teams?
• Shows people are engaged / care• Shows that people have a voice – and are
willing to use it• Increases participation in decisions• Builds mutual understanding – what’s
important to others• Strengthens relationships and collaboration –
if it’s kept constructive• Well-managed conflict is a sign of maturity
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What keeps conflict constructive?
Task-focused (what, when, how
to do things)
Relationship
Early (idea generation,
development)
Type of conflict
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“Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree …they ensure that all opinions and ideas
are put on the table and considered, giving confidence to team members that
no stone has been left unturned.”
- Patrick Lencioni
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Data/Information
Relationships
InterestsStructures
Values
External
Task-focusedFocus energy
on these areas to maintain
constructive outcomes
Relationship-focusedAim to shift to task-focused elements, or build understanding
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What keeps conflict constructive?
Task-focused (what, when, how
to do things)
Relationship
Early (idea generation,
development)
Type of conflict
High trust
Willingness to be open/vulnerable
No “intention invention”
Safety is key
Level of trust
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“Teams that trust each other are not afraid to engage in passionate dialogue around issues and decisions that are key to the
organization’s success.
They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discovering
the truth, and making great decisions.”
- Patrick Lencioni
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What if there’s no trust?
Identify a shared purpose & expectations
Communicate openly & regularly,
including about trust & teamwork
Get to know people as people:
explore values, personalities, backgrounds
Accept mistakes without blame;
resolve them together
Create shared experiences &
history
Lead by example, no matter your
role
Adapted from http://www.mindtools.com/pages/article/building-trust-team.htm
Start with empathy: the effort to understand others’ points of view
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http://dharmaconsulting.com/2009/how-to-reduce-conflict-a-14-second-tutorial/
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Data/Information
Relationships
InterestsStructures
Values
External
With trust comes moresharing, more understanding, benefit of the doubt, willingness to agree to disagree
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What keeps conflict constructive?
Task-focused (what, when, how
to do things)
Relationship
Early (idea generation,
development)
Type of conflict
High trust
Willingness to be open/vulnerable
No “intention invention”
Safety is key
Level of trust
FairlyFactually
Info sharedFeelings and
needs expressedAgree to move
forward
How people engage
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http://www.crnhq.org/files/66138/files/Handouts%20and%20Posters/FightingFairposter.pdf
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What keeps conflict constructive?
Task-focused (what, when, how
to do things)
Relationship
Early (idea generation,
development)
Type of conflict
High trust
Willingness to be open/vulnerable
No “intention invention”
Safety is key
Level of trust
FairlyFactually
Info sharedFeelings and
needs expressedAgree to move
forward
How people engage
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There are limits!
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Uh-oh… A disagreement!
Data/Information
Relationships
InterestsStructures
Values
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Let’s talk about … us.
• What’s your response? What would you like to be different?
• Why do we respond like this?• What are your hot buttons?• What happens in your body
(and brain)?
PauseBreak
Breathe
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Responses to conflict
Active constructive Perspective taking
Creating solutions
Expressing emotions
Reaching out
Passive constructive Reflective thinking
Delay responding
Adapting
Active destructive Winning at all costs
Displaying anger
Demeaning others (e.g. sarcasm)
Retaliating
Passive destructive Avoiding
Yielding
Hiding emotions
Self-criticising
When do you tend to use each type of response?How could you do more/do something different?
Davis, Capobianco & Kraus (2010)
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Balancing advocacy & inquiry
State your assumptionsExplain your reasoning/thinkingShare your dataExplain your contextTest your thinking – ask for reactions,
flaws, different viewsReveal areas which lack clarity
Here’s what I think and how I got there. Can you see any gaps?
Do you see it differently?
Ask others to describe their thought process/reasoning
Explore their data; ask for contextExplain your reasons for inquiringUse probing, non-aggressive languageCheck your understandingExplain reasons for inquiring
What leads you to conclude that? Can you help me understand your
thinking? What are the implications of this?
Advocacy Inquiry
Adapted from https://www.solonline.org/?page=Tool_InquiryAdvocacy
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What comes next?
What will you do to:
- Improve your response to conflict situations
- Build trust within your relationships
- Establish conflict ground rules
- Something else?
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UQ Leadership Community www.hr.uq.edu.au/leadership-community
www.hr.uq.edu.au/leadership
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Credit where it’s due
• Circle of Conflict modelMoore, C. The mediation process: Practical strategies for resolving conflict.
• Responses to conflictDavis, M.H., Capobianco, S., Kraus, L.A. (2010). Gender differences in responding to conflict in the workplace: Evidence from a large sample of working adults.
• Advocacy & Inquiryhttps://www.solonline.org/?page=Tool_InquiryAdvocacy