conflict july 2016
TRANSCRIPT
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Go from good to great by…MANAGING CONFLICT
EFFECTIVELYLondon HR and Training
July 2016
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Introduction
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Intro - London HR and Training
• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden
• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and
Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers
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Contents5-6 Definitions7-8 Types of conflict9-10 Causes of conflict11-12 The signs of conflict13-14 Role conflict15-16 Handling conflict like a grown-up17-18 Conflict handling styles19-20 Boardroom disputes21-22 Tell-tale signs; he or she is a …. 23-24 Dealing with a narcissist25-26 A strategy for conflict27-28 Discover how team members individually approach conflict29-30 Managing conflict between individuals31-32 Managing conflict between groups33-34 Preventing future conflict35-36 Alternative dispute resolution (ADR) 37-38 More about mediation…39-40 A model for managing conflict41-43 Case studies around conflict management44-46 A recent survey47-48 Exercise49-50 To sum up…
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Definitions
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Definitions• Conflict• Conflict management• Conflict resolution
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Types of conflict
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Types of conflict• Conflict between individuals• Conflict between groups
• Constructive or destructive• Cognitive or affective
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Causes of conflict
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Causes of conflict• What causes conflict?• Triggers of functional conflict• Sources of workplace conflict• Personalities• Needs and expectations• Values• Problems from the past• Increase in workload Page 10
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The signs of conflict
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The signs of conflict
• Symptoms of conflict• Fight, flight or freeze
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Role conflict
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Role conflict• Roles• Role pressure• Role salience
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Handling conflict like a grown-up
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Handling conflict like a grown-up
• Understand individual styles• Get them talking• Consider mediation• Make it formal• Be prepared for the worst
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Conflict handling styles
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Conflict handling styles
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Low concern for self (assertiveness)
High concern for self (assertiveness)
High concern for others (cooperativeness)Low concern for others (cooperativeness)
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Boardroom disputes
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Boardroom disputes• Common topics• Negative outcome of disputes
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Tell-tale signs; he or she is a …
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Tell-tale signs; he or she is a ….
• Dismissive• Defensive• Blamers• Kiss-ups• Maladaptive
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Dealing with a narcissist
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Dealing with a narcissistGifts through artful communication• Mutual respect• Self-disclosure• Discernment• Collaboration• Anticipating clashes• Apology• Reflective listeningPage 24
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A strategy for conflict
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A strategy for conflict• How you will prevent conflict• How you will manage conflict• When and how you will seek
outside help• When a dispute may be referred
to a higher authority
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Discover how team members individually
approach conflict
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Discover how team members individually
approach conflict• Qualify what we intuitively
observe about conflict• Mix up the styles• Expanding the team’s conflict
management pallet
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Managing conflict between individuals
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Managing conflict between individuals
• Have a quiet word• Investigate informally• Use your internal procedures• Upgrade your skills• Consider getting help
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Managing conflict between groups
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Managing conflict between groups
• Improve the way you communicate and consult with employees
• Form representative structures• Use problem-solving cycles• Use dispute resolution
procedures• Consider outside helpPage 32
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Preventing future conflict
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Preventing future conflict• Put systems and procedures in
place• Develop relationships• Work together
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Alternative dispute resolution (ADR)
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Alternative dispute resolution (ADR)
• Benefits to implementing dispute resolution processes in the workplace
• Facilitation• Conciliation• Mediation• Benefits of ADR
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More about mediation
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More about mediation• Definition• Why use mediation• What mediators will do…• What mediators will not do…
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A model for managing conflict
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A model for managing conflict
• Creating space• Adding value• Seeking closure
• Clear vision and blind spots
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Case studies around conflict management
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Case studies around conflict management 1 of
2• Introduction• Disciplinary action and employee
grievances• Procedure and process• Moving from conflict manager to
becoming an expert advisor• ConfidencePage 42
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Case studies around conflict management 2 of
2• Managers• HR• Trust• Voice• Procedural reform• Mediation• InnovationPage 43
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A recent survey
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A recent survey 1 of 2• Changes to employment tribunal
fees• Outcomes of early conciliation• Compromise/settlement
agreements• Employer attitudes to
termination• Methods of dealing with
workplace issues• Change in the frequency of use
of methods
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A recent survey 2 of 2• Changes anticipated in the next
year• Number of days spent dealing
with workplace issues• Perceptions over helpfulness of
union officials
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Exercise
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Exercise
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To sum up…
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To sum up…• Conclusion• Summary• Videos• Useful links
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