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GOOD AFTERNOON
If you have not SCORED the Questionnaire. Please do so now. Thanks.
If you don’t have one, please let me know.
NOT YOUR GRANDMOTHER’S
CONFLICT RESOLUTIONPACADA FALL RETREAT - SEPTEMBER 22, 2015ALVIN LEE – HUMAN [email protected]
OBJECTIVES
• Provide a framework to separate the conflict conversation – from problem solving.
• Discuss issues – conversations that may be uncomfortable and challenging.
• Review researched guidelines and reminders to help Staff have productive conversations.
• Discuss some conversations that may require/need other Purdue help – Human Resources – Office of Institutional Equity – Purdue Hotline.
AUDIENCE – WHO IS HERE?
• How long at Purdue? Less than 5 years?
More than 10+? 20+?
GUIDELINES FOR THE AFTERNOON
• Safe zone to ask questions – here to help your success.
• Please share details as appropriate – respect confidentiality.
• Not here to embarrass anyone.
• Serious learning and sharing – can be fun!
NOT YOUR GRANDMOTHER’S CONFLICT
“A disagreement through which the parties involved perceive a threat to their needs, interests, or concerns”
COMMUNICATION BARRIER
http://www.youtube.com/watch?v=_ZpDnXYIFjo
GUIDING PRINCIPLES – CONFLICT
In General:• Expect some conflict as a part of your every day work life.• Address negative conflicts early – Co/Workers, Supervisor.• Listening is KEY to understanding.• Know the behavior – values of your department culture.• Learn to move on – “stuff happens”.
ANSWER SHEET: Record your responses Across the page and ADD EACH COLUMN!
1. 2. 3. 4. 5.
6. 7. 8. 9. 10.
11. 12. 13. 14. 15.
16. 17. 18. 19. 20.
21. 22. 23. 24. 25.
26. 27. 28. 29. 30.
31. 32. 33. 34. 35.
Turtle
Withdrawing
You bend, I bend
Avoidance
Shark
Aggressive
I win, you lose
Competition
Teddy Bear
Accommodating
I lose, you win
Smoothing
Fox
Compromising
You bend, I bend
Deal maker
Owl
Collaborating
I win, you win
Problem solving
OPENING THE CONVERSATION
"I’d like to talk about ____________ with you, but first I’d like to get your point of view.“"I need your help with what just happened. Do you have a few minutes to talk?”
"I have something I’d like to discuss with you that I think will help us work together more effectively.
"I need your help with something. Can we talk about it (soon)?" If they say, "Sure, let me get back to you," follow up with them.
"I think we have different perceptions about _____________________. I’d like to hear your feelings or thoughts on this.”
"I’d like to talk about ___________________. I think we may have different ideas on how to _____________________.”
"I’d like to see if we might reach a better understanding about ___________. I really want to hear your thoughts or feelings about this and share my perspective as well."
DIFFICULT CONVERSATIONS - SUPERVISOR
• How does an employee have a conversation with his/her supervisor when he/she feels unfairly treated by that supervisor? Does the employee provide the agenda and guide the
conversation? Does the employee ask for a third-party moderator? Does the employee document the conversation for
future reference?
DIFFICULT CONVERSATIONS - COWORKERS
• A few of my coworkers make things in our office tense and sometimes not enjoyable. They seem unhappy with everyone and everything. They have taken their issues out on unnecessary people and seem to enjoy conflict. How do I deal with this? I am cordial and businesslike to these coworkers but don’t tell them about my personal life due to their drama.
FACULTY - STUDENTS
• How to deal with issues with faculty members in general. When supporting them, they don’t always have a realistic set of expectations of how the University works and why advising policies may be in place. It would be nice to not always have to pull a supervisor into the loop to deal with issues.
• Most of my students are great. But I have a few who tend to be somewhat harsh in their interactions with me. The always miss deadlines or are late for appoeitnments with me. What advice do you have?
OBJECTIVE – SUBJECTIVE LANGUAGESubjective: You are irritating to other employees and difficult to work
with when others want to get their work done.
Objective: Are you aware you interrupt people by dropping by their work space to chat or voice an opinion unannounced.
Subjective: You’re really annoying at our team meetings.
Objective: You have some good ideas at our meetings; my wish is for you to let others share their ideas as well.
Subjective: You don’t respect other people.
Objective: You may not realize you sometimes or routinely call other people by derogatory names.
NOT YOUR GRANDMOTHER’S COMMUNICATION
BARRIERS• Language
• Misread body language
• Culture
• Power struggles
• Assumptions
• EMAIL/Facebook
RESOLUTION – ROBERT VALETT
Respect the right to disagree.Express your real concerns.Share common goals and interests.Open yourself to different points of view.Listen carefully to all proposals.Understand the major issues.Think about probable consequences.Imagine several possible alternative solutions.Offer some reasonable alternatives.Negotiate mutually fair and collaborative agreements.
YOUR GRANDMOTHER’S RESOLUTION Robert Valett
LAST THOUGHTS - SUGGESTIONS
• A successful outcome depends on how we communicate.• Envision the outcome you are planning for.• Acknowledge your emotions.• Stay focused - return to your purpose at difficult moments.• Don’t take comments/emotions personally. • Don’t assume they see/agree with your point of view.• Keep your sense of humor.
HUMAN RESOURCES IS A RESOURCE FOR YOU• Employee Relations
494-1679• Center for Healthy Living
494-0111• Academic Units and Communication
494-1185• Physical Facilities / Housing & Food Services HR 494-9418• OVPIT / Development
494-4380• Athletics HR
494-5223
• Vice President for Ethics and Compliance 494-5830
• Purdue Hotline 866-818-2620
QUESTIONS – RESOURCES
Perfect Phrases for Dealing with Difficult People, Susan F. Benjamin
Crucial Conversations, Tools for Talking When Stakes are High, Kerry Patterson, Joseph Grenny
How Conversations Go Wrong and What You Can Do to Right Them, Holly Weeks
How Impact Leaders Communicate, Powerful Conversations, Phil Harkins
Getting to Yes, Harvard Negation Project, William Ury, Roger Fisher
http://www.purdue.edu/hr/Employee_Relations/employrelations_team.html
http://www.hodu.com/checklist.shtml
http://www.amazon.com/Difficult-Conversations-Discuss-What-Matters/dp/014028852X
http://www.google.com/url?q=http://vineyardusa.org/site/files/cutting-edge/09-Winter-Difficult-Conversations.pdf&sa=U&ei=HgWXToyzNK3H0AGX9pS6BA&ved=0CCAQFjAG&sig2=2kEF4Mq-NRF19CSpD8tc8w&usg=AFQjCNH0UbI_shJMubev9FovJR58yPIX1w
http://www.psychologytoday.com/blog/emotional-fitness/201104/10-ways-make-difficult-conversations-easier
Alvin Lee, Human Resources
