La Mas training

Guide On Addressing ConflictsStore Manager Training Manual

Massiel Amaro - May 3, y

La Mas Boutique

EFFECTIVE TRAINING MANUAL- MASSIEL AMARO 1

IntroductionIn an effort to encourage management to address conflict before hand by

building this training manual on how to communicate to new hires, and instruct ways to confront previous employees on any disagreements that may come about. This guide will allow you to interact professionally, and relay the policy and procedures of La Mas Boutique to new hires and current employees.

In order to manage conflict effectively, one must be aware of the different conflicts that may arise. “Walking the tightrope to productive conflict manage-ment requires insight into the forces that push conflict in negative directions and the appropriate actions required to control them.” (Folger, Poole & Stutman, 2013). With that being said, as store manager you must understand that neither party in most conflicts are neither right or wrong, instead a conflict is “an incom-

patibility between two or more opinions, principles, or simply interest” (conflict. (n.d.). The Free Dictionary. 2014). Therefore, different perceptions collide to cre-ate a disagreement. Once you are familiar with the differences of each conflict the way you come about it will distinguish the route to a healthy or unhealthy re-lationship.

Here at La Mas Boutique , it is your responsibility to be well trained on how to respond to those different conflict situations in a quickly and professional manner. Conflict is natural, and can be positive, if dealt correctly and openly, it can strengthen your team and build a more happy workplace. Not only that but conflicting views give you the ability to learn more about oneself, explore views of others, and develop a productive relationship. Always keep in mind that com-munication is key and the cornerstone of a successful conflict resolution.

“For good ideas and true innovation, you need human interaction, con-flict, argument, debate.” - Margaret Heffernan


ConflictsAs mentioned before, there are different types of conflicts, and as al-

ways conflict is inevitable. In the workplace, conflict can arise internally be-tween co-workers, and/or supervisor or externally with customers, suppliers, regulatory agencies. This manual however will cover the internal amongst the employees, because we believe here at La Mas Boutique , that we must treat each other with respect and dignity while always remaining to be ourselves. We hold each and every one of you accountable to hold that standard. Hence, this manual, for management teams to study and practice effective conflict manage-ment skills to maintain a productive and favorable workplace environment.

Recently, we have been receiving lots of backlash for lack of policy and procedures. Now that they have been fully updated, the policy and procedure manual must be disclose and signed first day with new hires. And is mandatory for existing employees to read and sign that they are fully aware and understand of the business principles, rules, and guidelines. As far as existing employee’s question’s may emerge and some might feel agitated. We understand how diffi-cult it may be but this training manual will aid you on how to concur any strain or tension.

By reviewing examples of conflicts and resolutions in the workplace hopefully this can give you some insight as to what to expect when con-flicts arise. I have arranged a few guiding principles that are expected when managing conflict skillfully:* (Introduction. (n.d.). Human Resources at UC Berkeley, 2014)

• Gain cooperation from team members

• Improve performance and productivity

• Reduce stress and perserve integrity

• Solve problems as quickly as possible

• Improve relationships and teamwork

• Enhance creativity

• Increase staff morale


Conflict StylesThese five basic styles in conflict situations were originated by Blake and

Mouton (1964) and than by Jay Hall (1969) . As shown in the above photo, you have two dependent conflict behavior components assertiveness, which are be-haviors intended to satisfy one’s own concerns, and Cooperation, which is be-havior intended to satisfy the other individual’s concerns. (Folger, Poole & Stutman, 2013)

There are five styles that are compromised of these two behavior compo-nents, by using the image above fill in the blank to which you feel best explains the conflict style as pictured using these words as followed (Folger, Poole & Stutman, 2013) : Accommodating, Avoidance, Collaborating, Competing, Compromise

1. ______________ - This Win/Lose approach is high assertiveness, and low cooperation. Meaning you act assertive to achieve your goals without seeking to cooperate with the other party.

2. ______________- This is the Lose/Win approach, when you cooperate to a high degree, and it may be at your own expense, and work against your own goals, objectives, and desired outcomes.

3. _____________ - When you complete avoid the issue, it becomes a Lose/Lose situation. Low in assertiveness and low in cooperation,


which results in you not being able to help the other party reach their goals, and you aren’t assertively pursuing your own.

4. _____________ - Here both win or lose a bit due to moderate assertive-ness and cooperation. Neither achieve what they want, consider the easy way out to produce a better solution.

5. _____________- in the photo known as “Cooperation” is what we wish to strive for where both party’s each achieve both goals, becoming a win-win situation. This style is high in both assertiveness and cooper-ation, where everyone’s needs are met, and fully satisfied. Many call this one either “problem solving” or “integration”

When finished think back to a situation that may have occurred that resembled at least one of these conflict styles, write a quick summary below as to what oc-curred and which style was best represented. Look back as to how the situation was taken care of then :__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

SELF ASSESSMENT TEST FOR CONFLICT MANAGEMENTTo what extent does each statement describe you? Indicate your level of agreement by circling the appropriate response on the right.

Circle the number that indicates how well these statements describe you.

Rarely Always

If someone disagrees with me, I vigorously defend my side of the issue...

1 2 3 4 5

I go along with suggestions from co- workers, even if I don’t agree with them...

1 2 3 4 5

I give-and-take so that a compromise can be reached... 1 2 3 4 5

I keep my opinions to myself rather than openly disagree with people...

1 2 3 4 5

In disagreements or negotiations, I try to find the best possible solutions for both sides by sharing information...

1 2 3 4 5

I try to reach a middle ground in disputes with other people... 1 2 3 4 5

I accommodate the wishes of people who have different points of view than my own...

1 2 3 4 5


Circle the number that indicates how well these statements describe you.

Rarely Always

I avoid openly debating issues where there is disagreement ... 1 2 3 4 5

In negotiations, I hold on to my position rather than give in ... 1 2 3 4 5

I try to solve conflicts by finding solutions that benefit both me and the other person...

1 2 3 4 5

I let co-workers have their way rather than jeopardize our rela-tionship...

1 2 3 4 5

I try to win my position in a discussion... 1 2 3 4 5

I like to investigate conflicts with co- workers so that we can dis-cover solutions that benefit both of us...

1 2 3 4 5

I believe that it is not worth the time and trouble discussing my differences of opinion with other people...

1 2 3 4 5

To reach an agreement, I give up some things in exchange for others...

1 2 3 4 5

Scor ing key for Conflict management questionnaire

Write the scores circled for each item on the appropriate line below (state-ment numbers are in the brackets), and add up each scale. Higher scores indicate that you are stronger on that conflict management style.

Competing (1)……………………… +

(9)………………………..+

(12)…………= ……………

Accommodating (2)……………………….+ (7)………………………..+

(11)………….=……………

Compromising (3)……………………….+ (6)………………………..+

(15)………….=……………

Avoiding (4)……………………….+ (8)………………………..+

(14)………….=……………

Collaborating (5)………………………. (10)……………………… (13)


Competing (1)……………………… +

(9)………………………..+

(12)…………= ……………

+ + ………….=……………

Implementation Process for ManagerNow that you have acquired the five conflict styles, it is vital to understand

and translate the correct ways to respond to conflict. The biggest factor in re-solving conflict is communication. As store manager, it is imperative to be a skilled communicator when managing conflict effectively as well your immediate response is essential in conflict situations. With that being said, we have set up a procedure to be utilized when confronted with either of the five conflict styles. This conflict solution suits our needs when dealing with employee issues. (Folger, Poole & Stutman, 2013)

Acknowledge the conflict. ( Introduction. (n.d) )First before most, it is central to acknowledge that a difficult situation exist. Here as store manager you will acquaint yourself with whats occurring and be open to the diffi-cult situation, whether it be a disagreement, he said she said, etc.

Identify the real conflict. ( Introduction. (n.d) With communication you will be able to discover the core of the problem, determine what is the state problem? whether it is different personality styles, or a simple dis-agreement. To identify the real conflict you will meet with each employee separately to ask questions and hear each side out.

Listen to all points of view. ( Introduction. (n.d) )As you are listening to each parties side, you will have determined their underlying need. As we stated in the beginning of the manual, neither party in conflicts are neither right or wrong, and the goal here is not to decided who is right or wrong, but a resolu-tion that everyone can leave satisfied, or more of a collaborating style. You will look for their needs by figuring out why each wants the solution they initially proposed. Which will allow you to point out their view and discover their needs.

Together, look for ways to resolve the conflict. ( Introduction. (n.d) )Coming to a common agreement will facilitate the process of resolving the conflict. Once each party has come to an agreement on the problem, you can then find a common ground to agree on what procedure to follow.

Get agreement on a resolution. ( Introduction. (n.d) )Now that you have exchanged ideas of various resolutions amongst employees, now it’s time to come to an agreement. By problem solving with each party it allows to generate multiple alternatives, where as store manager you can determine which actions will be taken and to make sure employees are buying into actions. Which will than result an agreement from everyone.Follow up to review the resolution.


By implementing these steps you are en route to an easy conflict resolution. With that being said, you can always refer back to these page in case of a conflict.

How Do You See It?

OBJECTIVES

• To understand our perception of conflict

• To consider a different perspective on conflict

• To learn techniques to better handle conflict

• To build trust

Group SizeAny

MaterialsOne copy of the Conflict—How Do You See It?

handout (provided) for each participant, pens

Time30 to 40 minutes

ProcedureConflict can provide the spark that often leads to better solutions, creativity, and collaboration. This activity helps team members to: (1) become more comfort-able with conflict, (2) consider the positive aspects of conflict, and (3) under-stand the possible benefits to themselves and the team.

Have participants pair up. Provide each person with a copy of the handout. Al-low 10 to 15 minutes for partners to interview each other. Follow with a group discussion of the interviews and then go over the discussion questions.

TipsFollow this activity with the game Positive Spin.

VariationsHave team members switch partners every three questions to increase the level of trust within the team.


Discussion Questions2. Were your partner’s perspectives different from your perspective?3. What were some things you learned by considering another’s perspective?4. Does discussing conflict like this make it “less scary”? In what ways?5. Is conflict

good or bad?6. What are

some ways in which

conflict is detri-

men- tal to the team?

7. What are some ways in

which conflict en-

riches the team?


http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-con-flict-resolution-games.pdf

Step by Step

Group SizeAnyMaterialsCopy paper, markers, painter’s tapeTime15 to 20 minutes

ProcedureSplit your group into smaller teams of four to seven participants. Station the teams in different areas throughout the room. Ask each team to write the word Conflict on one sheet of paper and the word Resolution on another. Instruct them to tape the sheets of paper about six feet apart on a nearby wall. Invite the teams to brainstorm the specific steps necessary to get from “Conflict” to “Reso-lution.” As the steps are agreed upon, have team members write them on sheets of paper and place them on the wall between the “Conflict” and “Resolution” sheets.

Tips• Use this activity as a part of a debriefing discussion early in your program af-

ter an activity • If participants are having trouble, you may suggest that they reverse-engineer

the steps.• Have the team test the steps by using them in a conflict-resolution activity.

Discussion Questions1. What has to happen right before “Resolution”?


OBJECTIVES• To discover the steps to effective con-

flict resolution• To create a conflict-resolution process

that can be used inany conflict

• To create buy-in to the conflict-resolu-

2. Is there an additional step after “Resolution”? What could be added? 3. How does it benefit us to have a step-by-step approach to conflict? 4. How can we re-member these steps in conflict situations?

http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-conflict-resolution-games.pdf

Goals to be Obtain by ManagerBy comprehending and follow-

ing these steps to resolve conflict management in the workplace, it will build a more welcoming and happy environment. Employee’s will build confidence and reassurance to be able to depend on their store manager on their needs and wants. But it is key to remember the reasoning of this train-ing manual, looking back on page 3 we listed seven principles that are in-dicators of positive conflict managing skills. With the cooperation amongst team members, it is undeniable that performance and productivity will im-prove. Most importantly the develop-ment of relationships will reduce stress, preserve integrity, as well as solve prob-lems and enhance creativity. Think of it as a domino affect and how performance reflects leadership.

This training manual was equipped to strengthen your team and provide insight on how to handle future conflicts in hopes to improve productivity. All in all this manager meeting was to prep you for the new challenges that may ap-proach with the new and updated policy and procedures manual. As always, the policy and procedure manual must be read and signed by new hires before hand, and along with existing employees it is suggested that they have a follow through on the new changes occurring in the workplace. With the activities and this guide to keep, you now have a better understanding on the five different conflict styles, and a set procedure on how to resolve conflict. Conflict is in-evitable, no matter how small it is important as store manager to remain in-volved and neutral. And a reminder, communication is key !!!


Here at La Mas Boutique, we hope you remember “La Mas, The Merrier”

Recommendation

As we put in lots of work and thought, we highly recommend to plan a

training with your team every 3 months. This training will allow you and your

employees to retain ways to manage conflict.


As store manager, it is your duty to reference policy and procedures in

case of any circumstances. It is recommended you keep this training manual and

policy and procedures close knit . In the case, this training manual wasn’t

enough help please feel free to contact the Staff Ombuds office, 555-123-3456,

they will be glad to assist you on any conflict resolution or problem solving, they

are strictly confidential and service anything in regards to conflict analysis,

strategies, communication, mediation, training, etc.

Referencesconflict. (n.d.). The Free Dictionary. Retrieved July 29, 2014, from

http://www.thefreedictionary.com/conflict

Folger, J., Poole, M., & Stutman, R. (2013). Working through conflict;


http://www.thefreedictionary.com/conflict

strategies for relationships, groups and organizations. (7 ed.). Pear-

son.

Five Conflict Management Styles at a Glance. (n.d.). Sources of Insight.

Retrieved July

29, 2014, from http://sourcesofinsight.com/conflict-management-

styles-at-a glance/

Introduction. (n.d.). Human Resources at UC Berkeley |. Retrieved July 29,

2014, from http://hrweb.berkeley.edu/guides/managing-hr/interaction/con-

flict/introduction

Scannell, M. (2010, January 1). . . Retrieved July 29, 2014, from

http://www.institutik.cz/wp-content/uploads/2010/10/The-

big-book-of- conflict-resolution-games.pdf


http://hrweb.berkeley.edu/guides/managing-hr/interaction/conflict/introduction

http://hrweb.berkeley.edu/guides/managing-hr/interaction/conflict/introduction

http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-

http://www.institutik.cz/wp-content/uploads/2010/10/The-big-book-of-

http://sourcesofinsight.com/conflict-management-styles-at-a

http://sourcesofinsight.com/conflict-management-styles-at-a

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