The Theory & Context for Managing Conflict in the Workplace (LO 2)

1. The Theory & Context for Managing Conflict in the Workplace(LO 2) Describe the ideal environment for reducing the presence of conflict. Identify the signs of evolving conflict. Analyze the conflicts and the level of response needed in using a simple framework for knowing when to intervene.

2. Environment of Minimal Conflict • Conflict often is created when people feel they have no alternatives • Hygiene-motivation theory – dissatisfied employees most often concerned about their environment (policies, administration, supervision, money, status, working conditions, security) (Fredrick Hertzberg)

3. Environment of Minimal Conflict • Abraham Maslow • Hierarchy of Needs Theory – basic needs must be met before higher needs pursued • Physiological (survival) Safety and Security Acceptance Esteem Self-Actualization • When an employee is unsuccessful in fulfilling these needs in the workplace – conflict likely will develop

4. Providing Meaningful Work • Organizations must provide intrinsically valuable and meaningful work • Motivation comes when employees find intrinsic value in their work • Esteem needs – challenging assignments, variety, professional development, career growth, autonomy, and recognition • Self-actualization – attaining one’s potential (See list on Exhibit 2.2)

5. Paying Attention to Evolving Conflict • Conflicts evolve when needs not met or interests are threatened • Conflict inevitable even in the most progressive environment “thus”: • Look for triggers to evolving conflict • Respond appropriately before it escalates

6. Triggers • Over goals, policies, procedures: • Employees efforts run contrary to team goals • Policies/procedures threaten personal interests • Employees disagree with team goals • Employees do not trust the roles, goals, and expectations requested “What is in it for me?”

7. Triggers • Over Information: • Lack information to do job or believe inaccuracies in the information • Misunderstandings about the information • Interpret the information differently

8. Triggers • Over Relationships: • Ability and comfort in communicating to group • Different perceptions due to filters, experience, background, culture, etc. • Differences because of race, ethnicity, gender, age, religion, sexual orientation, way people communicate, learn, work, social and economic status, job classification, duties, etc.

9. Triggers • Over Values: • Different values placed on work – intrinsic value, further interests, money • Importance of getting to work on time, participating in meetings, team/alone • Values concerning management authority, (defer/challenge) • Evaluate other ideas/opinions (open or rigid) • Values on lifestyle choices, ideology, politics, religion, and other deeply held beliefs

10. Triggers • Over Structures: • Business structures creating time pressures, work overload, and stress • Power imbalances causing feelings of disenfranchisement and powerlessness • Lack of autonomy –disallowed or minimized and disincentives for taking control • “Business as usual mentality” but more logical and effective ways exist to work

11. Monitoring the Work Environment • Know day-to-day happenings – connect with employees • When a change is implemented – communicate openly/be ready to respond • When sensing a rift – respond and support • Sensitive to individuals who are having difficulties • Stay in touch with customer needs/ complaints

12. Bumps, Bruises, and Head Bangers Low • Bumps Bruises Head Bangers • Monitor Intervene Confront immediately to prevent escalation Moderate To High High Frequency High Intensity Moderate To High Low

13. Bumps (Monitor Stage) • Parties in disagreement but maintaining their relationship • Most common part of a vibrant organization • Monitor situation/mature parties often resolve issue • Empowering individuals to address own situations is preferable • Offer advice on how to confer

14. Bruises (Intervention Stage) • Evolving conflicts where intervention appropriate before further escalation • Signs – party complaining to you, but not directing to whom they are in conflict with/ communication is breaking down/anger/ frustrated look/crossed arms/red face/ walking away • Counsel employee of behaviour and consequences before battle lines are drawn

15. Head Bangers (True Conflict Stage) • Battle lines have been drawn • Should be few in orgs. when proactive systems used and mature employees exist • Crisis mode/communication broken down and support system must be used • Loss of productivity, lowered moral, dysfunctional relationships, team disunity • Managing conflict depends on your skills/abilities (mediator/facilitator)

16. Preventing Conflict in Organizations • Audit potential for conflict using motivational needs and triggers • Check lists, employee satisfaction questionnaires, climate surveys, etc. • Develop close relationships with staff • Be unconditionally supportive in addressing their personal needs