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TRAINING ON WORKPLACE CONFLICT MANAGEMENT
Dr.E.J.Sarma ● October -2015
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KEY LEARNING POINTS/GOALS FOR TODAY
Understand the
Terminology ,
conflict types.
The strategy for resolution
SESSION 1
• Session 1-approx-1 ½ hours
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AGENDA
• Introduction • Understanding the concept • Types of workplace conflict-
Personal/Interpersonal/Team • Levels and Types of Conflict in Organizations • The Sources of Conflict in Organizations
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AGENDA • Conflict of Personal level
/groups/communities/nations • Conflict with Boss/Harassment • Conflict Processes • Clash of values/principles • Resolution strategies • Few of the greatest corporate conflicts • Role of mentor/religion • Sum up
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ENTRY BEHAVIOR
• Write 3 of your belief about conflicts • Think of one incident in your personal life
where you • were involved in conflict. What role you
played • And how did you feel about the outcome
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CHECK THE MENTAL MODEL
•Conflict is battle of nerves and outcome is dependent on personalities
•Someone has to lose and win- win is never possible as outcome
•There is no techniques that can be used to work through a conflict successfully so everybody wins
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CHECKING BELIEF
• You must hire people from same culture to get common view
• Committees can not resolve conflicts
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MENTAL MODEL
The famoui aqage, “jlo heaqi are rejjer jhan one” ii preciieln arouj jhe advantages of conflict, for it assumes that two minds will have separate perspectives, experiences, and ideas.
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MENTAL MODEL
• Diversity and communication are hallmarks of a great team, and the occasional root cause of clashes in the office.
• Conflicj ii a gooq jhing; ij’i our reiponie that makes conflict either a creative or destructive process.
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MENTAL MODEL ? ✕ Is Conflict every day
occurrence?
✕With family or friends, boss,
co-workers or customers.
✕Conflict will occur and
Criticality is , how we
understand, resolve and learn from it
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EXERCISE ON MENTAL MODELS
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What do you see and what is the arrangement
WHAT DO YOU SEE ? WHAT IS THE ARRANGEMENT ?
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WHAT DO YOU SEE
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Most people perceive line B as being longer,
holeker if nou meaiure jhem nou’ll iee jhaj they are the same length.
□ The figure is known as the Muller-Lyer illusion
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□ The illusion is explained by psychologists as a result of our familiarity with corners of buildings and rooms. The line on the left looks like the corner of a building seen from the outside while the line on the right looks like the corner of a building viewed from the inside.
□ If the two lines project the same sized image onto the retina yet line A appears to be closer, than the brain must compensate for this difference and perceive line B as longer.
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IS THE INNER SHAPE CIRCLE?
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WHICH IS LONGER?
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PLEASE READ IN ONE GO
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Bird in
the
The
hand
Once in
A
A life
time
Paris in the
The spring
READ
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HERE IS A FAMOUS 'IMPOSSIBLE OBJECT',
SOMETIMES KNOWN AS THE DEVIL'S PITCHFORK...
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DEVIL’S FKRH □ After looking at it for a few moments, turn
away and try drawing it. Are there three prongs or only two?
□ given the paradoxical name of 'the two-pronged trident'.
□ It is an impossible object since it could not be constructed in three dimensions - it only appears to be in three dimensions at first glance.
□ You have to look quite carefully in order to realize this. This figure confuses many 26
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DEVIL’S FKRH □ The confusion arises from trying to
interpret it as a three-dimensional figure. Deregowski (1969) found that people who habitually ascribed three-dimensionality to pictures had more difficulty in reproducing this figure than people who did not seek to impose three-dimensionality on images.
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DEVIL’S FKRH □ The shorter the prongs the less easily
fooled we are, which suggests that in the illusory version we are less able to relate one part to another.
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EXERCISE YOUR BRAIN
□ Try this one: Say the color the word is printed in not the word itself. Do it without a mistake in under 15 seconds.
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FAMILIARITY OF SHAPE IS ALSO AN EXPLANATION OF THE ILLUSION GENERATED BY A SPECIAL 'ROOM'
CALLED 'THE AMES ROOM'
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SUM UP
□ Similarity □ Proximity □ Contour □ Context □ Bias Perception is vitiated by all these and is
complex process. hence most of our judgment can go wrong
Be very conscious of this while judging and concluding
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I HAVE MENTIONED THAT SITUATIONAL CONTEXTS GENERATE CERTAIN (SHORT-TERM) EXPECTATIONS BUT IT IS WORTH NOTING IN PASSING THAT EXPECTATIONS MAY ALSO BE SET UP BY LONGER-TERM INFLUENCES - SUCH AS BY STEREOTYPES,
PREJUDICES AND PAST EXPERIENCE
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□ The chaser dot is not pink but as in (fig. 4) it takes on the colour of the background. It is possible you see an afterimage of the pink dot in this example, but you find that it actually fights with the movement of the chaser dot. Thus the very hypothesis on which the persistence of vision rests, does not in fact actually account for the movement of this phantom dot - if anything the after image tends to gets in the way of the perception of movement and you have to try to ignore it.
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CONFLICT AND MENTAL MODELS FOR MANAGEMENT • There are only five generally acknowledged styles
for dealing with conflict: • compromising, avoiding, integrating, dominating
and obliging. • Those whose style is compromising tend to be
"middle of the road" in their conflict management. They want both parties to gain some, but both will also need to give a little as well.
• Those who avoid, as their style suggests, simply leave the conflict altogether. Integrators tend to be open to others' differences and try to come to an understanding that satisfies both parties.
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CONFLICT AND MENTAL MODEL
Not every conflict warrants a confrontation need is attitude to attempt to sort it out. Conflicts arise not so much because of what the other person said or did, but because of our sensitive trigger
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MENTAL MODEL
• Some conflict in our life can be dispensed
with easily and without a big effort when we know our conflict hooks and how to un-snag yourself.
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CONFLICT AND MENTAL MODEL
• Those who dominate are primarily concerned with their own desires and do not readily compromise, while those who oblige are willing to give up what they want to make everyone happy.
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CONFLICT-? Da
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Write alternate words for
Conflict
UNDERSTAND THE CONCEPT -DEFINITION D
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Dispute, Quarrel , Squabble , Taking
stand
Disagreement, Opposition, Discord,
Deviation , Clash, Fight, Quarrel
Contradiction,
Irreconcilable , Deviation
In dealing with conflict always keep these
Key elements in mind Interdependency of parties Perception of incompatible goals
Context of Conflict Situations
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● Remember conflict may involve ● Disagreements ● Debates ● Disputes ● Obstruction -Preventing someone from
reaching valued goals
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WHAT CONFLICT INVOLVES • Conflict is not always bad for organization(50 most
famous corporate conflicts) • Do not need to reduce all conflict • Ebb and flow of during conflict resolution process • An inevitable part of workplace life • Needed for growth and survival • Conflict management strategy may include
increasing and decreasing intensity of conflict • Major management responsibility
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
• Functional conflict: Involved parties work
toward the goals of an organization or group • Dysfunctional conflict: Parties block an
organization or group from reaching the goals
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT
• Functional conflict ● Increases information and ideas ● Encourages innovative thinking ● Unshackles different points of view ● Reduces stagnation
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT (CONT.)
• Dysfunctional high conflict ● Tension, anxiety, stress ● Drives out low conflict tolerant people ● Reduced trust ● Poor decisions because of withheld or distorted
information ● Excessive management focus on the conflict
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BEHIND CONFLICTS
• Ideologies • Ego/hubris • Power/status • Greed • Opposing just for the sake of –as in politics • Perceived Threats
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FUNCTIONAL AND DYSFUNCTIONAL CONFLICT (CONT.)
• Dysfunctional low conflict
● Few new ideas ● Poor decisions from lack of innovation and
information ● Stagnation ● Business as usual
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LEVELS AND TYPES OF CONFLICT D
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Individual
Group
Organization
Type of
conflict Level of
conflict
Within and between
organizations
Intra/inter group
Within and between
individuals
LEVELS AND TYPES OF CONFLICT (CONT.)
Intra organizational conflict Conflict that occurs within an organization At interfaces of organization functions Can occur along the vertical and horizontal dimensions of the organization
Vertical conflict: between managers and subordinates Horizontal conflict: between departments and work groups
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LEVELS AND TYPES OF CONFLICT (CONT.)
• Intragroup conflict ● Conflict among members of a group-jealousy-
rivalry ● Early stages of group development ● Ways of doing tasks or reaching group's goals
• Intergroup conflict: between two or more groups-competition VS collaboration
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LEVELS AND TYPES OF CONFLICT (CONT.)
Interpersonal conflict Between two or more people Differences in views about what should be done Efforts to get more Differences in orientation to work and time in different parts of an organization
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LEVELS AND TYPES OF CONFLICT (CONT.)
Intrapersonal conflict Occurs within an individual
Threaj jo a perion’i kaluei Feeling of unfair treatment Multiple and contradictory sources of socialization Related to the Theory of Cognitive Dissonance (Chapter 5) and negative inequity (Chapter 8)
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LEVELS AND TYPES OF CONFLICT (CONT.)
• Interorganizational conflict ● Between two or more organizations ● Not competition ● Examples: suppliers and distributors, especially
with the close links now possible
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TEAM CONFLICT REASONS
• There are many reasons for conflict within a team or between teams. One way to simplify the source of the conflict is to examine whether the conflict is task-based or if it stems from a relational issue.
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TEAM CONFLICT REASONS
• This separation is often helpful because, task-based conflict is productive while
relationship-based conflict is destructive to the desired outcome.
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CONFLICT STAGES Da
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Latent conflict
Conflict aftermath
Manifest conflict
Simple conflict episode
CONFLICT LEVELS Latent conflict: antecedents of conflict and past behavior that can start conflict episode Manifest conflict: observable conflict behavior Conflict aftermath
End of a conflict episode Often the starting point of a related episode Becomes the latent conflict for another episode
Conflict reduction: lower the conflict level
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CONFLICT MANIFESTATIONS Da
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Latent conflict
Conflict aftermath
Manifest conflict
Conflict reduction
CONFLICT MANIFESTATIONS
The antecedents
of conflict Example: scarce
resources
Latent conflict
Manifest
conflict
Conflict
aftermath
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Observable conflict behavior
Example:
disagreement, discussion
Latent conflict
Manifest
conflict
Conflict
aftermath
CONFLICT MANIFESTATIONS
Some latent conflict
● Parking spaces-Ego /status symbol ● Use of copying machines- fear of resource
sharing-jealousy ● Computer – Mobile-power-status
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CONFLICT MANIFESTATIONS Da
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Manifest conflict
Latent conflict
Conflict
aftermath
Residue of a
conflict episode
Example:
compromise in
allocating scarce
resources leaves both
parties with less than
they wanted
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Latent conflict
Manifest conflict
Conflict
aftermath
Perceived
conflict Felt conflict
Conflict
reduction
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End session 1
Key learning points
CONFLICT MANIFESTATIONS
• Perceived conflict ● Become aware that one is in conflict with
another party ● Attempt to block out some conflict ● Can perceive conflict when no latent conditions
exist ● Emample: miiunqerijanqing anojher perion’i
position on an issue
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CONFLICT EPISODES (CONT.)
• Felt conflict ● Emotional part of conflict ● Personalizing the conflict ● Oral and physical hostility ● Hard to manage episodes with high felt conflict ● What people likely recall about conflict
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RELATIONSHIPS AMONG CONFLICT PROCESS
• Process links through the connection latent origin of conflict to aftermath .
• Effective conflict management: break the connection
• Discover the latency of conflicts and remove them
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CONFLICT FRAMES AND ORIENTATIONS
Conflict frames Perceptual sets that people bring to conflict episodes Perceptual filters
• Remove some information from an episode • Emphasize other information in an episode
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CONFLICT FRAMES AND ORIENTATIONS (CONT.) D
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Relationship-Task
Emotional-Intellectual
Cooperate-Win Conflict
frame
CONFLICT FRAMES AND ORIENTATIONS (CONT.)
• Conflict frame dimensions Relationship-Task
• Relationship: focuses on interpersonal relationships • Task: focuses on material aspects of a result Emotional-Intellectual • Emotional: focuses on feelings in the conflict episode
(felt conflict) • Intellectual: focuses on observed behavior (manifest
conflict)
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CONFLICT FRAMES AND ORIENTATIONS (CONT.)
• Conflict frame dimensions (cont.) ● Cooperate-Win
• Cooperate: emphasizes the role of all parties to the conflict
• Win: wants to maximize personal gain
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CONFLICT FRAMES AND ORIENTATIONS (CONT.)
• Conflict frames ● Limited research results
• End an episode with a relationship or intellectual frame: feel good about relationship with other party
• Cooperation-focused people end with more positive results than those focused on winning
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CONFLICT FRAMES AND ORIENTATIONS (CONT.)
• Conflict orientations ● Dominance: wants to win; conflict is a battle ● Collaborative: wants to find a solution that
satisfies everyone ● Compromise: splits the differences ● Avoidance: backs away ● Accommodative: focuses on desires of other
party
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CONFLICT FRAMES AND ORIENTATIONS (CONT.)
• Can change during conflict progress How firmly the person holds position
● Importance of the issues to the person ● Perception of opponent's power
• Collaborative orientation: more positive long-term benefits than the others
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CONFLICT FRAMES AND ORIENTATIONS (CONT.)
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Avoidance
Accommodative
Dominance
Compromise Collaborative
Conflict aftermath High residue No residue
Conflict orientation and the conflict aftermath
CONFLICT AND ORIENTATIONS (CONT.)
• Combinations of conflict orientations in a group ● Dominance, avoidance ● Dominance, dominance ● Avoidance, avoidance ● Dominance, collaborative, compromise ● Collaborative, compromise, avoidance ● Collaborative, compromise, avoidance,
dominance, accommodative
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LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS
• Antecedents to conflict • Many natural conditions of organizations act
as latent conflicts • Lurk in the background; trigger conflict
when right conditions occur • Does not always lead to manifest conflict • Give us clues about how to reduce
dysfunctional high conflict
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LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS (CONT.)
• Some representative latent conflict ● Scarce resources: money, equipment, facilities ● Organizational differentiation: different
orientations in different parts of organization ● Rules, procedures, policies: behavioral guides
that can cause clashes ● Cohesive groups: value and orientation
differences among groups
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LATENT CONFLICT: THE SOURCES OF CONFLICT IN ORGANIZATIONS (CONT.)
• Some representative latent conflict (cont.) ● Interdependence: forces interaction ● Communication barriers: shift work and jargon ● Ambiguous jurisdictions: areas of authority not clearly
defined ● Reward systems: reward different behavior in different
parts of the organization
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CONFLICT OF INTEREST
A term used to describe the situation in which a public official or fiduciary who, contrary to the obligation and absolute duty to act for the benefit of the public or a designated individual, exploits the relationship for personal benefit, typically pecuniary.
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SESSION-2
Estimated time 1 hour
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CONFLICT MANAGEMENT MODEL
Maintain conflict at functional levels ● Not complete elimination ● Reducing to functional levels ● Increasing dysfunction ally low conflict ● Choose desired level of conflict based on
perceived conflict requirements ● Varies in different parts of an organization ● Ianager’i tolerance for conflict plays a role
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ORGANIZATIONAL CONFLICT MANAGEMENT MODEL (CONT.) D
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Perceived conflict requirements
Desired conflict level
Organizational
culture Fast-changing
environment
Product or
service
CONFLICT MANAGEMENT MODEL (CONT.) D
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Norma
l
Increas
e
conflict
Decrea
se
conflict
Dysfunctional
low conflict Dysfunction ally
high conflict
CONFLICT MANAGEMENT MODEL (CONT.)
• Symptoms of dysfunction ally high conflict ● Low trust or high mistrust ● Information distortion/withholding ● Tension/antagonism/confrontation ● Stress/anger ● Sarojage of ojher parjn’i injereij
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CONFLICT MANAGEMENT MODEL (CONT.)
• Symptoms of dysfunction ally low conflict ● Deny differences ● Repress controversial information ● Prohibit disagreements ● Avoid interactions ● Walk away from conflict episode
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REDUCING /RESOLVING CONFLICT
● Lose-lose methods: parties to the conflict
episode do not get what they want ● Win-lose methods: one party a clear winner;
other party a clear loser ● Win-win methods: each party to the conflict
episode gets what he or she wants
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REDUCING CONFLICT (CONT.)
• Lose-lose methods ● Avoidance
• Withdraw, stay away • Does not permanently reduce conflict
● Compromise • Bargain, negotiate • Each loses something valued
● Smoothing: find similarities
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REDUCING CONFLICT (CONT.)
• Win-lose methods ● Dominance
• Overwhelm other party • Overwhelms an avoidance orientation
● Authoritative command: decision by person in authority
● Majority rule: voting
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REDUCING CONFLICT (CONT.)
• Win-win methods ● Problem solving: find root causes ● Integration: meet interests and desires of all
parties ● Superordinate goal: desired by all but not
reachable alone
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REDUCING CONFLICT (CONT.)
• Summary ● Lose-lose methods: compromise ● Win-lose methods: dominance ● Win-win methods: problem solving
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WIN/WIN LOSE/LOSE WIN/LOSE LOSE/WIN WIN NO DEAL
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Negotiation outcome possibilities
NEWT TIIE I SUGGEST XKU TRX “VIN-VIN” NEGKTIJTING”
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INCREASING CONFLICT • Increase conflict when it is dysfunctionally
low ● Heterogeneous groups: members have different
backgrounds ● Deuil’s aduocate: offers alternative views ● Organizational culture: values and norms that
embrace conflict and debate
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Some Negotiating lessons are tough to take... D
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CONFLICT INSIGHTS
• Possible positive effects of conflict • Latent conflict • Conflict aftermath • Conflict episodes • Links between episodes • Latent conflict and methods of reduction
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HANDLING EMOTIONS D
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Emotional Challenges Anger/exasperation Insulted Guilt False flattery
Recommended
Response Allow venting. Probe
for why Vhaj loulqn’j re
insulting? Focus on issues Re-focus
CONFLICT REASONS
• Excessive personal use of the Internet or official email
• Poor attendance / time-keeping • Any form of bullying behavior or
harassment • Any form of discriminatory behavior • Unacceptable language • Theft • Alcohol/ drug problems.
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CONFLICT GENERATING CAUSES • Tahing creqij for ojher people’i lorh or
stealing ideas • Talking over people in meetings • Not inviting team members to team /social
events • Not rendering help by covering for people
when they are off sick
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CONFLICT REASONS
• Not taking messages for people • uiing iomeone elie’i conjacji or
information without permission • not including people in important emails • ignoring or being discourteous • Poor personal hygiene
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ASPECTS OF CONFLICT IN ORGANIZATIONS
• Cultures that emphasize individualism and competition ● Positively value conflict ● English-speaking countries, the Netherlands,
Italy, Belgium • Cultures that emphasize collaboration,
cooperation, conformity ● Negatively value conflict ● Many Asian –Japanese and Latin American
countries; Portugal, Greece, Turkey
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ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.)
✕Cultural differences imply different functional conflict levels
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ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.)
• Cross-cultural research has dealt with intergroup processes
• Collaborative and cooperative cultures expect little conflict during intergroup interactions
• Favor suppression of conflict with little discussion about people's feelings
• Felt conflict likely part of some conflict episodes but hidden from public view
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INTERNATIONAL ASPECTS OF CONFLICT IN ORGANIZATIONS (CONT.)
• Managers from an individualistic country operating in a less individualistic country ● Acceptable to express feelings during a conflict
episode ● Suppression of feelings could baffle them ● Increasing conflict can confuse local people ● Almost immediate dysfunctional results
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ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS'
Tolerance for conflict ● Manager with a high tolerance for conflict;
keeps conflict levels too high for subordinates ● Should such managers reveal their intentions
about desired conflict levels? ● Full disclosure: subordinates could leave the
group if conflict levels became dysfunction ally stressful
● Ethical question applies equally to newly hired employees
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ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.)
Deliberately increasing conflict is an effort to guide behavior in a desired direction
● Subtle methods of increasing conflict (forming heterogeneous groups) connote manipulation
● Full disclosure: manager states his intention to use conflict to generate ideas and innovation
● If people are free to join a group or not, the ethical issue likely subsides
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ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.)
• Experiencing intrapersonal conflict ● Requests to act against one's moral values ● Observing behavior that one considers unethical
• Reduce intrapersonal conflict ● Report unethical acts ● Transfer to another part of the organization ● Quit
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ETHICAL ISSUES IN CONFLICT IN ORGANIZATIONS (CONT.)
Different cultures place different values on conflict
● Optimal conflict levels vary among countries ● Lower levels conflict in collectivistic countries
than individualistic countries ● Corruption and bribe is way of life in our
country while other nations deal with it at very high level
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CULTURE INFLUENCE AND CONFLICT HANDLING
• Uchi-Soto ("Us and Them")-one will notice about the Japanese. They have been raised to think of themselves as part of a group, and their group is always dealing with other groups.
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CULTURE INFLUENCE AND CONFLICT HANDLING
• Dealing with Japanese on a one-to-one basis usually is very easy to non-Japanese, but dealing with Japanese as a group can be a different matter altogether. And no matter how nice you are, or how good your Japanese becomes, you will always be treated as an outsider. In fact the literal meaning of "gaijin" is outsider.
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CULTURE INFLUENCE AND CONFLICT HANDLING
• Japanese are extremely sensitive to what others might think of them .
• Being ostracized is one of the worst things that can happen to a Japanese
• Therefore, when making requests, it often takes more time since the person asked usually consults others in the group to reach a consensus
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CULTURE INFLUENCE AND CONFLICT HANDLING
• In short, however, while the westerner starts
so many sentences with "I", the Japanese "I" usually means "with the approval of the group".
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CULTURE INFLUENCE AND CONFLICT HANDLING
• Uchi-soto has one other important trait -- there are next to no strikes in Japan ever
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CULTURE INFLUENCE AND CONFLICT HANDLING
Because Japanese labor-management relations are better? Partly, yes.
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CULTURE INFLUENCE AND CONFLICT HANDLING
But in Japan there are almost no industrial unions like the CITU AIBEA Each large corporation has its own union, and they feel no bond with other company unions even if they are doing the same work. In one sense, the company union is almost a puppet, led by a management executive.
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POWER OF CONFLICT LESS TEAMWORK HIGH PERFORMANCE TEAMS D
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• Session3
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HOW TO APPROACH CONFLICT
Self role in handling conflict
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IIRRKR IIRRKR…KN THE VJLL…
• How do we approach the issue ?
• Do le reipecj ojher people’i opinions?
• What makes people angry?
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IIRRKR IIRRKR…KN THE VJLL…
• What are the warning signs of anger?
• What to do : walk away ?
• Take a moment to think?
• Agree with the other person anq “gike in”?
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CLUES – AGITATION AND AGGRESSION
Do you recognise when someone is becoming irritated or
is your first clue
someone shouting at you or storming
off?
Some other clues for you: Voice
changes pitch
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CLUES – AGITATION AND AGGRESSION
• flushes or goes pale
• Breathing rate changes
• Tense body posture
• Eye contact changes – either
more direct and challenging or
avoiding eye contact
completely
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WHAT DO PEOPLE DO? Five basic ways of addressing
conflict were identified by Thomas and Kilmann in 1976:
• Avoidance • Collaboration • Compromise • Competition • Accommodation
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AVOIDANCE
What does it look like? Avoid or postpone conflict by; Ignoring it. ✕ Respecting that everyone has
different opinions ✕ Asking to talk about it later, lhen ij’i leii ruin (for emample) When to use it? ✕For minor – non-recurring
conflicts
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COLLABORATION
What does it look like? • Working together to find a
mutually beneficial solution When to use it? • As part of problem solving • In meetings or 1:1 Potential outcomes • Win-win solutions to conflict
or disagreement
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• How much time you have available and how well you know those you are speaking with • How to use your questioning skills to capture ekernone’i resuiremenji • How to gain agreement before continuing
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COMPROMISE
What does it look like? • Finding a middle ground in
which each party is partially satisfied
When to use it? • As part of problem solving • When the time to collaborate
effectively is not available • When the situation is less
complex
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Potential outcomes • The key requirements or expectations of those
involved may be resolved Consider • Will those involved be satisfied with a partial
solution • How to use your questioning skills to capture
requirements • How to gain agreement before continuing
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ACCOMMODATION
What does it look like? • Surrender your own needs
and wishes to accommodate the other party
When to use it? • If this will achieve the best
outcome
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ACCOMMODATION
Potential outcomes • A short term solution
that you can live with • If you are the one
accommodating, then over time, you might resent working in this way
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Consider • Why would your viewpoint be any less
correcj or relekanj jhan annone elie’i? • What the circumstance is • Do you need to build a working
relationship? • Are you choosing to do this because of
hierarchy? • What you could ask those involved in order
to understand the situation better?
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• Session 4
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TOOL BOX TOOLS AND TECHNIQUES
Empathy
• Valh a mile in jhe ojher perion’i ihoei (figurajikeln
speaking)
Active listening
• Use good eye contact, body posture, nodding and
acknowledgement when someone is talking to you
• Summarise and paraphrase what you hear and repeat it
back without changing language styles to make sure you
are on the same page and understand what has been
said
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TECHNIQUES
Take your time ● Give the other person time to respond and pace to do so ● No matter how thin you slice it – there are always 2 sides ● Remember respect cuts both ways
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Open Questions ● ● What, Where, How, ● Who (be careful of Why questions
can start to feel like an interrogation
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DK…. EIPJTHISE VITH THEI
• The focus of your listening is to understand the other party – for nou jo “gej ij”
• Vorh jo lej jhem hnol lhaj ij ii nou “goj” • Use communication skills such as – paraphrasing
and summarising
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Use the same sorts of words they ✕are using (not the expletives) ✕Check your understanding ✕Acknowledge what has been said
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LISTEN
• This is not the easiest thing to do, especially on those occasions when you are bursting to give someone a piece of your mind!
• Work to show that you are focused on understanding jhe ojher perion’i poinj of view.
• Focus on the words you choose, your tone of voice, your hand movements and body language
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FORMULA FOR EFFECTIVE LISTENING
• L-Look Interested • I- Inquire • S-Stay on target • T-Test your understanding • E-Evaluate body language • N-Neutralize feelings
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TAKE YOUR TIME
• The only person you can control is you
• If you start to get
angry take a break to reduce your emotional level and give
you a chance to think about how to handle the situation
• Ask questions
and keep an open mind
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Always show respect No matter how much you disagree with someone – your challenge is with the subject, context, circumstance or argument NOT with the person Consider How does it affect you, when you do not feel nou are reing liijeneq jo…iomeone ijanqi oker nou…raiiei jheir koice….ipeahi oker nou….lagi jheir finger aj nou….jelli you off?
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EXPLAIN WITH CARE
• How can you do this when your point of view is very different from theirs?
• Uie “I” ijajemenji rajher jhan “nou” statements
• Inijeaq of “nou qon’j hnol lhaj nou’re jalhing arouj” jrn “I’q lihe jo emplain mn peripecjike jo nou”
• Blaming and judging people is not helpful and will not effectively find a solution
• Avoid discussing attitudes and personalities
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THINK CREATIVELY
• Use the different methods explored here
• Work to identify different solutions from those so far rejected by one of the parties
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….
• Accept the situation
• Conflict cannot always be avoided
• Not every conflict is negative
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CONFLICT RESOLUTION
Learning to negotiate
WHY CONFLICT RESOLUTION TRAINING?
• Understand the effect conflict has on you
• Recognise when it is appropriate to communicate with an angry person
• Understand how to diffuse negative encounters
• Learn how to speak with others on uncomforjarle or pojenjialln “hoj jopici” anq maintain a professional approach
• Understand the motivators for anger
• Recognise when it is no longer safe to communicate and the only safe response is to walk away
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• Session 5
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WORKPLACE CONFLICT WITH BOSS –HOW TO HANDLE • Learn to deal more effectively with difficult
bosses and supervisors. • How To Deal With A Difficult Boss ? • Bosses and supervisors aren't from another
planet, but sometimes they seem to be
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WORKPLACE CONFLICT-
Conflict with a difficult boss can be daunting and intimidating. Here are some tips to help you deal with difficult bosses and supervisors.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• Most people at some point in their lives have
to deal with a difficult boss. • Difficult supervisors vary in personality
from being pushy or rude, all the way to being downright abusive.
• Task vs relationship styles
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CONFLICT AND BOSS
✕Many people feel abusive boss has control of personal life outside of work and lower the
self-esteem and live in constant fear. ✕The role of a supervisor is controlling ; attracts personalities who like the power ✕A supervisor has complete control over
most basic human needs— ability to put food on the table and a roof over your head.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• These are powerful motivating factors that
allow a difficult boss /supervisor to control people out of fear of losing these basic needs.
• We may not be able to always correct their
behavior, but we should never have to live in fear and let our difficult boss control our lives.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• Here are some strategies on handling a
difficult boss situation.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• Always have a plan B. Most people are scared about having a discussion with their boss concerning their abusive behavior because they fear reprimand or losing their job as a result of it.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• Their fear is usually justified if the
supervisor is a control-freak and feels that their subordinate is threatening their control.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• Before you deal with any type of conflict,
you always need to have a plan B in case things don’t vork out.
• A plan B is the best alternative that you can
come up without having to negotiate anything with your boss.
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WORKPLACE CONFLICT-
✕ In this type of scenario, your best plan B would
probably take the form of having an actual job offer in hand with another employer before you have your talk.
✕ By not having a backup plan, you have given
your abusive boss even more leverage over you because they know you have nowhere else to go.
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WORKPLACE CONFLICT-
• Having a plan B, however, empowers you
with the ability to walk-away at any time should the negotiation not go right. Increase your power and have a plan B before you deal with the conflict.
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WORKPLACE CONFLICT-
• Never react to verbal abuse or harsh criticism with emotion.
• This will always get you into more trouble
than you started with because it will become a war between egos and chances are good that your boss has a bigger ego than you have—hence why he is difficult in the first place.
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BOSS AND CONFLICT
• When a personal attack is made , it is bait
to reacting emotionally and become easy target for additional attacks.
• The key then is not to react, but to acknowledge and move on.
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CONFLICT WITH BOSS
✕By doing this, you effectively strip all of the
power behind their verbal attacks away from your abusive boss, without creating conflict.
✕ If your boss happens to be an intimidator or
a control freak, then the best way of dealing with their behavior is to remain calm and acknowledge their power by saying,
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• "You're right, I'm sorry." By saying this, you
take away any chance of them lashing back at you because you have sidestepped their verbal attack rather than meeting it head on.
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CONFLICT WITH BOSS
• Feel neglected when not recognized for performance.
• Not giving credit when due • Or steals credit
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WORKPLACE CONFLICT-
• Discuss rather than confront. When your
boss criticizes you rather than appreciating, qon’j reacj ouj of emojion anq recome confrontational because that just breeds more conflict.
• Instead, indulge in discussion on with data.
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WORKPLACE CONFLICT-
• If they criticize your work, then that means
that they have their own idea on how that work should be done, so ask them for their advice on how your work can be improved.
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CONFLICT AND THE BOSS
• Manage the manager. A source of conflict is a new manager who demands that things run differently.
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WORKPLACE CONFLICT- CONFLICT AND BOSS
• A discussion about what is the goal them at
the very beginning will help • Gej jo hnol jhe roii’i preference .
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5. KNOW THAT YOU CAN DO LITTLE TO CHANGE THEM.
• Being a difficult person is part of the
personality and therefore do not try to change a supervisor, . Instead, change the way that you approach the behavior.
• Avoiding derogatory labeling, it is easy on yourself to be even angry with your boss.
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6. KEEP YOUR PROFESSIONAL FACE ON
✕ Know the difference between not liking your
boss and not being professional. ✕ Xou qon’j hake jo mahe nour roii nour frienq
or even like your boss as a person, but you do have to remain professional and get the job done and carry out their instructions dutifully as a subordinate, just as you would expect them to be professional as do their duties as a supervisor.
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WORKPLACE CONFLICT-
• Evaluate your own performance. Before you go attacking your boss, examine your own performance and ask yourself if you are doing everything right.
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7. EVALUATE YOUR OWN PERFORMANCE OBJECTIVELY JGJINST BKSS’S EWPECTJTIKN
✕Get opinions from other coworkers about your performance and see if there is any warrant to the criticisms of your supervisor before you criticize their opinions.
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HANDLING CONFLICT WITH SUBORDINATES
• Conflict arise for the same reasons that you may feel with your boss
• Performance appraisal is generally the conflict area
• Insubordination is second major reason
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WORKPLACE CONFLICT- CONFLICT WITH SUBORDINATES
• To handle performance issues be proactive • Define goals /and consequences of not
delivering • On insubordination- gather all facts/
document • Discuss and agree on corrective action
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8. GATHER ADDITIONAL SUPPORT. ✕ If others share in your concern, then you have the
power of numbers behind you to give you additional persuasion power over your boss.
✕ It is often easy for a supervisor to ignore or attack
one employee, but it becomes more difficult to attack all of his employees.
✕ He might be able to fire one of you, but he will look
like an idiot (and probably get fired himself) if he tries to fire all of you. An interdepartmental union is a good way of mustering power against an abusive employer.
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9. DKN’T GK TK UP THE CHJIN KF CKIIJND UNLESS IT’S J LJST RESORT.
✕Going up the chain of command is not an effective way of dealing with a difficult supervisor ✕Try to discuss issues first and only go up the chain of command as a last resort.
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10-WORKPLACE CONFLICT-PAT ON THE BACK
• Encourage good behavior with praise • boss and that of your subordinates- • If shy of verbal use thank you cards • It is easy to criticize but criticisms often lead
towards resentment and hostile feelings.
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WORKPLACE CONFLICT- ✕ Be very careful when you criticize in others presence. ✕ Everyone likes a pat on the back for good behavior, so
you should strive to watch for good behaviors from your boss and subordinates and compliment them .
✕ Have you ever thanked your boss for sound advice? ✕ Proactive praising is much more effective than reactive
criticisms.
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11. LEAVE WORK AT WORK.
• Leave work at work. • If you choose to stay with a toxic BOSS ,
then document everything. • This will be the main ammunition should a
complaint ever be filed . • Maintain performance review record.
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12. WORKPLACE CONFLICT- LEAVE WORK AT WORK.
✕Get into the habit of leaving work at home and not bringing it into personal life;
It will only add to your level of stress. ✕Keep your professional life separate from personal
life as best as you can. ✕Thii alio incluqei haking frienqi lho nou qon’j
work with so that you can detach yourself from your work life rather than bringing it home with you.
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WORKPLACE CONFLICT IN VALUES -
Downsizing or winding up of a business Layoff / Termination of employees due to cost cutting
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ETHICAL ISSUES-
• Harassment • Bribe • Tax evasions
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CONFLICT RESOLUTION-BIBLICAL REF
• Geiui iaiq, “Bleiieq are jhe peacemaheri for they shall be called the children of Goq”(Iajjhel 5.9).
• Peacemakers enter into conflict with a commijmenj jo rring Goq’i gooqneii ouj of that situation, however terrible it might be.
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CONFLICT TRANSFORMATION
• Toqan jhe phraie “conflicj jraniformajion” has been used to describe the various processes whereby people and nations seek to establish constructive and positive dynamics and institutions in their communities in place of the destruction and sorrow of war and civil strife.
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BIBLICAL
✕ confronting evil nonviolently, establishing justice, ✕negotiating agreements, ✕ peace-building ✕ forging reconciliation.
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BIBLICAL REF
• Christians believe Jesus charged his folloleri “jo re engageq in poiijikeln transforming conflicts, for such people show jhemielkei jo re Goq’i chilqren demonstrating the same care and compassion for people suffering in conflict ai Goq hai qemonijrajeq jhrough Chriij.”
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CONFLICT RESOLUTION-BIBLICAL REF
✕POINTS OF IMPORTANCE: ✕Conciliation - 7 steps of the Social
Transformation of Conflict: ✕ 1. Problem-solving, where the parties
disagree but share a problem. ✕ 2. Shift from disagreement to personal
antagonism; the person is seen as the problem.
✕ 3. Issue proliferation–moving from the specific to the general, from one issue to many.
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CONFLICT RESOLUTION-BIBLICAL REF ✕ 4. Triangulation–talking to other people about the
person in conflict not directly to that person. (“Triangulajion” meani mahing a jriangle, in jhii caie with two people who bring in a third person to the conflict, not as a mediator to assist in resolving the conflict, but in an effort to get the third person on one side or the other.)
✕ 5. Reaction and escalation–an eye for an eye. ✕ 6. Antagonism increasing to hostility. ✕ 7. Polarization–a change in the social organization
(breaking of friendship, divorce, church split, civil war, etc.)
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✕ The further along the conflict goes through these steps there is more violence, less trust,
✕ less accurate communication and less direct contact.
✕ In the Genesis stories we see Adam-and Eve at step 2 where Adam is blaming both Eve and God for the problem. Cain is
✕ also at step 2 seeing Abel as the problem, but he jumps quickly to step 7 in committing murder.
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DOMINATION
✕Domination is where one person or group
gains power that is used in a threatening or abusive way over others. Throughout the Bible violent political domination is a problem, whether looking at the oppressions of Pharaoh in Egnpj or Samuel’i concerni about establishing a king in Israel (see 1 Samuel 8). The climax of this violent domination is
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DEMON OR DIVINE?
• seen in Revelation 13 , 13.1.7 depicts • Both demonic and divine governments -
mixture • of both the divinely-established and the
demonic. • Some governments may exhibit more of
the demonic nature in their destructive behavior, while other governments may not
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DEMON OR DIVINE
• Violent or dominating ways of dealing with
conflict can be institutionalized, • Need is for understanding structural
dynamics of power if they are to constructively transform organizational, social or political conflicts.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME ✕ Thomas Edison electrocuted an elephant to demonstrate
the danger of a competitor's technology. ✕ Nike , desperate for an advantage over a surging Reebok,
signed a college hoops player named Michael Jordan. ✕ Central Pacific Railroad laid an astounding 10 miles of
track in 24 hours to grab government payments that the hated Union Pacific would otherwise claim
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• What comes through most strongly in these stories is sheer human intensity.
• Only a brave novelist would have imagined the brother vs. brother saga of Adidas vs. Puma (No. 20). Venice vs. Genoa (No. 7) may look like a dusty tale of feuding city-states, but it set the tone for hundreds of years of European competition.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• Rivalries make great stories, and the greatest rivalries make the greatest tales -- reason enough to read the following portraits of brilliance, skullduggery, nobility, mendacity, victory, and failure.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• But if you're the driven type who demands more practical benefits, you'll find those here too. After all, monumental business battles have changed the world.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• If tiny MCI hadn't challenged the titanic AT&T ( T 0.60% ) the communications revolution would have played out much differently.
• Steve Jobs and Bill Gates ended up selling few competing products yet contended for 35 years to impose radically different visions of computing.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• And a global economy that couldn't function without air travel is far faster and better because Airbus and Boeing ( BA 0.82% ) (No. 9) have had to fight each other every day for 40 years.
• Functional
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• Coke ( KO -0.08% ) and Pepsi ( PEP 0.65% ) were so busy pounding the daylights out of each other that they missed an entirely new notion, and today, inconceivably, the best selling energy drink in U.S. convenience stores isn't made by either company. (It's Red Bull.)
• Dysfunctional
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• General Motors and Ford clashed with
each other until one day Toyota ( TM 1.89% ) had stolen the bulk of their profits.
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• The rivalry between the American railroads
was economic, ethnic, and spectacular, involving sabotage, deception, and death. Who needs such lessons?
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THE 50 GREATEST BUSINESS CONFLICTS OF ALL TIME
• Oh, right, we do. So think of these dramas
as guilt-free pleasures. Then, well prepared for the task, go forth and pulverize your rivals. --Geoff Colvin
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ACCEPT THE SITUATION
• Conflict is not mathematics
• There is not always a solution waiting to be found
• If there is a solution – it is very unlikely to be the only one
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JND FINJLLX…. CKNFLICT CJNNKT ALWAYS BE SOLVED OR AVOIDED
The Swiss psychologist Carl Jung once wrote that
“jhe greajeij anq moij imporjanj prorlemi of life are all
fundamentally insoluble. They can never be iolkeq ruj onln oujgroln”
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JND FINJLLX…. NOT ALL CONFLICT IS NEGATIVE
• Not every conflict is negative (sometimes it
“cleari jhe air”)
• The important thing is to keep wasteful and
damaging conflict to a minimum and
when conflict occurs, use the techniques to resolve or at least ease it
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WHAT DID WE LEARN? In workplace or personal conflicts it is all
about difference in perspective
• Approaches to Conflict Resolution include;
• Avoidance
• Collaboration
• Compromise
• Competition
• Accommodation
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WHAT DID WE LEARN?
• Win Win solutions build relationships and aid solutions
• Conflict is not mathematics but deals with personalities and emotions
• There is not always a solution waiting to be found
• If there is a solution – it is very unlikely to be the only one
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