Table of Contents Conflict 3 - elearning.onurair.com.trelearning.onurair.com.tr/webcmi/data/Airbus/ExtraLessons/CRM...Duration 1 hour 30 mins ; Optimal class size 6 to 12 . Learning

MODULE 13 CONFLICT

Table of Contents

Session plan ........................................................................................................................ 2

Conflict ................................................................................................................................. 3 Conflict cycles ............................................................................................................. 5 Conflict management model ..................................................................................... 6 Emotional models ...................................................................................................... 8 Types of conflict ......................................................................................................... 8 Avoiding personalisation ......................................................................................... 10 Conflict prevention ................................................................................................... 10 Cooperative communication ................................................................................... 10 Negative & positive language .................................................................................. 11 Improving communication ....................................................................................... 13 Your role in communication improvement ............................................................. 13 Good conflict in teams ............................................................................................. 14

References ........................................................................................................................ 15

© Global Air Training Limited 2015 13.1

MODULE 13 CONFLICT

Module 13

Conflict

Session plan

Module no 13

Module title Conflict

Duration 1 hour 30 mins

Optimal class size 6 to 12

Learning Objectives

On completion of the module the student will be able to: Understand the consequences of conflict in organisations and teams. Identify conflict types. Take measures to manage conflict and mitigate the potential negative impact of conflict on flight safety.

Delivery method Facilitation

Trainer qualifications

Trainer to have completed 5 day CRM Trainer core course.

Student prerequisites

None

Trainer materials PowerPoint Whiteboard Flipchart

Participant materials

Handout: N/A


MODULE 13 CONFLICT

Conflict

Slide – Header slide

Conflict inevitably arises in groups. The nature of our professional work often requires that we manage conflict with others.

Conflict is a daily reality for everyone.

Some conflicts are relatively minor and easy to handle. However, conflicts of greater magnitude require a strategy for successful resolution to prevent them from creating constant tension.

Slide - conflict

We need to manage problems, limited resources, problematic passengers and colleagues and so we must learn to mediate, negotiate and seek agreement.

Group Task – List on flip chart paper

Split in to 3 groups and ask them to list on a piece of flip chart paper as follows:


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Group 1 – What causes conflict?

Group 2 – How can we avoid conflict?

Group 3 – If conflict breaks out how can we deal with it effectively?

Discuss the contributions from the group and use the following examples to tie in to the information elicited from the group task.

Consider the following conflict situations: As the Ops Manager is presenting the operating plan for the coming

season, Laura objects, arguing for a new recommendation she learned at an aviation seminar she had recently attended. At first the Ops Manager is defensive, but then he remembers that one objective of the airline is to ensure that all practices are completely up-to-date. The outcome of this exchange is that the staff work together to adjust the operating plan to include the latest recommendation.

Two employees have arguments nearly every week when rosters are published. They look at each other's schedules and complain that the other has better hours. Each week the roster manager says, “Don't argue. We're a team here so don't disagree.” Now all of the staff are complaining about their rosters; and morale and productivity are dropping.

Contrasting these two situations we can see that conflict is not always good or bad, it can be either.

Slide - Good and bad consequences of conflict.

Good side of conflict Properly managed, conflict can be beneficial.

Conflict is the root of change.

People learn and grow as a result of conflict.

Conflict can provide diagnostic information about problem areas.

After conflict, closer unity may be re-established.


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Bad side of conflict Prolonged conflict can create excessive stress and be injurious to your

physical and mental health.

Conflict diverts time, energy and money away from reaching important goals.

Conflict often results in self interest at the expense of the organisation.

Intensive conflict may result in lies and distorted information.

The second point is not whether conflict is present, for it will be present in any relationship, but that it must be resolved. Conflict is present in both situations, but only in the first does the supervisor manage to resolve the conflict.

The third point, as illustrated in the first situation, is that conflict is the source of change.

Conflict cycles Conflict occurs whenever the concerns of two people appear to be incompatible. As a process, conflict begins when one party in an interaction perceives that another has prevented his/her needs from being met.

Conflict is a cyclical process. Overt conflict usually occurs only periodically when people's contrary values or goals surface through a triggering event.

The underlying issues lie dormant until something happens to trigger conflict behaviour. Once triggered, the conflict usually becomes less pronounced over time, and the issues may not be apparent until the next triggering event causes the cycle to repeat itself.

Slide - Conflict cycles

Most conflict cycles are not static. Without conflict resolution, conflict cycles usually escalate, either in frequency, intensity or both. Most conflicts are resolved by de-escalation of the cycle.

Rarely is resolution so successful and complete that the next triggering event has no impact on the behaviour of the parties to the conflict. We can identify the conflict cycle elements in the scenario we mentioned earlier. Try to identify the conflict cycle elements the next time you are enmeshed in a conflict situation.


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Conflict always produces stress. Stress is the response of the body to demands made upon it. Stress is not necessarily bad; in fact, stress is necessary for us to perform in life. The outcome of stress is what is critical. Positive outcomes produce eustress with good after-feelings. In situation No. 1, there was stress when Laura objected to the operational plan; however, everyone felt good about the outcome producing eustress. The second situation produces distress or bad after-feelings because the issue is not being resolved. We can develop skills to resolve conflicts to produce more eustress, less suspicions and distrust, and greater productivity.

Conflict management model

Flip Chart - Talk through whilst drawing conflict model

The model scale measures two factors and evaluates them as an axis on the graph:

1) How strongly I express my view.

2) How co-operative I am towards the other person.

Five conflict management styles are identified.

1) Aggressive.

2) Assertive.

3) Accommodating.

4) Avoiding.

5) Compromising.

The styles may be considered as tools to use to resolve conflict situations. Specific conflict situations are best resolved with different conflict management styles.


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Aggressive The aggressive style is used to meet one's own needs and concerns at the expense of other parties. The aggressor puts forwards their views strongly and is uncooperative towards the other persons needs. It is the most assertive and least cooperative style.

To achieve the desired outcome, the aggressive style uses whatever power is available and acceptable, e.g., position or rank, information, expertise, persuasive ability or coercion.

Assertive The assertive style involves the maximum use of both cooperation and assertiveness. An assertive style is used when attempting to satisfy the needs and concerns of both parties.

The assertive person puts their views forward strongly, but is very cooperative towards the other person’s needs. It requires the same approach by the other person. In this way we might both get what we want in an imaginative way.

Assertion requires more commitment than the other styles and usually takes more time and energy. Assertion is also the best style to use when it is essential that the parties involved in a conflict situation be committed to the agreed upon solution.

Accommodating (submissive): The accommodating style is characterised by cooperative and unassertive behaviour. Accommodation means placing the other party's needs and concerns above one's own. Those who use accommodation to excess may feel resentful that their own ideas, needs and concerns are not receiving the attention they deserve.

The accommodator is extremely cooperative toward the other person’s point of view but does not express their own views very strongly. This way the other person gets a lot of what they want.

Avoiding The avoiding style is characterised by both uncooperative and unassertive behaviour. Those employing this style simply do not address the conflict and are indifferent to other's needs and concerns. They evade the issue, withdraw from the discussion or may not even be present for the resolution.

Compromising It is very clear that if we are both competing i.e. we’re both uncooperative towards each others needs and we are both putting our views forward strongly, we are not going to solve the conflict.

The conflict may be solved by compromise but that would require both of us to become a little more cooperative towards the other person’s needs and to give away some of what we want by bargaining.

In other words we would get less of what we want and we would become a little bit more cooperative towards the other person and we may reach a compromise.

Different tools for different situations In this approach each of tools may fit a certain situation better than the others. So, one evaluates the conflict situation, analyses it, and decides on a course of action.


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The compromising style is used to find a solution to the conflict when assertiveness fails. The use of this style is to find a solution that partially fulfils the concern of all parties to the conflict.

The aggressive style is necessary when the conflict must be resolved with your solution. Examples where the aggressive style could be appropriate include any situation where safety is at risk.

Accommodating and avoiding, the unassertive styles, also have potential uses by supervisors. Accommodating can be used to help build confidence and rapport with the employee or colleague with whom you are having a conflict.

Perhaps the supervisor in conflict situation example one was accommodating to increase Laura’s confidence and to illustrate the value of training. The avoiding style can be effectively used in situations that are not worth your time or to diffuse explosive situations by postponing them to a later time when resolution is more likely.

The five attitudes represent strategies that we should be able to adopt when we think we need them.

The model shows a comparison of the five conflict management styles based on the emphasis on one's own needs and other’s needs and on the desired outcome in terms of who wins and loses in the conflict.

One might conclude from viewing the table that the assertive style is always the best. That conclusion is not correct, because a win-win solution is not always possible nor is the time always available to find such a solution.

Question:

Do you have any examples of when you have been in conflict with others? What caused it, what was the outcome?

Emotional models

“The logical approach may work for some, but none of those approaches will help to resolve my conflict with John, because the man’s an idiot and he can’t be trusted….”

The difficulty with the logical analysis approach is that it treats conflict as something that occurs within two computers, that is easy to analyse, and isn't heavily influenced by a person's emotional state. While this works with conflicts that don't involve much emotional heat, it doesn't make sense when people get angry, and frustrated. Angry and frustrated people don't often operate in such an analytic mode.

Types of conflict In the workplace (and almost any setting), there are two predominant forms of conflict.

The first is conflict about decisions, ideas, directions and actions. We will call this "substantive conflict" since it deals with disagreements about the substance of issues.

The second form, "personalised conflict" is often called a personality conflict. In this form, the two parties simply "don't like each other much".


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For example, if you and I disagree about how much you should pay me, we disagree on an issue - pay. If however, you and I aren't getting along because I don't "like" you, this is a personality or emotion driven situation.

Substantive conflict Substantive conflict can occur on just about any issue, but its moving force is that the two parties simply disagree about an issue. This can be a good thing or a bad thing. Handled correctly parties in conflict can create, for themselves and those around them, the ability to resolve an issue with something creative, something better than either party's original position.

Personalised conflict While substantive conflict, if handled correctly, can be very productive, personalised conflict is almost never a good thing. There are several reasons:

1) Personalised conflict is fuelled primarily by emotion (usually anger, frustration) and perceptions about someone else's personality, character or motives. When conflict is personalised and extreme each party acts as if the other is suspect as a person.

2) Because personalised conflict is about emotion and not issues, problem solving almost never works, because neither party is really interested in solving a problem. In fact, in extreme cases, the parties go out of their ways to create new ones, imagined or real.

3) Personalised conflicts almost always get worse over time, if they cannot be converted to substantive conflict. That is because each person expects problems, looks for them, finds them, and gets angrier.

When involved in a conflict situation, it is important that you are aware of whether you and the other party are dealing with a substantive conflict or a personalised one. It isn't always easy to tell them apart, and it is difficult to look honestly at one self. Ask yourself the following questions:

Do I dislike the other person or get frustrated with him/her?

Do I see the other person as untrustworthy, and undeserving of respect?

Is my emotional reaction to the conflict appropriate to it's seriousness or lack thereof?

Do I really want to "win"?

If the answer to any of these questions is yes, you may be setting yourself up for a personalised conflict that nobody can win in the long term.

With respect to the other person, one good indicator of a personalised conflict situation is that the person will try to counter your substantive point on the issue with a series of DIFFERENT reasons why you are wrong.

Interpersonal conflict can become an emotionally corrosive process. When we investigate long-standing, deep-rooted hostility between people we find there are very few facts at the core. A few facts led to perceptions which then lead to more thoughts which created strong feelings, which affect perceptions….


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Avoiding personalisation

Move to substantive issues Even in situations where both you and the other party have personalised the conflict, you can work to focus on specific issues. You have no direct control over another person, but you have control over yourself. By moving to the issues, and staying there, you will also encourage the other person to do so.

It isn't easy, of course. The trick is to try to put aside your negative perceptions about the other person, and not to dwell on them. That's an internal thing. Every time you think to yourself "what an idiot" (or all the other negative things), you make it more difficult to stay focused on problem- solving, rather than winning, or getting your own way.

Work to prevent personalisation It is rare that personalisation occurs just on the basis of two incompatible personalities. Usually, personalisation occurs because conflict on substantive issues is handled badly. That is, one or both parties behave in non-cooperative ways.

Often, issue driven conflict turns into emotion based conflict, and that's one thing we need to make sure doesn't happen. The reason is simple. Emotion based or personality based conflicts are very difficult to deal with, with a relatively low probability of resolution. It's not impossible, but often it's unlikely.

Conflict prevention Conflict prevention isn't about preventing issue based disagreements or keeping our mouths shut if we disagree.

Conflict prevention is about reducing conflict that comes from behaviour and ways of communicating that create unnecessary, and difficult to resolve conflicts.

We can learn to say things in ways that do not get people's defences up and so that others don't get incensed because of our choice or words, tone, phrasing or body language.

It's a tool for the resolution of issue based conflict, not a way of avoiding it.

If we are going to be in conflict, we want it to be about something that is important, and should occur in a way that brings a positive outcome.

We do not want to create conflict because of our tone, communication, behaviour, etc, that has no issue except the WAY we are handling it.

Cooperative communication Some ways of communicating increase friction and anger. Other ways of communication tend to cause people to work with us, and not against us. While it is clear that blatant accusations, name-calling and personal attacks are confrontational, there are many more subtle ways to ruin a communication. To illustrate some of the techniques of cooperative communication, let's take a look at the following sentences:

"You never finish the work on time.”

"It seems like you are having some difficulty with the timelines. What can I do to help?"


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Which of these phrases do you think is more likely to elicit a productive dialogue? Clearly the first at least sounds antagonistic, while the second doesn't. Another example:

"If you had bothered to read the report, you would know."

“It might be that the report wasn't clear on those points. Would you like me to explain?”

What are the cooperative rules here? In our first set of examples, the initial statement uses an absolute word "never", and as a result tends to cause the other person to argue. In addition the phrase sounds blaming.

The replacement phrase lacks those confrontational characteristics, uses a qualifier "seems", and offers to work together.

In the second phrase set, the key word is "bothered", which suggests that the person is lazy, or uncaring, and that is what will be heard. It also is a blaming statement. In the replacement phrase, we introduce another qualifier "might", followed by an offer to solve the problem.

In both phrase sets, the first phrases are likely to create argument and personalised conflict while the replacement phrases are more likely to result in real problem solving.

Negative & positive language Language is an exceedingly powerful tool. Whether you communicate orally, or in written form, the way you express yourself will affect whether your message is received positively or negatively. Even when you are conveying unpleasant news, the impact can be softened by the use of what we call positive language.

Are you familiar with the term "Naysayer". The naysayer is the person who often offers criticism of ideas, or always provides reasons why something won't work. The extreme naysayer rarely offers suggestions or alternatives, but is very good at picking holes in the ideas of others.

If you have ever worked with such a person, (or if you are one), you will know that this kind of negative communication is very fatiguing for those around this person. The constant challenging of the naysayer, while it may stimulate discussion, also creates a negative environment, and increased confrontation.

Naysayers don't always have negative attitudes. In many cases they simply use language that gives the impression of negativity. They have not learned to phrase their comments in more constructive, positive ways.


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Slide - Negative & positive language

It is very easy to fall into the negative language pattern. Many of us do so without being aware of it, particularly in written communication.

For example, it is not uncommon for government organisations to write negatively phrased letters to customers, applicants and those it regulates. Take a look at the following typical government memo.

"We regret to inform you that we cannot process your application to register your business name, since you have neglected to provide sufficient information. Please complete ALL sections of the attached form and return it to us."

While it is polite, it is also exceedingly negative. It includes several negative words -- cannot, and neglected, and it has a tone that suggests that the recipient is to blame for the problem.

Contrast this example with a re-written more positive approach.

"To register your business name, we need some additional information. If you return the attached form, with highlighted areas filled in, we will be able to send you your business registration certificate within two weeks. We wish you success in your new endeavour.”

Note that the negative example tells the person what he or she has done wrong, and doesn't stress the positive things that can be done to remedy the problem. The information is all there, but it sounds bureaucratic, cold and negative.

The positive example sounds completely different, though it contains almost identical information; it has a more "upbeat" and helpful tone.

Negative phrasing and language often have the following characteristics:

Tells the recipient what cannot be done.

Has a subtle tone of blame.

Includes words like can't, won't, unable to, that tell the recipient what the sender cannot do.


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Does not stress positive actions that would be appropriate, or positive consequences.

Positive phrasing and language have the following qualities:

Tells the recipient what can be done.

Suggests alternatives and choices available to the recipient.

Sounds helpful and encouraging rather than bureaucratic.

Stresses positive actions and positive consequences that can be anticipated.

An exercise

Pull out a few email or memos you have written. Go through each one, highlighting sentences that have a negative tone. Be alert to subtle aspects that send bureaucratic or demeaning messages. Then rewrite it.

Negative language sometimes causes conflict and confrontation where none is necessary or desired. A good place to start using positive language is with written material.

Once you have developed the knack of writing positively, it will be easier to change your spoken language to present a more positive tone.

Improving communication Communication is critical to everything that goes on in an organisation. Without effective communication there can be little or no performance management, innovation, understanding of clients, and coordination of effort.

Many managers do not communicate well, and do not set an organisational climate where communication within the organisation is managed effectively. This isn't surprising, since a manager who communicates ineffectively and does not encourage effective organisational communication is unlikely to hear about it.

Poor communication is self-sustaining, because it eliminates an important "feedback loop". Staff may be loathed to "communicate" their concerns about communication because they do not perceive the manager as receptive.

In short, you may be fostering poor communication, and never know it. You may see the symptoms, but unless you are looking carefully, you may not identify your own involvement in the problem. What can you do about it?

Your role in communication improvement Effective organisational communication, regardless of form, requires three things:

1) Everyone must have the appropriate skills and understanding to communicate well. Communication is not a simple process, and many people do not have the required depth of understanding of communication issues.

2) A climate or culture that supports effective communication. This involves trust, openness, reinforcement of good communication practices, and shared responsibility for making communication effective.


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3) Attention. It doesn't just happen, but develops as a result of an intentional effort on the part of management and staff. Too often, communication, whether it is good or bad, is taken for granted.

Some specific tips

Actively solicit feedback about your own communication, and communication within the organisation. Ask staff questions like:

When we talk, are you generally clear about what I am saying?

Do you think we communicate well around here?

Have you got any ideas about how we could communicate better?

Assess your own communication knowledge and understanding.

Working with everyone in your team, define how you should communicate in the organisation. Develop consensus regarding:

How disagreements should be handled.

What information should be available and when.

Look at the impact of the structure of your organisation and how it impacts on communication. Indirect communication where communication is transferred from person to person is highly likely to cause problems.

Look at increasing direct communication where the person with the message to send does it directly with the receiver.

An effective communicator is assertive and sensitive without being aggressive. They take time to clearly understand another person’s positions and feelings and respect those positions and feelings. Assertive means clearly and calmly presenting one’s own positions and feelings. Aggressiveness should be minimised as it is very destructive to good communication especially when you already have an authority position. Subordinates are easily intimidated by any show of aggressiveness by their supervisor. Being assertive without being aggressive requires effective use of the communication skills and tactics presented in this section.

Good conflict in teams There is an idealised view of high-performing teams as wonderfully harmonious groups of aligned and well-adjusted people, but there is a lot of evidence to the contrary.

Many of the best teams seem to thrive on conflict. Kathleen Eisenhardt of Harvard Business School researched hundreds of teams to come up with these key points about how the best teams use conflict effectively to enhance performance.


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Slide – Good conflict in teams

Slide – Any questions

References 1) Helmreich, L., Wiener, E., Kanki, B. (1993), Cockpit Resource

Management, San Diego, Academic Press.

2) Swierczek, F. W. (1988), Culture and training: How do they play away from home? Training and Development journal, 42, 74-80


Documents

Table of Contents Conflict 3 - elearning.onurair.com.trelearning.onurair.com.tr/webcmi/data/Airbus/ExtraLessons/CRM...Duration 1 hour 30 mins ; Optimal class size 6 to 12 . Learning