managing conflict at work october 2013

Managing conflict at work

by Toronto Training and HR

October 2013

CONTENTS5-6 Definitions7-8 The nature of conflict9-10 Reasons for conflict11-13 Styles of dealing with conflict14-15 Adopting a collaborative style 16-17 Using the “Interest-based relational” approach18-19 Conflict strategies20-22 Strategies to minimize the possibility of violence23-25 Benefits of listening and understanding26-27 Encouraging a conversation to take place28-29 Golden rules of engagement30-31 Communication32-33 Negotiation34-35 Tackling sensitive areas36-39 Generational differences40-41 Raising levels of emotional intelligence42-43 What should leaders look for?44-45 Mediation46-48 Resolving conflict49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

Definitions

Definitions

• Conflict• Conflict resolution • Constructive conflict• Destructive conflict

• Why does it exist?• Myths around conflict • Factors influencing

conflict• When we are likely to

respond poorly to conflict

The nature of conflict

The nature of conflict

• Types• Categories• Sources• Origins• Ingredients• Components

Reasons for conflict

Reasons for conflict

• Contentious personalities• Misunderstanding• Issues• Leadership styles

Styles of dealing with conflict

Styles of dealing with conflict 1 of 2• Competitive or assertive• Collaborative• Compromising• Accommodating• Avoiding

Styles of dealing with conflict 2 of 2• What it looks or feels like• The potential result• When to use it

Adopting a collaborative style

Adopting a collaborative style

• Find the root cause• Allow all parties to speak• Encourage all parties to

listen• Identify areas of

disagreement• Identify areas of

agreement• Search for solutions• Reach a consensus

Using the “Interest-based relational”

approach

Using the “Interest-based relational” approach

• Make sure that good relationships are the first priority

• Keep people and problems separate

• Pay attention to the interests that are being presented

• Listen first and talk second

• Set out the “facts”• Explore options together

Conflict strategies

Conflict strategies

• Know your hot buttons• Avoid being insensitive• Appreciate/Inquire/

Respond

Strategies to minimize the possibility of

violence

Strategies to minimize the possibility of violence 1 of 2

• Fostering organizational cultures that do not tolerate violent behaviours and that value and act on reports of such behaviour

• Completing appropriate screening of job applicants

Strategies to minimize the possibility of violence 2 of 2

• Training employees on the warning signs of violent behaviour and what to do if those signs are observed

• Resolving serious workplace conflicts before they can escalate into violent incidents

Benefits of listening and understanding

Benefits of listening and understanding 1 of 2

• A different or new understanding of the problem

• New ways to improve the workplace environment

• Steps to be taken to stop the annoying behaviour

• People having a discussion of how to repair the damage

• Opportunity to change a perceived unfair rule or regulation

Benefits of listening and understanding 2 of 2

• Finding ways to accommodate a personal need

• Letting the person be heard

Encouraging a conversation to take

place

Encouraging a conversation to take place

• Realize everyone’s good intentions

• Resist the urge to solve the problem

• Encourage in-person conversations

• If you have to, take a side• Evangelize your

philosophy about conflict

Golden rules of engagement

Golden rules of engagement

• Listen and respond with empathy

• Be involved; ask for the other person’s opinions, ideas and thoughts

• Maintain and affirm self-esteem

Communication

Communication

• The role of communication

• Non-defensive communication

• Six stages of a conversation

• Rational communicators• Relational communicators• Avoiders• Fighters• Emotional roller coasters

Negotiation

Negotiation

• The negotiation process• Steps to take when

negotiating

Tackling sensitive areas

Tackling sensitive areas

• Confident with the facts• Tentative with the

interpretation• Encourage the

“adversary” to poke holes in the interpretation

Generational differences

Generational differences 1 of 3

• Veterans• Baby Boomers• Generation X• Generation Y• Millennials


ADDRESSING GENERATIONAL CONFLICT• Policies that limit texting

during work hours and the use of non-work technology

• Install software to limit access to specific social media sites

• Provide clear communications and expectations at the beginning

• Utilize job shadowing to appreciate the efforts of others


ADDRESSING GENERATIONAL CONFLICT (CONTINUED)• “Hire around” the Millennials• Work with local colleges to

teach Millennials how to act at work

• Bring in speakers on the topic of generational differences

• Provide awareness training• Offer a flexible work schedule• Ensure one day per month

casual attire can be worn

Raising levels of emotional intelligence

Raising levels of emotional intelligence

• Self-awareness• Self-regulation• Self-motivation• Empathy• Effective relationships

What should leaders look for?

What should leaders look for?

• Alternatives• Emphasis• Disagreement• Agreement• Openness• Participation• Interaction

Mediation

Mediation

• Definition• Steps in the mediation

process• Traits of a good mediator • A mediated agreement• Tips for using mediation• Dos and don’ts

Resolving conflict

Resolving conflict 1 of 2

• Discuss the situation in a respectful manner

• Be specific• Discuss how a conflict

affects you, the work group or the project

• Ask for the specific cause of the conflict

• Ask for the solution• Agree on the action to be

taken

Resolving conflict 2 of 2

• Set the scene• Gather information• Agree the problem• Brainstorm possible

solutions• Negotiate a solution

• Guiding principles

Conclusion and questions

Conclusion and questionsSummaryVideosQuestions

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