managing conflict at work october 2013
DESCRIPTION
Half day open training event held in Toronto, OntarioTRANSCRIPT
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Managing conflict at work
by Toronto Training and HR
October 2013
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CONTENTS5-6 Definitions7-8 The nature of conflict9-10 Reasons for conflict11-13 Styles of dealing with conflict14-15 Adopting a collaborative style 16-17 Using the “Interest-based relational” approach18-19 Conflict strategies20-22 Strategies to minimize the possibility of violence23-25 Benefits of listening and understanding26-27 Encouraging a conversation to take place28-29 Golden rules of engagement30-31 Communication32-33 Negotiation34-35 Tackling sensitive areas36-39 Generational differences40-41 Raising levels of emotional intelligence42-43 What should leaders look for?44-45 Mediation46-48 Resolving conflict49-50 Conclusion and questions
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Introduction
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Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
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Definitions
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Definitions
• Conflict• Conflict resolution • Constructive conflict• Destructive conflict
• Why does it exist?• Myths around conflict • Factors influencing
conflict• When we are likely to
respond poorly to conflict
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The nature of conflict
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The nature of conflict
• Types• Categories• Sources• Origins• Ingredients• Components
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Reasons for conflict
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Reasons for conflict
• Contentious personalities• Misunderstanding• Issues• Leadership styles
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Styles of dealing with conflict
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Styles of dealing with conflict 1 of 2• Competitive or assertive• Collaborative• Compromising• Accommodating• Avoiding
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Styles of dealing with conflict 2 of 2• What it looks or feels like• The potential result• When to use it
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Adopting a collaborative style
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Adopting a collaborative style
• Find the root cause• Allow all parties to speak• Encourage all parties to
listen• Identify areas of
disagreement• Identify areas of
agreement• Search for solutions• Reach a consensus
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Using the “Interest-based relational”
approach
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Using the “Interest-based relational” approach
• Make sure that good relationships are the first priority
• Keep people and problems separate
• Pay attention to the interests that are being presented
• Listen first and talk second
• Set out the “facts”• Explore options together
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Conflict strategies
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Conflict strategies
• Know your hot buttons• Avoid being insensitive• Appreciate/Inquire/
Respond
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Strategies to minimize the possibility of
violence
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Strategies to minimize the possibility of violence 1 of 2
• Fostering organizational cultures that do not tolerate violent behaviours and that value and act on reports of such behaviour
• Completing appropriate screening of job applicants
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Strategies to minimize the possibility of violence 2 of 2
• Training employees on the warning signs of violent behaviour and what to do if those signs are observed
• Resolving serious workplace conflicts before they can escalate into violent incidents
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Benefits of listening and understanding
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Benefits of listening and understanding 1 of 2
• A different or new understanding of the problem
• New ways to improve the workplace environment
• Steps to be taken to stop the annoying behaviour
• People having a discussion of how to repair the damage
• Opportunity to change a perceived unfair rule or regulation
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Benefits of listening and understanding 2 of 2
• Finding ways to accommodate a personal need
• Letting the person be heard
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Encouraging a conversation to take
place
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Encouraging a conversation to take place
• Realize everyone’s good intentions
• Resist the urge to solve the problem
• Encourage in-person conversations
• If you have to, take a side• Evangelize your
philosophy about conflict
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Golden rules of engagement
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Golden rules of engagement
• Listen and respond with empathy
• Be involved; ask for the other person’s opinions, ideas and thoughts
• Maintain and affirm self-esteem
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Communication
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Communication
• The role of communication
• Non-defensive communication
• Six stages of a conversation
• Rational communicators• Relational communicators• Avoiders• Fighters• Emotional roller coasters
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Negotiation
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Negotiation
• The negotiation process• Steps to take when
negotiating
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Tackling sensitive areas
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Tackling sensitive areas
• Confident with the facts• Tentative with the
interpretation• Encourage the
“adversary” to poke holes in the interpretation
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Generational differences
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Generational differences 1 of 3
• Veterans• Baby Boomers• Generation X• Generation Y• Millennials
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Generational differences 2 of 3
ADDRESSING GENERATIONAL CONFLICT• Policies that limit texting
during work hours and the use of non-work technology
• Install software to limit access to specific social media sites
• Provide clear communications and expectations at the beginning
• Utilize job shadowing to appreciate the efforts of others
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Generational differences 3 of 3
ADDRESSING GENERATIONAL CONFLICT (CONTINUED)• “Hire around” the Millennials• Work with local colleges to
teach Millennials how to act at work
• Bring in speakers on the topic of generational differences
• Provide awareness training• Offer a flexible work schedule• Ensure one day per month
casual attire can be worn
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Raising levels of emotional intelligence
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Raising levels of emotional intelligence
• Self-awareness• Self-regulation• Self-motivation• Empathy• Effective relationships
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What should leaders look for?
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What should leaders look for?
• Alternatives• Emphasis• Disagreement• Agreement• Openness• Participation• Interaction
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Mediation
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Mediation
• Definition• Steps in the mediation
process• Traits of a good mediator • A mediated agreement• Tips for using mediation• Dos and don’ts
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Resolving conflict
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Resolving conflict 1 of 2
• Discuss the situation in a respectful manner
• Be specific• Discuss how a conflict
affects you, the work group or the project
• Ask for the specific cause of the conflict
• Ask for the solution• Agree on the action to be
taken
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Resolving conflict 2 of 2
• Set the scene• Gather information• Agree the problem• Brainstorm possible
solutions• Negotiate a solution
• Guiding principles
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Conclusion and questions
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Conclusion and questionsSummaryVideosQuestions