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PennDot Leadership Academy for Supervisors

PennDot Leadership Academy for Supervisors. DEALING WITH CONFLICT. Paula Banzhaf The TEAM Approach 717-656-0788 Paula@teamapproach.com. Quick Review. Essential Skills of Leadership Essential Skills of Communication Coaching Principles Pre-work for this session.

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PennDot Leadership Academy for Supervisors

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  1. PennDot Leadership Academy for Supervisors DEALING WITH CONFLICT Paula Banzhaf The TEAM Approach 717-656-0788 Paula@teamapproach.com

  2. Quick Review • Essential Skills of Leadership • Essential Skills of Communication • Coaching Principles • Pre-work for this session

  3. There are two main areas of team member conflicts: 1. Personality clash (based on differences in attitudes, beliefs, opinions, etc.) 2. The way the work is structured (overlapping responsibilities, use of the same equipment, competition for scarce resources and so on)

  4. Observe Behavioral Models on Video Video 1 – Negative Model Video 2 – Positive Model Video 3 – Positive Model with Skill Points Reinforced

  5. Analyze Video Models What is the first thing the team leader does? SKILL POINT #1 ASK EACH TEAM MEMBER TO STATE PROBLEM How does the team leader try to get the two team members to understand each other's point of view? SKILL POINT #2 ASK EACH TEAM MEMBER TO STATE OTHER'S VIEW How does the team leader make certain each statement of the other's view is accurate? SKILL POINT #3 ASK EACH TO CONFIRM ACCURACY OF THE OTHER'S RESTATEMENT How does the team leader deal with the differences in their views of the problem? SKILL POINT #4 FOCUS ON OBJECTIVES FACTS, AREAS OF MUTUAL NEED OR MUTUAL GOALS How does the team leader use these facts to bring the team members closer to a solutions? SKILL POINT #5 ASK EACH TO SUGGEST SOLUTION How does the team leader close the meeting? SKILL POINT #6 BRING BOTH TO AGREEMENT ON SPECIFIC STEPS TO RESOLVE CONFLICT AND SET UP REVIEW

  6. Conflict Handling Skill Points • ASK EACH TEAM MEMBER TO STATE PROBLEM • ASK EACH TEAM MEMBER TO STATE OTHER'S VIEW • ASK EACH TO CONFIRM ACCURACY OF THE OTHER'S RESTATEMENT • FOCUS ON OBJECTIVES FACTS, AREAS OF MUTUAL NEED OR MUTUAL GOALS • ASK EACH TO SUGGEST SOLUTION • BRING BOTH TO AGREEMENT ON SPECIFIC STEPS TO RESOLVE CONFLICT AND SET UP REVIEW

  7. First Skill Practice Session • Replicating the Video Model we just saw • 4 roles: • Team Leader • Team Member • Team Member • Observer • 4 Rounds so each person will have a chance to be in the Team Leader role

  8. Job Specific Dealing with Team Member Conflict How do we start? ASK EACH TEAM MEMBER TO STATE PROBLEM After stating the problem what comes next? ASK EACH TO STATE THE OTHER'S POINT OF VIEW What next? ASK EACH TO CONFIRM ACCURACY OF THE OTHER'S RESTATEMENT OK, we've stated, restated, etc., what next? FOCUS ON THE FACTS, AREAS OF MUTUAL NEED OR MUTUAL GOALS How do we get a consensus? ASK EACH TO SUGGEST SOLUTIONS How do we close? BRING BOTH TO AGREEMENT ON SPECIFIC STEPS TO RESOLVE CONFLICT AND SET UP REVIEW

  9. Job Specific Skill Practice Session • 4 roles: • Team Leader • Team Member • Team Member • Observer • 4 Rounds so each person will have a chance to be in the Team Leader role using their own job specific scenario

  10. The 5 Thomas –Killman Conflict Modes Hi ASSERTIVENESS Compromising Competing Collaborating Avoiding Accommodating Hi Lo COOPERATIVENESS

  11. Action Planning Resources in your Workbook: p. 50 – Master copy of Skill Application Plans for Dealing with Conflicts (sample on p. 49) pp. 56 & 57 – Master Copy of Conflict Resolution Meeting Worksheet (sample on pp. 54 & 55) pp. 65-67 – Master Copy of Conflict resolution Meeting Agenda and Record (sample on pp. 62-64) pp. 69-70 – Troubleshooting Guide (common conflict situational examples)

  12. Conflict is natural & sometimes unavoidable 2 sources of conflict: Personality clashes How work is structured Conflict sometimes produces useful change It is a barrierto successful cooperation & communication Conflict is a source of job stress Conflict is a symptomof a problem needing to be solved Team Leaders must be fair & impartial in resolving conflicts between team members Successful conflict resolution should not come at the expense of any party to the conflict Successful resolution should come from & be agreed upon by all parties Resolution cannot just be imposed by the Team Leader Summary

  13. Closure • Final Questions/Discussion? • Evaluation Process • Team Approach PLAS website • www.teamapproach.com/plas.asp • Thanks for Participating • Paula Banzhaf 717-656-0788 • paula@teamapproach.com

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