Workplace%20Dynamics

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Workplace Dynamics
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Workplace Relationships
distinctive and unique characteristics
gtCan be daily and ongoing 5x8 hrs gtSharing
space/equipment/supplies gtpersonal privacy,
space, noise, fragrances gtinterdependent roles
you need each other gtdiffering status levels
assistants to.. gtpower imbalances
employee/supervisor gt Varying degrees of
experience ,knowledge
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Workplace Relationships contd
distinctive and unique characteristics
gtexpected norms cooperation, support, respect
etc. policies,procedures gtIndividual
relationships within a group
relationship/hierarchy gtLivelihood,status,self
image are enmeshed in your work gtIndividual
roles/jobs with performance requirements gt
Established Lines of Reporting/Communication
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Our Coworkers
Our Co-workers have. Concerns Hopes Aspirations
Priorities Beliefs Desires Expectations Needs and
Wants
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Coworkers contd
Have ..
Differences in perceptions Differences in
values Differences in power Differences in
opinions Personality differences Different ?

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CONFLICT IN THE WORKPLACE
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CONFLICT DEFINED
Conflict emerges when something that we value or
care about is threatened by someone, or is
perceived to be threatened.
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What we care about/value
Procedural
Substantive
Psychological
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Conflict is normal
Is it really ?
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Conflict is Normal
The workplace is filled with people who have
different wants, needs, and expectations. .
conflicts will occur.
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Conflict Good or Bad?
Positive when it encourages creativity, new looks
at old conditions, the clarification of points of
view, and the development of human capabilities
to handle interpersonal differences. Negative when
it creates resistance to change, establishes
turmoil in organization or interpersonal
relations, fosters distrust, builds a feeling of
defeat, or widens the chasm of misunderstanding.
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Addressing Emotions
They are a component of all conflict. They need
to be acknowledged with empathy. It is helpful
to be able to name the emotion.
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The Complexity of Emotions
There are many. They can be layered. They can be
intermingled.
Confused, Elated,Worried,Hostile,Disappointed Thre
atened, Angry,Embarrassed,Depressed etc.
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Emotions and Moving Forward
Recycling of emotions is counter
productive. Knowing when to move off
emotions/the past, is challenging. Focusing on
solutions and goals leads to conflict resolution.
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Conflict Resolution Methods
Focus on Relationships Focus on
Outcome Competing Avoidance Compromising Colla
boration Accommodating
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Dealing with Conflict
We need to respond not react to Conflict 1, Adopt
a Resolution state of mind 2.Try to identify
the type of Conflict 3. Self Awareness identify
your conflict triggers 4.Separate Positions
from Interests/Concerns 5. Beware of
Attribution 6. Listen in order to be able to
demonstrate understanding. 7. I
statements 8. Pause to do 1- 7 write it down.
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The Conflict Resolution state
of mind

• Ownership of my thoughts, decisions, my
  responses, my reactions, my actions can only
  belong to me.
• 1(a) I am capable, not helpless nor a victim.
• 2. Effective Communication is how the conflict
  will be resolved.
• 3. Focus on resolving the conflict not on
  changing the other person
• 4. We, (i.e.those in conflict) can best resolve
  our differences.

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Differences again
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Types of Conflict

• Substantive Conflict
• Conflict between individuals because of what
  should
• be done or what should occur.e.g. work to be
  done
• Personalized Conflict
• Conflict between individuals that occurs because
  the two
• parties do not like one another perceive each
  other
• as a threat, identity or self esteem is attached
  to winning the dispute.
• Personalized Conflict is difficult for most
  people.

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Three (3) Core Elements of Identity
Am I Competent? Am I a good person? Am I
likeable?
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IDENTITY CONFLICT TRIGGERS
Competence your skill / intelligence is
questioned Inclusion being excluded from a
group,committee Autonomy someone tries to
control/impose on you Status someone is
eroding your power/position Reliability-your
trustworthiness/dependability is
questioned Morality someone questions your
values or integrity
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Listening to Understand
Take acuriosity vs an investigative
approach. People know that they have been
listened to when we can demonstrate that we
understand them. How to
demonstrate? by repeating by paraphrasing by
summarizing by .
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Understanding/ Listening
If you take time to understand me. I will take
time to listen to you. Eventually we may even
trust each other
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Look for Interests behind Positions
POSITIONS I want the window open. But I
want the window closed. INTERESTS I would
like some fresh air. But I dont want outside
noise
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Beware Attribution
Attributing negative values and motives to those
with whom we are in conflict. I am motivated by
reason and logic. I am fair and reasonable.
You are not a good person. You have the wrong
values. FOCUS ON ISSUES NOT PEOPLE
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Your Perspectives
If you change the way you look at things, the
things you look at change. If you change the way
you view someone, that someone you view, changes.
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Assertive not Aggressive
The I statement You
are the most frustrating person to work with!
vs. I feel very angry
when you do not keep me in the loop because it
suggests my input is not valued. COMPARE THE
EFFECT OF EACH OF THESE STATEMENTS
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I Statements contd
1) I feel .. (state the emotion not I feel
like) 2) When you .( describe their
behaviour or under what conditions you
feel that way) 3) Because explain why the
behaviour or conditions make you feel that
way.. I feel angry when you dont file your
report on time because then I miss my
deadlines.
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Dealing with Conflict
We need to respond not react to Conflict 1. Adopt
a Resolution state of mind 2.Try to identify
the type of Conflict 3.Self Awareness identify
your conflict triggers 4.Separate Positions
from Interests/Concerns 5.Beware of
Attribution 6.Listen in order to be able to
demonstrate understanding. 7. I
statements 8.Pause to do 1- 7 write it down.
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Hoped for Workplace
Healthy ,safe ,professional ,friendly Family
culture ,trustful ,open communication