Conflict Resolution

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Conflict Resolution
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Scoring

• Score the How do you act in conflicts?
• For personal reflection only!
• Do not feel compelled to reveal you scores.

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Why are people different?

• Learned behaviour.
• Influenced by our
• Childhood up brining
• Culture
• Experiences
• Different people use different styles.

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Role of a Manager

• Pro-active
• Recognise the signs of conflict
• Neutral / fair
• Set ground rules
• - Both parties to be heard.
• Stick to issue at hand.
• Facilitate an agreed solution
• Support and evaluate

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Conflict Styles

• The Turtle - Withdrawing
• The Shark Forcing
• The Teddy bear Smoothing
• The Fox Compromising
• The Owl Confronting

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The Turtle. - Withdrawing

• Withdraws into their own shell.
• Stays away from issues.
• Stays away from people they are in conflict with.

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The Shark - Forcing

• Overpowers.
• Forces other to accept their solution.
• Seeks to achieve their goal at all cost.
• Not concerned with the needs of others.
• Sees conflict as win or lose.

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The Teddy Bear - Smoothing

• Want to be accepted and liked by all.
• Avoid conflict.
• Favour harmony.
• Thinks conflict will destroy relationships.
• Like to smooth things over.

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The Fox - Compromising

• Aims for all parties to gain.
• Compromises.
• Win Win.

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The Owl - Confronting

• Views conflicts as problems to be solved.
• Solutions are sought to achieve both parties
  goals.
• Able to maintain a relationship throughout
  conflict.

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Key points to remember

• Privacy
• Your goal, is not always the only or optimal out
  come.
• Take people concerns seriously, even if they
  appear small to you.
• If people feel heard and understood its easier to
  work through problem
• Keep good relationships.
• Dont assume other person knows there is a issue
• Face to face better then emails, phone etc

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Five styles of conflict management.

High A S S E R T I O N
Low
CO-OPERATION High
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Signs of Conflict

• Heated exchange
• An increase in turnover rates
• Gossip and rumors
• Tension
• Increased use of personal/sick leave
• Increase in employee grievances or complaints
• Lack of team cohension
• Low morale and trust
• Reduced productivity

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De-Personalising

• Understand your biases.
• Be aware of your body language.
• Use I messages.
• Use active listening skills.

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• 6 Steps of Conflict Resolution

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Step 1.

• Non threatening space
• Appropriate space for discussion- neutral.
• Mutual agreed appropriate time.
• Mediators/facilitators as appropriate.

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Mediation

• Third person.
• Independent / impartial.
• Draws attention to the key issues and concerns
  not emotions.
• Set ground rules.
• Both parties to be heard.
• Stick to issue at hand.
• Helps parties involved to make progress.
• Mediator does not make judgments or determine
  outcomes.

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Step 2

• Seek to understand and be understood
• Define the issue (Chart)
• Who.
• Their needs.
• Their concerns.

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Step 3

• Unpack history
• List past attempts at resolving the issue
• Why - Why not successful

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Step 4

• Generate options.
• Brainstorm possible solutions.
• Discuss alternatives in a neutral and objective
  way.
• Discuss pros and cons of all offered solutions.

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You

• Open body language
• No physical contact
• Face front on
• Make eye contact
• Sit at same level

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Step 5

• Build agreement
• Agree on one solution to try.
• Agree to end the conflict.
• Agree as to how each individual will work towards
  the solution.
• Implement.

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Step 6

• Evaluate
• Set up a meeting to revisit the issue and the
  solution tried.
• Self evaluation.
• Revisit issues if required.
• Encourage and support parties.

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Practice Time
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Conflict resolution style

High A S S E R T I O N
Competition Use power/coercion Win/lose Legal
enforcement Threats/violence
Collaboration Work it out together. Win/win Mediat
ion
Compromise. Split the difference ½ win/1/2
win Negotiation
Accommodation Submission, Compliance
Avoidance. Leave well alone.
Low
CO-OPERATION
High
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Conclusion

• Privacy
• Pro-active
• Respect
• Commitment
• Recognise your ability
• Effective communication