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MANAGING CONFLICT IN THE WORKPLACEPresented by Elizabeth Yanke, MBA,
Project Manager, League of
Wisconsin Municipalities
AGENDA
Why is this important?
A History with Conflict
Coaching conflict
Addressing conflict Tips for communicating a hard message
Q&A
WHAT’S IN IT FOR ME?
What’s in it for me?
ROLE OF HUMAN RESOURCES
Mitigating risk
How we treat people
How they treat each other
BE A PROBLEM SOLVER
Add value to the organization
Problem solvers measure, plan, act
FOR YOUR OWN DEVELOPMENT
Develop your emotional intelligence
Can be helpful in your personal life as well
PERSONAL HISTORY WITH CONFLICT
WE ALL BRING OUR OWN FEELINGS
Family embraced healthy discussion or not
Past trauma
Abuse
Bullying
Your current stress level
NOT ALL CONFLICT IS BAD
Identify problems that need to be solved
Allows multiple views to come to light, new approaches
Brings a team closer together, understand each other
Addressing issues now mitigates long term relationship damage
COACHING CONFLICT
SEEK FIRST TO UNDERSTAND
Stephen Covey, The 7 Habits of Highly Effective People
Understanding the emotions of a person are just as important as the content of what they are saying.
David Rock, Your Brain at Work and Quiet Leadership
ACTIVE LISTENING
What I’m hearing is…
And this is making you feel …
Reach the “Deflated Yes”
THE COACHING CONVERSATION: GROW MODEL
Goal
Reality
Options
Will
Clarify Desired Goal
Observe Reality / Situation
Assess the Options
Way Forward / What Next
ASKING THE RIGHT QUESTIONS
Open ended / Probing
Who
What
When
Where
Why
How
What else?
THE RIGHT QUESTIONS
Goal
What would you like to take away
from this conversation today?
What does a successful outcome
look like?
Reality
How has this effected your
work?
What obstacles have you run into because of this
issue?
What have you done so far to
address this issue?
Options
What all some alternatives you
could pursue here?
What resources do you need?
What else could you do?
Would you like a suggestion? One
option…
What Next
What do you think is your next step?
What obstacles do you anticipate with
this option?
Is there anyone you should inform
before you act?
Is there anything else?
TIPS FOR COACHING
Keep the GROW Model and your favorite questions handy
Keep an open mind, you are hearing one side of the situation
Refrain from complicating situation with your personal emotions and feelings
It is possible to hear what a person is saying without affirming their view or reaction
Try not to become a go between
MORE RESOURCES ON COACHING CONVERSATIONS
Liz Kislik Associates LLC www.lizkislik.com
Download the FREE Field Guide and Checklist to help you identify and resolve interpersonal conflicts in the workplace.
TedTalk on YouTube Why There’s So Much Conflict at Work and What You Can Do to Fix It | Liz Kislik | TEDxBaylorSchool - YouTube
Center for Creative Leadership, How to Have a Coaching Conversation
Work Board Questions Drive Coaching Conversations
SEARCH: GROW model coaching
KEY TAKEAWAY:
“Seek First To Understand”
Use your active listening skills to reflect back both
1) the situation and
2) their emotions,
and then you can move into coaching.
ADDRESSING CONFLICT
DEALING WITH YOUR OWN CONFLICT
Recognize Your Own Feelings
Discuss with a Trusted Person
S.B.I. Model
Situation Behavior Impact
EXAMPLES USING SBI MODEL
Poor communication
Not a team player
Unprofessional
TIPS FOR COMMUNICATING A HARD MESSAGE
BEFORE THE MEETING
Practice saying it
Create a positive mantra for yourself
Ask permission on timing
TIPS FOR COMMUNICATING A HARD MESSAGE
IN THE MEETING
Be clear, be succinct
Emotions confuse the situation (yours and mine)
Keep your open attitude, use open body language
Build a solution together
THANK YOU
Elizabeth Yanke, MBA, Project Manager
League of Wisconsin Municipalities
608-267-2381
QUESTIONS
![Conflict in the Workplace [ACU MACRR]](https://img.pdfslide.net/doc/110x75/55a9b8eb1a28abd5488b465b/conflict-in-the-workplace-acu-macrr.jpg)
