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Conflict Resolution – Skills for Life

Conflict Resolution – Skills for Life. Resources Priorities/strategies Decisions Goals, productivity Roles Rewards. Values, beliefs, attitudes Power Leadership style Inclusion Personality. Sources of Conflict. Destructive Aspects of Conflict. Destroys individual and team morale

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Conflict Resolution – Skills for Life

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  1. Conflict Resolution – Skills for Life

  2. Resources Priorities/strategies Decisions Goals, productivity Roles Rewards Values, beliefs, attitudes Power Leadership style Inclusion Personality Sources of Conflict

  3. Destructive Aspects of Conflict • Destroys individual and team morale • Diverts energy away from more important activities/issues • Relationships are weakened • Teams become polarized • The problem keeps persisting

  4. Constructive Aspects of Conflict • People change & grow • Problems are solved • Involvement and commitment is increased • Relationships are strengthened • Teams become more cohesive • Team creativity is enhanced

  5. Five Conflict Handling Modes

  6. Avoiding • Uncooperative and Unassertive • Goal is “to delay” • Postpone or sidestep the issue • Don’t address the conflict • Withdrawing, ignoring or not taking a position stance • May lead to Lose/Lose

  7. Avoiding is applicable when… • We feel conflict is trivial • There’s no chance of satisfying our needs/concerns • Time is needed for cooling down • Gathering more information outweighs need for instant decision • Others can resolve it more effectively

  8. Accommodating • Cooperative but Unassertive • Goal is “to yield” • Selfless generosity • Going along with, even though you disagree • Yielding to another’s point of view • May lead to Lose/Win

  9. Accommodating is applicable when… • You realize your wrong • Issue is more important to other side • Build up social credits • You’re outmatched and losing • Preserving harmony is more important • Aids in an employee’s development

  10. Competing • Assertive but not Cooperative • Goal is “to win” • Tough but not considerate • Standing up for one’s rights • Simply trying to win • May lead to Win/Lose

  11. Competing is applicable when… • During emergencies, must act quickly • Unpopular course of action must be taken (enforcing rules, disciplining, cost cutting) • Issue is important—you know you’re right • Need to protect yourself

  12. Compromising • Kind of Assertive and Cooperative • Goal is “to find middle ground” • Splitting the difference • Exchanging concessions • Finding a quick or expedient solution • May lead to “Half Win-Half Lose”

  13. Compromising is applicable when… • Goals are moderately important—not worth the effort to be more assertive • Both sides have equal power • A temporary settlement is desirable • Under time pressure for a solution • Need a backup—competing or collaborating isn’t working

  14. Collaborating • Assertive and Cooperative • Goal is “to find a win-win solution” • Being tough yet considerate • Concern for the goal and the relationship • Both parties needs are met • Leads to Win/Win or Win/Win—No Deal

  15. Collaborating contd… • Collaboration requires different perspective: • Accept responsibility for our part of conflict • No “hidden agendas” • Respect for other’s viewpoints/perspectives • Desire to see needs/concerns of both parties being met • Looking for opportunities to enlarge the pie--accommodate all needs and concerns • Thinking Win/Win or Win/Win-No Deal

  16. Collaborating is applicable when… • Merge insights from people with different perspectives • Need to work through hard feelings • Want to improve/maintain relationship • Concerns/needs are too important to compromise or accommodate away • Need to have buy in

  17. Conflict Management Guidelines • Decide if conflict is worth confronting • Select a “prime time” for resolving • Use active listening • Ask questions to understand • Ability to clearly express concerns/needs • Make point to keep emotions out of it • Stick to the issues • Stick to the present

  18. A Conflict Management Strategy • Initiate discussion in a non-defensive way • Briefly define the problem (ID specifics) • Ask for their perspective • Ask to share your perspective--if OK share it • Agree to causes, ask for commitment to solve it • Generate feasible solutions • Select a mutually acceptable solution • Plan the implementation & then follow-up

  19. Role play #1 • Randy is the supervisor • Carzella is a long term high producing employee that likes to share her life’s story with co-workers every morning • Steve and Dave are co-workers

  20. Role Play #2 • Steve is a member of a HPT • Carzella is the office manager • Steve’s team members have a habit of taking files out of the cabinets and not replacing them • One day some LT members come in looking for a case file when Carzella’s out of the office.

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