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Conflict in the Workplace. Dealing with Difficult Behavior. What’s the point in understanding difficult behavior?. Can be costly Affects bottom line Ignoring will eventually backfire Be in the driver’s seat Turn the problem into a profitable asset Facing the problem/increase confidence.
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Conflict in the Workplace Dealing with Difficult Behavior
What’s the point in understanding difficult behavior? • Can be costly • Affects bottom line • Ignoring will eventually backfire • Be in the driver’s seat • Turn the problem into a profitable asset • Facing the problem/increase confidence Success in Dealing with Difficult People/ K. Lawson
Two points to remember • Focus on behavior not people • Differences create difficulties Success in Dealing with Difficult People/ K. Lawson
Working preferences • Work closely with others/team concept • Individual research/own conclusions • Off the cuff/forced to make swift decisions Success in Dealing with Difficult People/ K. Lawson
Stress Signals • Flashes of anger • Visible lack of attention • Lack of focus on task • Fatigue comments • Excessive eating • Failure to meet deadlines Success in Dealing with Difficult People/ K. Lawson
Situations suggesting negative impact • Good ideas do not deliver results • One does not think, communicate, or operate clearly • Difficulty getting clear feedback from staff • Situations where you feel out of control • Team member prevents timely achievement Can you think of other situations at your workplace? Success In Dealing with Difficult People/l. Lawson
Is the issue a reflection of something in you? • You see something in them you dislike about yourself • Person is drawing attention to a skills you have not mastered • Person high lights aspects of you that you don’t want to confront. Success in Dealing with Difficult People/ K. Lawson
Take charge of your reactions • Don’t get trapped into trying to please the other person • Are your feelings realistic? • Take a detached impersonal view • Appreciate your differences • Work out how different skills can complement each other Success in Dealing with Difficult People/ K. Lawson
Manager Checklist • Dealing with difficult situation tests your management skills • Do not make it personal • Understand your own bias • Look at the causes of difficult behavior Success in Dealing with Difficult People/K. Lawson
How to Become A Conflict Leader • Understand the dynamics of conflict • Understand your reactions to conflict • Foster constructive responses • Create a conflict competent organization Becoming a Competent Leader by Runde & Flanagan
Weather the Storm • Stay Calm in the Face of Conflict • Encourage civility, fairness, and safety • Teach & coach effective responses • Provide Opportunities to learn • Embrace constructive conflict Becoming a Competent Leader by Runde & Flanagan
Active Constructive Behaviors • Perspective taking • Creating solutions • Expressing Emotions • Reaching Out Becoming a Competent Leader by Runde & Flanagan
Passive Constructive Behaviors • Reflective Thinking • Delay Responding • Adapting Becoming a Competent Leader by Runde & Flanagan
In summary…. • Every conflict is different. Conflict competent leaders do not follow a script. Effectiveness comes from an array of behaviors, techniques, analysis, timing, and attitude. Becoming a Competent Leader by Runde & Flanagan
Remember this • Acquire the perspective for considering the possibility “my way is not the only way” Becoming a Competent Leader by Runde & Flanagan