why can’t we all get along?: managing conflict in …...managing conflict in times of change...
TRANSCRIPT
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Why Can’t We All Get Along?: Managing Conflict in Times of Change
Robert J. Bies, Ph.D.
IEDP/Georgetown Webinar
March 27, 2019
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Dealing With Conflict During Change:Sage Wisdom
Change means movement.
Movement means friction.
Only in the frictionless vacuum
of a nonexistent abstract world
can movement or change occur
without that abrasive friction of conflict.
(Saul Alinsky)
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WHY CAN’T WE ALL GET ALONG?
SOURCES AND CONSEQUENCES
OF CONFLICT
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Why Can’t We All Get Along?:The Nature of Conflict
◼ Conflict is “Hardwired” into Organizations
◼ Scarcity of Resources; Different Goals/Priorities;
Asymmetry of Information; Interdependency;
Complexity of Task
◼ Conflict Behavior=f(Person, Environment)
◼ Task-Related vs. Relationship-Related Conflicts
◼ “The Good, the Bad, and the Ugly”
◼ Managers Spend 20% of Their Time Managing
Conflict
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Sources of Conflict:The Person
◼ The Person as the Source of Conflict
◼ Different Personal Styles, Opinions, Beliefs
◼ Personality Clashes
◼ Different Goals/Agendas
◼ Non-Work-Related Factors
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Sources of Conflict:The Environment
◼ The Environment as the Source of Conflict
◼ Competition for Resources/Attention
◼ Misunderstanding Due to Communication Failure
◼ Role Incompatibility
◼ Senior/Team Leadership Actions that Trigger
Conflict—Mixed Messages, Withholding/Controlling
Information, Loss of Confidence in Leaders
◼ Unfair Treatment
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Consequences of Conflict:The Good, the Bad, and the Ugly
◼ The Good, the Bad, and the Ugly of Conflict
◼ THE GOOD: Better Ideas and Creative Solutions
◼ THE BAD: Growing Secrecy and Denial
◼ Increasing Blame and Scorn
◼ Emotional Confrontations
◼ Disruptions in Cooperation and in Productivity
◼ THE UGLY: Extreme Forms of Counter-Productive
Work Behavior
◼ Feuding and Acts of Revenge
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Sources and Consequences of Conflict:Sage Wisdom
I’ve always believed that a lot of the troubles
in the world would disappear
if we were talking to each other
instead of about each other.
(President Ronald Reagan)
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MANAGING CONFLICT
DURING CHANGE:
THE IMPORTANCE OF TRUST
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The Importance of Trust:Sage Wisdom
Trust is like the air we breathe.
When it’s present, nobody really notices.
But when it’s absent, everybody notices.
(Warren Buffet)
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Managing Conflict:Confronting the Enemies of Trust
◼ Confronting the Enemies of Trust
◼ Incomplete Communication
◼ Inconsistent Messages
◼ Inconsistent Standards
◼ “Rumors in a Vacuum” and “Everyday Paranoia”
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The Importance of Trust:The Credibility Factor
◼ CREDIBILITY
◼ Align words and deeds
◼ Understand the power of explanation
◼ Share information—the less you say, the more
likely you will be misinterpreted
◼ It’s about honesty and telling the truth
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The Importance of Trust:The Concern Factor
◼ CONCERN
◼ Empathy, understanding, and asking questions
about what they need
◼ Work to help others achieve
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The Importance of Trust:The Competency Factor
◼ COMPETENCY
◼ A strong foundation of business and
interpersonal skills
◼ In the end, it’s all about reliability and results:
Over deliver, over time
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The Importance of Trust:Sage Wisdom
Trust is mandatory
for the optimization of any system.
(W. Edwards Deming)
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MANAGING CONFLICT:
A STRATEGIC PERSPECTIVE
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Managing Conflict:Advice for Managers
◼ Advice for Managers
◼ Don’t Provoke Employees Yourself
◼ Share More Information and Cᵌ
◼ Be First Responder
◼ Listen with Your Head and Your Heart—Don’t
Blame
◼ Work to Build a Collaborative Solution to the
Conflict Based on What You Heard
◼ If Unable to Reach a Solution, You Must Impose
One
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Managing Conflict:Advice for Peers/Co-Workers
◼ Advice for Peers/Co-Workers
◼ Pay Attention—Recognize There is a Problem
◼ Listen with Your Head and Your Heart—Don’t
Blame
◼ Empathy and Explanation
◼ Discuss the Problem and Possible Solutions
◼ Resolve the Problem in a Mutually Acceptable Way
◼ If Unresolvable, Involve Your Manager
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Managing Conflict:How Teams Can Have a Good Fight
◼ How Teams Can Have a Good Fight
◼ Focus on the Facts
◼ Multiply the Alternatives
◼ Create Common Goals
◼ Balance the Power Structure
◼ Seek Consensus With Qualification
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Managing Conflict:Sage Wisdom
Honest disagreement
is often a good sign of progress.
(Mohandas K. Gandhi)
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DEALING WITH CONFLICT
DURING CHANGE:
FINAL SAGE WISDOM
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Dealing With Conflict During Change:Sage Wisdom
Unity, not uniformity, must be our aim.
We attain unity only through variety.
Differences must be integrated,
not annihilated, not absorbed.
(Mary Parker Follett)
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Dealing with Conflict During Change:Sage Wisdom
When angry count to ten before you speak.
If very angry, count to one hundred.
(Thomas Jefferson)