Taking Control of Conflict PPT - Home - HRDQ-U · Taking Control of Conflict Blake and Mouton’s Managerial Grid •The predominant model describing typical approaches to conflict

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Taking Control of ConflictHow to Resolve and Minimize

Workplace Disputes

Presented by

Dr. Annette Cremo

Taking Control of Conflict

Course Objectives

• Identify your preferred strategy for handling conflict.

• Understand the characteristics and drawbacks of each typical approach to conflict.

• Recognize the various sources of conflict that most often occur in the workplace.

• Implement strategies for effectively resolving conflicts that stem from each source.

• Practice behaviors that minimize tension and conflict.

• Proactively address issues before they escalate into problems.


Chat in!

Think of a conflict you were involved in (directly or indirectly) at work that resulted in a negative

outcome—hurt feelings, lost productivity, a negative environment, damaged relationships,

etc.

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Chat in!

Now, think of a conflict you were involved in (directly or indirectly) at work that resulted in a

positive outcome—an innovative solution, improved relationships, positive growth, etc.


Chat in!

Why did one conflict result in a negative outcome and the other in a positive outcome?


What’s Your Approach to Conflict?

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Blake and Mouton’s Managerial Grid

• The predominant model describing typical approaches to conflict was first developed by psychologists Robert Blake and Jane Mouton in 1964.Their model identifies the five characteristic styles used by those in managerial positions to deal with conflict in the workplace—Forcing, Withdrawing, Smoothing, Compromising, and Problem Solving.


Poll

How do you feel about conflict?

A. I avoid it at all costs

B. I tolerate it although I do not like it

C. Conflict is not a problem for me

D. I like to stir the pot!


Blake and Mouton’s Managerial Grid

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Avoiding

Characteristics:• The Avoiding strategy (or what Blake

and Mouton refer to as “Withdrawing”) is based on a low degree of concern for both production and people.

• Leave issues unresolved by sidestepping them or withdrawing.

• Ignore their own needs.

• Have a fear of conflict.


Avoiding

Avoiding can be an effective strategy when:

• The issue is trivial and not worth getting involved with.

• You need to buy time.

• You want to temporarily reduce tension.


Avoiding• This strategy can potentially have

the following negative effects:

• The conflict is never resolved.

• You could become complacent and demonstrate a lack of willingness to challenge policies or processes that need improvement.

• Built-up resentment could be released in the future, out of proportion to the issue at hand.

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Avoiding

If you’re stuck in a rut try these tips:

•List reasons for resolving the conflict.

•Write down what you would like to happen.

•Meet with the other person.


SmoothingCharacteristics:

• The Smoothing strategy is based on a low degree of concern for production and a high degree of concern for people.

• Yield to others, willingly giving up their own goals.

• Be selfless.

• Gloss over conflict to maintain harmony.


SmoothingSmoothing can be an effective strategy when:

• You want to create goodwill.

• You’re trying to keep the peace.

• You want to develop rapport or show reasonableness.

• The issue is of low importance to you but of high importance to the other person.

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SmoothingThis strategy can potentially have the following negative effects:

• You could have built-up resentment or feelings of being a victim.

• Your needs or goals are not met.

• Others may get the impression that you’re easily persuaded


Smoothing

If you’re stuck in a rut try these tips to move away from your habit of overusing the Smoothing approach:

•Rate the importance of the issue to you.

•Learn to say no.


Competing

Characteristics:•The Competing strategy (or what Blake and Mouton refer to as “Forcing”) is based on a high degree of concern for production and a low degree of concern for people.

•Disregard goals of the other party.

•Argue or debate.

•Become firmly entrenched.

•Use influence to direct the outcome.

•Desire to “win.”

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Competing

Competing can be an effective strategy when:

• Quick action is required, such as in an emergency.

• You want to protect your self-interest or core values.


Competing

This strategy can potentially have the following negative effects:

• It could undermine relationships.

• It could cause resentment and erode trust.

• Others won’t want to work with you or will avoid confronting you about a problem.


Competing

If You’re Stuck in a Rut

• Before demanding your own way, stop and think about what the other person needs and consider how you can meet that need.

• Listen carefully to the other person without judging or jumping to conclusions.

• Consciously allow the other person to have the last word in a conversation.

• Let go of your need to be right.

• Think about what outcome would be best in the long term; don’t simply go for short-term gains.

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Compromising

Characteristics:

• The Compromising strategy is based on a moderate degree of concern for production and a moderate degree of concern for people.

• Concede a need/goal to have another satisfied.

• Negotiate.

• Find middle ground.


CompromisingCompromising can be an effective strategy when:

• You and the other party are struggling to move forward.

• You don’t have the time to reach a collaborative solution, but are strongly committed to resolving the conflict or need a temporary fix.

• You have equal power with the other person.


Compromising This strategy can potentially have the following negative

effects:

• Neither person’s needs are fully met; everyone feels somewhat dissatisfied.

• Issues may need to be revisited.

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Compromising

If you’re stuck in a rut try this:

•Allow dissension during discussions.

•Closely examine potential solutions.

•Strive to reach the best overall solution for all involved.


Integrating

Characteristics:• The Integrating strategy (or what

Blake and Mouton refer to as “Problem Solving”) is based on a high degree of concern for production and a high degree of concern for people.

• Find mutually beneficial solution.

• Practice active listening.

• Identify shared needs and values.

• Engage in creative problem solving.


Integrating

Integrating can be an effective strategy when:

• The issue is too important to compromise, especially for both people involved.

• You have time to create a mutually beneficial solution.

• You want to preserve or strengthen your long-term relationship with the other party.

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Integrating

This strategy can potentially have the following negative

effects:

• It involves a considerable investment of time and energy.

• People may become exhausted if Integrating is used for every conflict; sometimes one of the other approaches is more appropriate and efficient.


Integrating

Offers the most beneficial long-term solution.

Provides two types of satisfaction:

• Objective - the issue is resolved and parties’ goals are met.

• Subjective - parties have positive feelings about one another and how the conflict was handled. They feel that the resolution process was helpful and that the effort and emotions they invested in reaching the outcome were worthwhile.


Poll

What is your conflict style?

A. Avoiding

B. Competing

C. Compromising

D. Integrating

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Sources of Conflict

• Conflict of values

• Interpersonal conflict

• Conflict of goals

• Poor performance

• Power struggle

• Limited resources

• Organization-based conflict


Conflict of Values

• Incompatibility of the beliefs and principles that guide people’s behavior.

• Usually can’t be resolved through negotiation, reason, or persuasive arguments.


Conflict of Values

How to identify:

• Insulting someone’s character or beliefs.

• Don’t understand reasoning.

• Behavior elicits intense reaction.

• Principle of the matter is more important than situation itself.

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Conflict of Values

How to Handle

• First, make sure other sources of conflict (that are resolvable) are uncovered.

• Honor and respect the other person’s values.

• Put yourself in the other person’s shoes. Imagine you hold the same values as him or her and see where you can find common ground.

• Find other values that you do agree on.

• Agree to disagree about the specific values that separate you.


Interpersonal Conflict

• Often arises around communication preferences and work style.

• Typically reflects superficial differences.



How to identify:

•Frustrated with another’s “annoying habits.”

•Desire to change the other person.

•Emotions out of balance with conflict’s importance.

•Tempted to argue.

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How to Handle • Realize that your work style and habits aren’t better than someone else’s. (Yes, this

can be difficult if you are organized and working with a messy colleague. Keep in mind though that messy people aren’t necessarily inefficient or unproductive—it may just look that way.)

• Recognize differences in working styles and be willing to accommodate them.

• Interpersonal conflict often involves a lack of trust, so make a point of demonstrating your trust in the other person. For example, if you tend to micromanage projects, don’t interfere in others’ work and wait to offer feedback until an established check-in time.

• Do something to develop goodwill. For example, bring a cup of coffee to a colleague who you’ve struggled to get along with.


Conflict of Goals

• Typical scenario: Two people fight for personal goals, ignoring welfare of team or organization.


Conflict of Goals

How to identify:

•Involves concrete decisions/actions you disagree with.

•Your approach would provide you—not the other person—with the best outcome.

• Can be resolved with rational problem solving.

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Conflict of Goals

How to Handle

• Focus on the issue and not on any negative feelings you may have developed about the person.

• Develop “agreeable” offers—suggest proposals that will appeal to the other person’s goals. This can be as simple as speeding up or extending the timeframe. Think of what you can offer that is of higher priority to them and lower priority to you.

• If the issue still hasn’t been resolved, use rational problem solving. o Listen to the other person—look for the underlying goal or interest behind his or her position.

Eliminate “either/or” thinking—search for a solution that you can jointly support that is different from either your position or the other person’s.

Identify areas of interdependence or common goals—places where you need each other or where your needs


Poor Performance

• Negatively affects others who depend on that person’s work to complete their own.

• Becomes a conflict when the under-performer doesn’t recognize his/her part in the situation.


Poor Performance

How to identify:

•Work too slowly.

•Make mistakes frequently.

•Don’t follow through on commitments.

•Don’t meet expectations.

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Poor Performance

How to Handle

• Adopt an attitude of support. Try helping your colleague with a specific task until they get the hang of it. (This isn’t the same thing as doing their work for them.) By helping your colleague, you will help yourself in the long run.

• Determine whether the performance issue is temporary or permanent.

If it’s temporary, try to identify the reason. For example, stress often causes a short-term drop in performance. Offer interim support, like extending a deadline or offering to review a presentation. However, if the problem continues, you will need to change your approach.

If it appears to be permanent, first diagnose the reason behind the poor performance (see the next page). Then determine an appropriate course of action.

• Keep in mind the reasons behind ongoing poor performance, as well as their remedies: o Lack of effort. Remedy: re-motivate the underperformer.

Lack of knowledge. Remedy: train (or retrain) the underperformer or provide him or her with the necessary resources.

Lack of ability. Remedy: reassign tasks or reassign the employee to a different position that better matches his or her skill set.


Power Struggle

• Results when people try to pressure or manipulate others to gain power and status.


Power Struggle

Territorial behavior

Large ego Extreme need for control

Desire to win & be right

How to identify:

Hoarding information

Pressure tactics

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Power Struggle

How to Handle

• Establish relationships based on trust and respect and avoid empty flattery. Only a genuine relationship will reduce hostility and increase empathy between parties.

• Build relationships in all directions—with colleagues, management, and frontline staff.

• Create multiple networks based on common interests. For example, establish one network based on your job responsibilities and another based on a community service activity.

• Get to know the politically powerful in your organization.


Limited Resources

How to identify:

• Disagreements over money, staffing, time allocations, supplies/equipment, or space.


Limited Resources

How to Handle

• Establish an objective process for gathering data, identifying facts, and separating facts from opinions.

• Develop clear criteria for making decisions, and apply them fairly and consistently.

• Demonstrate transparency in how decisions are made and implemented.

• Consider the long-term consequences of decisions.

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Organization-Based Conflict

How to identify:

• Confusion about policies or procedures.

• Lack of clarity about job responsibilities or reporting relationships.


Organization-Based Conflict

How to Handle

• Conduct a thorough analysis of all your organization’s written policies and

procedures to identify any inconsistencies or gaps in information. (It may seem tedious, but it will be greatly appreciated in the long run.)

• Make sure all policies and procedures are readily available to all employees.

• Conduct an employee survey to determine which policies are enforced or adhered to and which are ignored. Use general observation as well.

• Make a case for eliminating unnecessary policies and procedures. Employees are more likely to follow those that are simple and clear-cut.

• Communicate the need to consistently and fairly enforce policies and procedures throughout the organization, as well as the consequences for failing to do so.


Peeling the Onion

• The bigger the conflict, the more likely it is that multiple sources are involved.

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Best Practices for

Conflict

Prevention


Common Sense Strategies

Strategies to Minimize Conflict at Work

1. Be a model of right behaviors.2. Identify and address underlying tensions before

things go wrong.3. Provide more clarity over what’s expected.4. Manage toxic individuals who create conflict

more firmly.5. Improve consultation in day-to-day

management.6. Act as mediators when conflict develops.7. Not let their egos get in the way.


Active Listening

1. Summarize content and emotions.

2. Verify understanding, offer an opening for continued dialogue.

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Creating Positive Outcomes

• Address the issue without delay.

• Use neutral words.

• Describe the positive outcome you want.

• Embrace differences of opinion.

• Focus on actionable solutions.

• Be detail-oriented.

• Follow up.


If Feelings Escalate

• Take a break.

• Hold out an olive branch.

• Apologize for behavior without apologizing for your needs.

• Let the other person save face.


Establish Expectations

• Formal: Generally written down and apply to entire organization.

• Informal: Acceptable behaviors, may not be written down.

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Measure

• Grievances

• Goals, both achieved and unachieved


Thank You

Annette Cremo, PhD

Performance Plus Training, Consulting, and Coaching, LLC

[email protected]


Thank You for Participating

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Taking Control of Conflict: How to Resolve and Minimize Workplace Disputes

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Documents

Taking Control of Conflict PPT - Home - HRDQ-U · Taking Control of Conflict Blake and Mouton’s Managerial Grid •The predominant model describing typical approaches to conflict