get constructive! exploring conflict to drive results a uq leadership community event

Get Constructive!Exploring conflict to drive results

A UQ Leadership Community event

Your response to conflict…

Which animal represents you? Why?Which animal would you like to be more like? Why?

CONFLICT……….RESOLUTIONdisagreement

Your turn first…

Think of examples of workplace conflict or disagreement you have been involved in.

At least one that went well…One that could have gone better…

conflict/disagreement

What causes

?

(Some) Causes of conflict

different perspectives/informationpersonality stylesscarce resources (or perception)opposing goals (or perception)different value systemsmisunderstandingsincomplete or inaccurate datapower imbalances or (perceived) injusticeunclear/overlapping roles or responsibilities… … …

Causes of conflict

Relationships

Data/Information

InterestsStructures

Values

- misinformation- lack of information- different perspectives/

interpretations

- ‘why’/motivations- competing goals

(perceived or actual)- ‘how’/procedure

- constraints or inequities:resources, time, other

- unclear responsibilities- power imbalances

- systems

- negative behaviour- communication- misperceptions- stereotyping- emotional

issues- different value

systems, ideologies, worldviews

- different criteria for decisions

External- mood

- personal- outside factors

‘Circle of conflict’ model – Christopher Moore

Why are some disagreements easy and

others are hard?

Why is it important and beneficial to disagree?

Potential benefits of conflict

• Better information• Fosters awareness of problems• Can lead to better solutions and decisions• Challenging old assumptions can lead to improved

practices and processes• Requires creativity to find the best outcomes• Opens up more possibilities• Builds commitment to mutually created

outcomes• Managing conflicts appropriately helps build self-

esteem and encourages personal growth

Why is conflict healthy for teams?

• Shows people are engaged / care• Shows that people have a voice – and are

willing to use it• Increases participation in decisions• Builds mutual understanding – what’s

important to others• Strengthens relationships and collaboration –

if it’s kept constructive• Well-managed conflict is a sign of maturity

What keeps conflict constructive?

Task-focused (what, when, how

to do things)

Relationship

Early (idea generation,

development)

Type of conflict

“Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree …they ensure that all opinions and ideas

are put on the table and considered, giving confidence to team members that

no stone has been left unturned.”

- Patrick Lencioni

Data/Information

Relationships

InterestsStructures

Values

External

Task-focusedFocus energy

on these areas to maintain

constructive outcomes

Relationship-focusedAim to shift to task-focused elements, or build understanding

What keeps conflict constructive?

Task-focused (what, when, how

to do things)

Relationship

Early (idea generation,

development)

Type of conflict

High trust

Willingness to be open/vulnerable

No “intention invention”

Safety is key

Level of trust

“Teams that trust each other are not afraid to engage in passionate dialogue around issues and decisions that are key to the

organization’s success.

They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discovering

the truth, and making great decisions.”

- Patrick Lencioni

What if there’s no trust?

Identify a shared purpose & expectations

Communicate openly & regularly,

including about trust & teamwork

Get to know people as people:

explore values, personalities, backgrounds

Accept mistakes without blame;

resolve them together

Create shared experiences &

history

Lead by example, no matter your

role

Adapted from http://www.mindtools.com/pages/article/building-trust-team.htm

Start with empathy: the effort to understand others’ points of view

http://dharmaconsulting.com/2009/how-to-reduce-conflict-a-14-second-tutorial/

Data/Information

Relationships

InterestsStructures

Values

External

With trust comes moresharing, more understanding, benefit of the doubt, willingness to agree to disagree

What keeps conflict constructive?

Task-focused (what, when, how

to do things)

Relationship

Early (idea generation,

development)

Type of conflict

High trust

Willingness to be open/vulnerable

No “intention invention”

Safety is key

Level of trust

FairlyFactually

Info sharedFeelings and

needs expressedAgree to move

forward

How people engage

http://www.crnhq.org/files/66138/files/Handouts%20and%20Posters/FightingFairposter.pdf

What keeps conflict constructive?

Task-focused (what, when, how

to do things)

Relationship

Early (idea generation,

development)

Type of conflict

High trust

Willingness to be open/vulnerable

No “intention invention”

Safety is key

Level of trust

FairlyFactually

Info sharedFeelings and

needs expressedAgree to move

forward

How people engage

There are limits!

Uh-oh… A disagreement!

Data/Information

Relationships

InterestsStructures

Values

Let’s talk about … us.

• What’s your response? What would you like to be different?

• Why do we respond like this?• What are your hot buttons?• What happens in your body

(and brain)?

PauseBreak

Breathe

Responses to conflict

Active constructive Perspective taking

Creating solutions

Expressing emotions

Reaching out

Passive constructive Reflective thinking

Delay responding

Adapting

Active destructive Winning at all costs

Displaying anger

Demeaning others (e.g. sarcasm)

Retaliating

Passive destructive Avoiding

Yielding

Hiding emotions

Self-criticising

When do you tend to use each type of response?How could you do more/do something different?

Davis, Capobianco & Kraus (2010)

Balancing advocacy & inquiry

State your assumptionsExplain your reasoning/thinkingShare your dataExplain your contextTest your thinking – ask for reactions,

flaws, different viewsReveal areas which lack clarity

Here’s what I think and how I got there. Can you see any gaps?

Do you see it differently?

Ask others to describe their thought process/reasoning

Explore their data; ask for contextExplain your reasons for inquiringUse probing, non-aggressive languageCheck your understandingExplain reasons for inquiring

What leads you to conclude that? Can you help me understand your

thinking? What are the implications of this?

Advocacy Inquiry

Adapted from https://www.solonline.org/?page=Tool_InquiryAdvocacy

What comes next?

What will you do to:

- Improve your response to conflict situations

- Build trust within your relationships

- Establish conflict ground rules

- Something else?

UQ Leadership Community www.hr.uq.edu.au/leadership-community

www.hr.uq.edu.au/leadership

Credit where it’s due

• Circle of Conflict modelMoore, C. The mediation process: Practical strategies for resolving conflict.

• Responses to conflictDavis, M.H., Capobianco, S., Kraus, L.A. (2010). Gender differences in responding to conflict in the workplace: Evidence from a large sample of working adults.

• Advocacy & Inquiryhttps://www.solonline.org/?page=Tool_InquiryAdvocacy