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8/8/2019 Conflict Toolkit
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Conflict ManagementToolkit
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Table of Contents
I. Determining the current level of conflictlevel in my work life (self-assessment)
II. Determining my conflict style (selfassessment)
III. Resolving a conflict with one other person
IV. Resolving a group conflict.
V. Supervisors role in resolving employeeconflict
VI. The art of disciplining employees (forsupervisors)
VII. The role of HR in conflict resolution
VIII. Listing of informal and formal conflictresolution processes
IX. Conflict Management Reference list
X. Supervisor Network: Share your wealth of
experience
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Determining the level ofconflict in my life
Conflict ManagementToolkit
Part I
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Determining the
source of conflictAt times you may sense conflict
at work, but not know exactly
why.
The conflict self-assessment will
help you to pinpoint thespecific area in which you areexperiencing conflict so thatyou can begin to resolve it. The
areas addressed aresupervisor, self, peers,employees, and productivity.
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What is my conflictstyle?
Conflict ManagementToolkit
Part II
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Conflict Style Not only is it important to know
what relationship or situation iscausing conflict in our life, but itis also important to look at howwe normally resolve conflict (ournatural inclination).
We must then decide whether weare satisfied with our currentapproach or if we would like tochange it in some way to improveour effectiveness at conflictresolution.
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Style Explanation
Avoiding
Accommodating Compromising
Competing
Collaborating
As you discovered through theconflict resolution assessment, our
natural inclinations usually place usinto one of these styles.
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Style Explanation
Avoiding Style (-,-)
If I ignore the problem, it will goaway
If I confront the problem, I mayhurt someones feelings
Why bother it wont change
anything Accommodating (-,+)
Its easier to just give in and givethem what they want
You will be better liked if you just
agree By letting the other person win this
time, you will win next time youhave to pick your battles.
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Style Explanation Compromising Style (-,-)
Its only fair because then neitherof us get what we want.
Both parties are on an even playingfield
We can choose to give up somethingwe really dont need, thereby
winning. Competing Style (+,-)
Im right and youre wrong There is only one solution
Collaborating (+,+) We can find a solution that works
for both of us. By asking the other persons
perspective, I can understand them. Once we find a common ground, we
can work from there.
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Conflict StyleIf you find yourselfadopting a conflict stylethat youre not happyabout
1. Analyze why you have adoptedthat style.
2. Develop some simple action stepsthat will help you break your
habit.
3. Read on for helpful tips that willguide you through variousconflict situations.
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One-to-oneConflict
Conflict ManagementToolkit
Part VI
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If you want to
constructively resolve aconflict with anotherperson
FIRST, get into the right frame ofmind for a positive discussion,always remembering to treat theother person with respect
SECOND, agree on the best timeand place for both of you todiscuss the conflict with eachother.
THIRD, Set some ground rules.
FOURTH, have a discussion.
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Step 1:
Adopt the rightframe of mind
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The Approach
Go in with the right attitude
Send positive non-verbal signals
Focus on the real issues
Pay attention to communication
style
When you are ready to approachthe other person remember to:
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Your AttitudeLeave Behind
Your desire to win,punish, or control
Your desire thateverything befair
Your assumption
that it wont work Your tendency tothink in black andwhite, right orwrong
Your determination
to be right.
Take With You A willingness to work
at this An understanding
that perception isreality both for youand those around
you. A willingness to learn
from the situation A willingness to see
and acknowledgeyour own
contribution to theproblem.
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Be aware of your
nonverbal signals:
7 % of the wordsused;
38% on voicequality; and
55% on nonverbalcommunication
Others impression of you is based on:
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Focus on underlyingIssues
What happened? Difference in expectations:
What did I expect to happen?;What actually happened? Who didwhat?
Intention inventory (Who meantwhat?)
Feelings Dont ignore or fail to acknowledge
Feelings make relationships enjoyableand difficult conversations difficult
(cant have one without the other!) Identity
Must face ourselves as well as otherperson
Am I competent?; Am I a good
person?; Am I worthy of love?
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Communication Tips
Avoid you statements
Focus on behavior, not
employee
Focus on actions, not intent
Be descriptive and specific
(bring data)
Practice active listening
skills
Ask open and closed
questions to clarify points
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Step 2:
Consider timefactors
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Be Timely:
talktotheotherpersonwhiletheissuesarestill
current
Angerandnegative
feelingstendtofesterifnotdealtwithquickly!!
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Consider the other
persons time needs
Dont interrupt the other
persons schedule and statethat you need to talk
Agree on a time to meet withthe other person and inform
him/her of the topic. Give him/her time to prepare
mentally.
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Step 3:
Set some groundrules!
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3Golden Rules
1. Everyone tells it like
they see it.
2. Get everything on the
table.
3. Focus on the future.
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Sample Rules for
discussion
No interruptions No yelling
Time limit on certaintopics of discussion
Words to avoid
Agreement on what todo if you cant agreeahead of time
In addition to general rules, it ishelpful to agree on how you will talk
with each other
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Step 4:
The Actual
Discussion
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The ActualConversation
1. Define the conflict.
2. Communicateunderstanding.
3. Explore alternativesolutions.
4. Agree on most
workable solution.
5. Evaluate after time.
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Define the Conflict
Describe the problem inclear, concrete terms. Be
specific (use I not you)
Focus on behaviors orproblems, not people
Talk about the impact onyou
Define the conflict as aproblem to solve together,
not a battle to be won
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2. Communicate
Understanding
Listen to really understand the otherpersons feelings, needs, Reflectback.
Explain how you see the problemafter you have heard them.
Identify your contribution to the
situation.
Describe feelings (not judgments oraccusations)
Talk about identity issues.
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3. Explore alternative
solutions
- Take turns offeringalternative solutions. List
them all.
Be nonjudgmental of othersideas.
Examine the consequence ofeach solution.
Think and talk positively.
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4. Agree on most
workable solution
- Agree on a solution
you both understandand can live with.
Be committed to
resolving the conflict
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5. Evaluate after time
Get together aftersome time and see
how the newarrangement isworking for bothparties
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Tips in difficultSituations
Pacing: one approximates thebehavior of the other person to
subconsciously build rapport.
Mental Aikido: mentally movingaway from the focal point of theadversarys attack. Make a non-linear
response to the adversarys words.Sharks expect you to react.
Patterned interruption:
involves varying your usual response.You have the capacity to interrupt theusual destructive pattern by doingsomething completely different orunexpected.
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Resolving Group
Conflict
WorkforceDevelopment Toolkit
Part VII
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Meeting Conflict1. If you sense a spoken or unspoken conflict in a
meeting over an issue, address it.There seems to be some disagreement over
this issue. Can we take a few minutes toclarify the issue.
2. Clarify the conflict.O.K. so there seems to be some
disagreement over.
3. Decide if there is time to deal with it today orif another meeting needs to be set up to giveit full attention.
Since this seems to be quite an importantissue and we dont have much time today.Lets agree to meet again to discuss it further.Can we meet on.
4. If another meeting is necessary, assignresponsibility for gathering more information onthe subject to staff.
Sue, can you please research informationon. And Diane can you please check on thatState mandate.
5. Insist employees let it go until the nextmeeting.
We have a lot of other issues to discusstoday so lets free our minds of this issue until
the set meeting and move on.
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Group Resolution1. Restate the issue to ensure clarity.
2. Have each group member, shareinformation gathered and give his/heropinion.
3. Make sure everything is put on thetable (no unresolved feelings popping
up later)
4. Brainstorm alternatives
5. Agree on best solution using teamdecision-making steps (see reference
list at end)
6. Develop action steps.
7. Agree on follow-up session.
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Supervisors role inresolving conflict
Conflict Management
ToolkitPart IV
l
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Your Role as a
Supervisor
Looking for ways toreduce and preventconflict in your workarea
Handling conflict as athird party
Handling grievances asthey come to you
Involves:
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You can reduceconflict by:
Being a good leader
Being aware of yourmanagement style
Training yourself andyour staff on conflictresolution
Looking out for signs
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Be a Good Leader
Set a good example
Communicate clear standards
Set ground rules
Provide clear rationale fordecisions
Ensure employees have resourcesand training to do their jobs
Get to know your employees
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Be a Good Leader
Conduct performancecounseling
Assist employees who haveperformance problems
Address misconduct promptly
Get advice from HR when youhave questions or concernsprior to the need to pursue
disciplinary actions
Treat employees fairly andequitably, applying rulesconsistently
B f
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Be aware of your
own behavior1. Allowing aggressive or inappropriate
conduct without taking action can foster ahostile or intimidating work environment.
2. Decision-making without employee input orparticipation can lead to frustratedemployees who dont feel valued asanything but worker bees.
3. Your staff looks to you to assist in
resolving conflicts. You are betterequipped to resolve conflicts if both youand your staff have had conflictresolution training.
4. If you are inconsistent or unpredictable,your employees will be unsure of your
expectations and become frustrated.
5. Engaging in relationships with youremployees that are personal or tooinformal may lead to misunderstandings,as well as other employees feelingalienated.
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Handling conflict as athird party
H dli E l
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Handling Employee
Conflicts Situation 1: An employee
complains to you aboutanother employee
Situation 2: You observe aconflict situation
Situation 3: An employeewould like to file a formalgrievance
If an employee comes
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If an employee comesto you with a possible
grievance: Take the complaint seriously
Set a professional tone for theinterview put the complainant atease
Provide assurance of confidentiality& non-retaliation
Ask for but do not require- awritten statement.
Gather facts, do not make
judgments.
Listen and get answers to: who,what, when, where, why, how.
Communicate your concern anddescribe the available options.
H dli f l
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Handling a formal
complaint cont
Ask how the complainant wouldlike to proceed.
Tell the complainant that promptaction will be taken.
Ask about the person (s) needfor immediate assistance.
Refer them to UMWs grievancepolicy
Set a time for a follow-upmeeting and/or refer the personto the HR office
Document and contact HR.
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The art of discipliningemployees
Proactive Steps to
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Proactive Steps toDisciplining employees
(Smart Discipline)
1. Make sure you know
UMWs discipline policy.
2. Share the policy andpotential consequences with
your employees.
3. Treat all employeesconsistently and fairly.
4. Before taking any action,be sure of the facts.
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DisciplinePolicy
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ProgressiveDiscipline
Progressive Discipline meansyoumove through increasinglystronger counseling or training
in an attemptatcausing or
convincing the employee tobring his/her performance to
an acceptable level
Key Ingredients in
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Key Ingredients in
Progressive Discipline
Due notice
A chance to improve,and
A review process
The process should be FULL, FAIR,PROMPT, and CONDUCTED IN
GOOD FAITH.
Advantages of
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Advantages of
Progressive Discipline
1. Protects you against accusationsof firing a person without due
process.
2. Chance to turn the employeearound into a well functioningemployee.
3. Chance to improve policies andpractices
4. Demonstrates to fellowemployees that you are fair andwilling to give employees achance.
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Steps in ProgressiveDiscipline
1. How to act when you
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become aware of a
disciplinary problem
1. Personal ObservationIf you observed the negativebehavior personally, you canproceed to the slide labeledcounseling. (click here)
2. Complaint from a 3rd partyIf a 3rd party makes you awareof the negative behavior, youmust make sure you conduct
thorough and fair fact findingsteps. (see next slide).
2 F F d
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2. Fact Finding
1. Talk to the accused using thecounseling guidelines on next slide.
2. If the employee denies the behavior orrecounts a different scenario, explainto him/her that further fact finding isnecessary.
3. Talk to only those directly involved inthe situation in a confidential manner.
4. Document all discussions with relatedparties.
5. Review all relevant documents, picturesor diagrams to substantiate the factfinding.
3 Counseling the
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Assure employee that only those whoneed to know will be informed.
Share concrete examples with theemployee of the negative behavior
State the effects of this negativebehavior.
Describe the behavior you would like tosee (what changes must occur).
Give the employee a chance to explainor comment.
Agree together on a plan of action.
State the consequences if this changeof behavior does not occur
3. Counseling the
Employee
Additional Tips about
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pCounseling
Utilize the Virginia EmployeeAssistance Program (VEAP)
whenever you see it asappropriate (This should beoffered in addition todisciplinary action, not as asubstitute).
Documentation of counselingshould be retained insupervisors files, not in
employees personnel file.
Dont soften the blow, theemployee must understand the
severity of his/her actions.
4 F l Di i li
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4. Formal Discipline
1. Before taking any formaldisciplinary action, consult with
your supervisor.2. Reference the Code of Conduct
to match severity of disciplinewith negative conduct.
3. Issue a written notice whencounseling did not work or whenthe conduct was severe enough towarrant immediate discipline.
4. ALWAYS place a warning about
the consequences of failure toimprove performance in writingbefore implementing any disciplinemeasures such as suspension,
dismissal.
4. Formal Discipline
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. F m D p
Continued5. If the employees performance
remains poor and you feel you
have provided enough counselingand given enough warning, followthrough on the threateneddiscipline.
6. ALWAYS make sure of what youare doing and that your finaldecision is fair.
7. Listen to employee and review theevidence one more time from the
employees point of view.8. Finalize the discipline by following
your policies.
9. Consult HR as to the actual
method of implementing thediscipline.
5 Termination
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5. Termination
* NEVER TERMINATE WITHOUTCONSULTING HR
LOGISTICS:Before conducting a termination, you
need to:
* Schedule (when, how long)* Location* Extra Support (HR, EAP)* Prepare (physical & psychological)
* Review separation package* Think about employees state of
mind and potential reaction
5 Termination Cont
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5. Termination Cont.
OBJECTIVES:
* Deliver the message quickly,respectfully, & professionally* Ensure individual understands that
employment if terminatedimmediately or in the near future
* Deliver the separation package* Strongly encourage employees to
utilize VEC Job Search Center* Provide structure for the next 24
hours* Ensure to collect agency propertybefore employee leaves for the day.
Key Points in
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y
Smart Discipline Always follow your written
policies and past practices in
similar situations Lack of consistency will cause
a judge to assume you arediscriminating against theemployee in some way.
Remember that otheremployees will be watching
you to see if you are fair. Always listen to employeesand give them a chance toimprove
Top Ways to Get
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p y
Sued1. Ignore the union salter2. Discharge the disabled worker
(without accommodation)3. Misclassifying a non-exemptemployee as exempt and notpaying overtime.
4. Allowing managers and
supervisors to use offensivewords as a joke.5. Failure to stop sexual
harassment.6. Punishing the victim (intentionally
or unintentionally)7. Letting managers go postal
when acting on behalf ofemployer.
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In a disciplinarysituation
not taking action isa decision!
The Role of the
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Office ofHuman Resources
in Conflict Resolution
The Role of HR
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The Role of HR
If you are in a conflict situationand dont know how to deal withit, the Office of HR can:
Provide you with guidance and toolsto approach the conflict situation.
Direct you through the appropriatechain of command.
Present formal and informaloptions available to you.
Coordinate mediation, facilitation,or counseling sessions for you.
.
.
Things that will help us
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to help you
At the onset of the conflict;
With clear examples orfacts;and
With your ideas of what youwould like changed in yoursituation.
HR will try to help you no matterwhat your situation, but we can best
assist you if you come to us:
Consult HR as a
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proactive rather thanreactive measure
A single injury is much easier to fixwhencompared to multiple wounds!
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Informal and FormalConflict Resolution
Processes
Informal Processes
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Informal Processes
Open Door:- Present concern to any available level of
management Make an appointment
Be aware of the supervisory chain ofcommand
Internal Mediation- If the conflict issue involves only work-
related situations, your supervisor or a
higher level manager can try to assist thetwo conflicting parties in reaching asolution.
Mediation Voluntary Process
Neutral mediators assist discussion Parties working out own solutions Call HR office or EDR for more information
Supervisor Network
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Supervisor Network
As a supervisor, you have probablydealt with a lot of conflict
situations. If you have some goodadvice for your colleagues or wouldlike to ask for advice from othercolleagues, please send your adviceor question to: