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CONFLICT RESOLUTION

CONFLICT RESOLUTION. Paris Boehm, Associate Whittle Consulting Group, LLC. H. ousekeeping. Materials Slides Breaks Evaluation. 2. ?. What do you see as a major source of workplace conflict?. Who’s here. Today’s objectives:. Review types & sources of workplace conflict. Apply

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CONFLICT RESOLUTION

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  1. CONFLICT RESOLUTION Paris Boehm, Associate Whittle Consulting Group, LLC

  2. H ousekeeping • Materials • Slides • Breaks • Evaluation 2

  3. ? What do you see as a major source of workplace conflict? Who’s here

  4. Today’s objectives: Review types & sources of workplace conflict Apply conflict resolution models & approaches through practice Examine different ways to address & resolve conflict Conflict Resolution

  5. At the end of the day… To better know & understand yourself and others in order to improve your your skills in managing & resolving conflict

  6. T ruths • There is no silver bullet • One size does not fit all • Managing your behaviors and reactions…both a skill and an art • Practice makes perfect

  7. You must agree… • You can not control others • You can control yourself • You accept responsibility for your actions, reactions, decisions, and emotions • You share responsibility for the success of your team

  8. Power? Authority?

  9. Positional Power

  10. When you think you are powerful, you are. When others think you are powerful, you are.

  11. POWERFUL 8. Lead & Make It Happen 7. Find Solutions 6. “Own It” 5. Acknowledge Reality 4. Wait & Hope 3. “I can’t” - Excuses 2. Blame Others 1. Unaware / Unconscious powerless

  12. ? Do you take risks

  13. If you do or if you don’t… either way, it’s risky business What’s the risk of acting? • What do you risk if you address the conflict? What’s the risk of NOT acting? • What do you risk if you DON’T address the conflict?

  14. If you always dowhat you’ve always done,you will always getwhat you’ve always got.

  15. Aim Fire Fire Aim Ready Ready

  16. When conflict gets out of hand…

  17. Speak when you are angry… and you will make the best speech you will ever regret. Ambrose Bierce

  18. Scenario: • The end of your rope HO

  19. Models & Tools

  20. YES Desired State Current State No

  21. YES Desired State Desired State Current State No

  22. ORGANIZATIONAL CULTURE (High) GROUP BEHAVIOR INDIVIDUAL BEHAVIORS Difficulty INDIVIDUAL ATTITUDES KNOWLEDGE (Low) Time involved (Short) (Long)

  23. Activity: • WORKSHEET: Your greatest challenge HO

  24. Benefitsof managing conflict • Better motivated staff • Staff energies directed toward work, not emotions • More positive image of organization, team • Improved teamwork • Better personal development of individuals 2

  25. Benefitsof managing conflict • More, better ideas • Increased creativity & innovation • Increased self-respect • Increased synergy 2

  26. Drawbacksof ignoring conflict • Lower morale • Climate of mistrust, suspicion, hostility created • Escalation & spread of conflict to others • Dissipation of staff energy • Misdirection of staff energy • Reduced productivity • Misperception that inaction is the easiest option—the problem will ultimately be harder to solve 2

  27. 5 ways to deal with conflict Collaboration Compromise Avoidance Competition Accommodation 2

  28. Avoidance • Withdraw • Deny 2

  29. Accommodation 2 • Minimizes, • suppresses • differences • Maintains surface harmony • Can result in feelings of • powerlessness, frustration

  30. Competition • Focuses on defeating • other side 2

  31. Compromise • Each party • gives up something • Trade-offs • Multiple options, solutions • Use to build consensus 2

  32. Collaboration • Experience, • expertise, perceptions of both • parties recognized & valued • Alternatives discussed openly • Decisions made in broader • context: What’s best for • team, department, company 2

  33. Conflict Management Process 1. Recognize that a conflict exists 2. Monitor the climate 3. Examine, summarize the situation 4. Plan your approach 5. Address the issue 6. Involve & engage the stakeholders 7. Identify a forward path 8. Appraise, don’t dwell 3

  34. 1. Recognize that a conflict exists Conflict Management process • Overt vs. covert • Visible vs. hidden • Obvious vs. subtle 3

  35. Trip my TRIGGER 3

  36. My Toughest Conflict

  37. 2. Monitor the climate Conflict management process • Keep eyes open • Don’t ignore • Early warning system 3

  38. To monitor conflict… • Know yourself • Know others • Adapt and Connect • Do unto others as THEY would be done unto

  39. S W tyles orking 5

  40. structured detailed realistic challenging bold big fantastic passionate beyond your wildest dreams safe thoughtful value-based

  41. questioning deliberate cautious precise formal strong-willed competitive demanding determined purposeful Demonstrated Behaviors caring patient sharing relaxed encouraging sociable dynamic persuasive enthusiastic demonstrative

  42. Let’s do it RIGHT Let’s do itNOW Let’s do it in a CARING way Let’s do itTOGETHER

  43. questioning deliberate precise formal caring patient sharing encouraging dynamic sociable persuasive enthusiastic strong-willed competitive demanding determined Who are YOU?

  44. questioning deliberate precise formal caring patient sharing encouraging dynamic sociable persuasive enthusiastic strong-willed competitive demanding determined Who is HE/SHE?

  45. Gifts • Sets clear targets for themselves • Is honest and direct with the team • Presents ideas and facts with absolute certainty • Provides a fast response to the team’s needs • Brings energy and momentum to the project

  46. Challenges • May be in a hurry to present a solution without always listening thoroughly to the business needs • May appear intimidating • May sometimes move on to the next big opportunity before finalizing the details of the last one • May be so single-minded that they fail to anticipate problems or explore alternative approaches

  47. Gifts • Brings great energy and enthusiasm to the role • Socializes well with the team and makes meetings positive and upbeat • Takes a creative approach to solving problems • Believes that anything is possible and talks in a compelling way about future possibilities • Brings optimism to the team, inspiring others to embrace new ideas and concepts

  48. Challenges • May make promises they cannot keep • May lose track of time, show up late, or run over • May forget the finer details by focusing too much on the ‘big picture’ • May lose interest in the project and fail to follow through completely

  49. Gifts • Excels at maintaining long-term relationships with team members • Listens well and takes time to establish needs • Takes a collaborative, partnership approach to implementation • Brings a voice of reason to the team, ensuring new ideas are really in the best interest of the business

  50. Challenges • May be seen as hesitant and lack a sense of certainty in proposing solutions • May avoid confrontation or delivering a difficult message by sometimes taking the path of least resistance • May appear to lack passion and/or excitement about their area of responsibility • May be seen as slow to respond

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