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Conflict and Workplace Culture How Leaders can Affect Positive Change

Conflict and Workplace Culture How Leaders can Affect Positive Change. Learning objectives Following this presentation you will be able to : recognize , define, intervene, mitigate, manage and evaluate conflict in your work group. Conflict has three components Disagreement:

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Conflict and Workplace Culture How Leaders can Affect Positive Change

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  1. Conflict and Workplace Culture • How Leaders can Affect Positive Change

  2. Learning objectives • Following this presentation you will be able to: • recognize, define, intervene, mitigate, manage and evaluate conflict in your work group.

  3. Conflict has three components • Disagreement: • differences in values, needs, opinions, interests and goals • Interference: • of attaining one’s interests, objectives, or goals • Negative Emotions: • fear, jealousy, anger, anxiety, frustration

  4. Not to be confused with… • Bullying/Harassment • characterized by a constellation of repeated acts by one or more individuals undertaken with an intention to cause harm • Workplace Incivility • a form of organizational deviance- behaviours that violate respectful workplace norms. Not necessarily meant to harm but are often rude, discourteous.

  5. Antecedents • Individual differences – dissimilar demographics, value differences • Interpersonal factors - reciprocated distrust, poor communication, lack of perspective taking, inadequate emotional intelligence • Organizational factors – change due to restructuring, interdependence, diminished flexibility, lack of employee engagement • Goal perception – the more common the goal the better chance of constructive controversy

  6. Conflict is: • Relationship • exists when there are interpersonal incompatibilities • Task • disagreements about the content of the tasks being performed or about viewpoints, ideas and opinions • Process • disagreement on how to accomplish the task

  7. What do you see most often? • At your tables identify and discuss: • Most common type of conflict • Cause of the conflict • Consequences to the department/work group • How do you manage conflict?

  8. Thomas - Kilmann Conflict Mode Instrument • What is your personal style when dealing with conflict? • 15 minutes

  9. The 5 styles • Competitive: high assertiveness, low cooperation • This group wants to win! • Accommodative: low in assertiveness, high in cooperation • This group’s members are easy going and follow the crowd. • Avoiding: low in assertiveness, low in cooperation • Avoiding people are detached and indifferent to • conflict. • Collaborative: high assertiveness, high in cooperation • This group’s members are active problem solvers. • Compromising: moderate in assertiveness, moderate in • cooperativeness • These people will give and take to resolve conflict.

  10. Setting the stage for successful conversations • Make it safe • Look for signs • Use Contrasting- “I don’t want….I do want” • Seek mutual purpose • Seek mutual respect

  11. STATE for perspective sharing • Share the facts • Tell your story • Ask for others perspective • Talk tentatively • Encourage testing

  12. Communication Tips • Allow for personal space • Be aware of body language, eye contact, touching • Use active listening • Confirm your understanding of the problem • Acknowledge feelings

  13. Continued… • Allow for perspective taking, Do Not interrupt • Seek to understand underlying motives • Use “I feel” statements • Know your policies, CA • Know where to go for help

  14. Considerations and Take Aways • Personal struggles impact professional performance • Evaluate departmental health and engagement • Individuals may not want to share information with you • Create opportunities for collaboration • Encourage dialogue, discourage triangulation

  15. Where to go for support? • Associate Dean, Dean • Vice-President Academic • Dispute Resolution office • Deans of Students • Human Resources

  16. References • Almost, J., Doran, D.M.,McGillis-Hall, and Lascdhinger, H.K.S. (2010) Consequences and Antecedents of Intragroup of Conflict among nurses. Journal of Nursing Management, 18(8) 981-992 • Regisered Nurses Association of Ontario (RNAO) Best Practice Guideline (2012) Managing and Mitigating Conflict in Health Care Teams. Toronto, ON • De Dreu, C.K.W. and Weingart, L.R. (2003a) Task Ve3rsus Relationship Conflict, Team Performance and Team Membership Satisfaction. Journal of Applied Psychology. 88(4) 741-749 • Pondy, L.R. (1967). Organizational Conflict: Concepts and Models. Administrative Science Quarterly, 12(2) 296-320. • Patterson, K, Grenny J., McMillan R., Switzler (2012) Crucial Conversations, Tools for talking when stakes are high • questions?

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