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Conflict Management

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by

David Algie

on 17 December 2012

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Transcript of Conflict Management

Round 1:
What Is Workplace Conflict? Round 3:
Sources of Conflict Round 2:
Build a wall Round 4:
Identifying/Avoiding Conflict Activity Managing Conflict Within The Workplace Conflict Mgt V1 DA 12-10-2012 Build a wall using the materials supplied This wall must be: 2 blocks wide, 10 blocks high with windows and 40 cm in length If you are the only one to complete your agenda you will receive a box of chocolates You will each be provided with a secret agenda to meet. Created by: David Algie Kock Fight Illustrations by
Arturo Aguirre
www.sketcheronline.com Reviewing the Exercise What objectives have been achieved? Ground rules: Every person must place at least 5 blocks

No seniority exist, there are only participants

You have 20 minutes

The wall must be completed or no agenda will be considered complete

Under no circumstances can you let anyone know your agenda Managing Conflict Within The Workplace Conflict Mgt V1 DA 12-10-2012 Written by: David Algie Kock Fight Illustrations by
Arturo Aguirre
www.sketcheronline.com Thank You &
Any Questions? Round 5:
Resolving Conflicts Welcome Exercise! Setting up the game

You must never say the words “arm wrestle.” Here’s what you do:

Have everyone find a partner.
Ask partners to “assume this position.” Demonstrate with a volunteer, and hand link position with both of your elbows on the table.
Explain, “This is a very easy exercise. There are two things you must know.
1- you get a point if the back of your partner’s hand touches the table
2-you want to get as many points for yourself as possible. You don’t care about anyone else.
Explain, “Each ‘point’ is worth one M&M. You will have only 10 seconds to get as many M&Ms as you can. GO.”
Now for the debrief

Poll the group: By a show of hands, ask how many points each person got. “0 points?” “1-5 points?” “6-20 points?” “More than 20?”
Behavior questions: For a team that got a LOT of points, ask, “what did you do?” If everyone gets locked, ask “How did you lock? Why? Could you have done anything differently?” Offer to show how some teams generated many points: by either flip flopping their hands backward and forward or by repeatedly tapping one players hand on the table and agreeing to share the points.
Reasoning questions: For pairs who got many points, ask how or why they did what they did. How did they come to that? Who said what to whom? What were you thinking? Did the person who came up with the idea offer tap the the back of their partners hand on the table, rather than their own?

Assumptions questions: For teams that got very few points, try to tease out the assumptions they made that limited their success, such as:
We’ve seen this game before
We know how this game is played
We assumed no communication
We assumed we had to keep our hands together
We didn’t trust each other
We assumed the rules were set
Conclusions

At the end of the experience, discuss how difficult it is to dismantle assumptions and develop a collaborative approach when folks assume that more for one person means less for the other. Exercise Instructions What you need to know:
1- Assume the starting position
2- You get a point if the back of your partner’s hand touches the table
2-You want to get as many points for yourself as possible. You don’t care about anyone else. 1. Unclear definition of responsibility — there will be numerous occasions for conflict to arise over decisions made or actions taken in disputed territory. 2. Limited resources — time, money, space, materials, supplies, and equipment are all valuable resources. Competition for any of these resources will inevitably lead to interpersonal and interdepartmental conflict. 3. Conflict of interest — individuals may fight for their personal goals and lose sight of organisational goals. Each individual needs to know how his or her personal goals and efforts fit within the organisational goals and efforts. Common Sources of Conflict Basic components of conflict : (b) there is a perceived incompatibility between ideas, actions, beliefs, or goals, and (c) the opposing sides see their way as the only way to achieve their goals and objectives. (a) two or more persons are involved, You have 15 seconds to get as many points as you can Relationship Conflicts Data Conflicts Interest Conflicts Structural Conflicts Value Conflicts Strong negative emotions, differing personalities, misperceptions, stereotypes, poor or miscommunication or repetitive negative behaviors Lack of information, misinformation, different interpretation or differing assessment procedures Competition, differing priorities or percieved sacrifices Limited physical resources or authority, geographic constraints (distance or proximity), time or organisational changes Perceived or actually incompatible belief systems, forcing of values on others (right/wrong, just/unjust) Round 7:
Jigsaw Puzzles Round 6:
Managing Emotions Take-away Actions Relationship Conflicts Data Conflicts Interest Conflicts Structural Conflicts Value Conflicts Where did conflict arise? Was it resolved, ignored or inflamed! How could it have been avoided? What are the key sources of conflict for your team/department? Sources Of Conflict Denial or Withdrawal Suppression or "Smoothing Over" Power or Dominance Compromise or Negotiation Integration or Collaboration Pros Cons Conflict is never dealt with

Issue may grow to become unmanageable If issue or timing is not critical then you may be able to carry on in short term With this approach, a person attempts to get rid of conflict by denying that it exists. He or she simply refuses to acknowledge it. Pros Cons With more insignificant issues it may be more important to preserve the relationship through smoothing over Conflict is never dealt with

Issue may grow to become unmanageable A person using suppression plays down differences and does not recognise the positive aspects of handling the conflict openly. Pros Cons When other forms of resolution are unavailable power strategies may be necessary "Losers" do not support a final decision as "winners" do

There can be a tendency for future renewal of a previously "settled" conflict Power is often used to settle differences. Power may be vested in one's authority or position. Power may take the form of a majority (as in voting) or a persuasive minority. Power strategies result in winners and losers. Pros Cons Can be a faster resolution

Can make sense when resources are limited and a decision needs to be made Both sides often start with "inflated" propositions to take into account the "compromise"

Compromise solution may be watered down or weakened to a point where it is ineffective

Some compromises engender very little commitment Although regarded as a virtue, compromise ("you give a little, I'll give a little, and we'll meet each other half-way") has some serious drawbacks, Still, there are times when compromise makes sense Pros Cons Promotes understanding other viewpoints, interests and abilities of others

Focuses on what "value" parties can bring to the resolution Relies on all parties willingly taking part Each individual's interests, positive intentions and desired outcomes are thoroughly explored in an effort to solve the problems in a maximising way. Participants are expected to modify and develop their original views as work progresses. Common Approaches Key Tools Interpersonal Team wide Department wide Company wide For now just write down the key sources of conflict you can identify in each area - no resolutions. Maintain current arrangements - with trade-offs or sweeteners.
Currencies - what is it easy for me to give and valuable for you to receive?
Trial and error - try one option, then another
Establishing alternatives - what will happen if we can't agree?
Consequence confrontation - what I will do if we don't agree. Clarifying tools Chunking - breaking the problem into smaller parts.
Researching - more information; extent of resources: constraints.
Goal-setting - what is the outcome we want? Generating tools The obvious solution - to which all parties say "yes".
Brainstorming- no censoring, no justifying, no debating
Consensus - build a solution together
Lateral thinking - have we been practical, creative? Negotiating tools Selection Consider:
Is it built on a win/win approach?
Does it meet many needs of all parties?
Is it feasible?
Is it fair?
Does it solve the problem?
Can we settle on one option or do we need to trial several? Let's consider some resolution options for your team/department? Conflict Resolution Interpersonal Team wide Department wide Company wide Take the sheet you used earlier and consider some resolutions.
Feel free to use each other for ideas Differing Personalities Needs & Expectations Conflicting Values Unresolved issues Increases In Workload Activity Primary Objective: All teams to complete the jigsaw in the timeframe given Secondary Objective: There is a special prize for the team who complete the puzzle first You will be separated into teams designated by the trainer Key Agendas: Trainers Notes There is to be multiple jigsaw puzzles for each of the teams.

You will take a small percentage of the pieces from each puzzle and mix them in with the other puzzle kits

This means to achieve primary objective they will have to communicate with each other and barter the pieces amongst themselves.

The conflict and self interest is created by priority number 2 which means each team will want to be first to complete and may ignore the primary objective.

If the primary objective if not achieved then the prize will be withdrawn due to the impact of not achieving the primary goal (This is only said afterward) When does it become a conflict?

When could an intervention be put in place by either side? Communication:
The Ultimate Solution com·mu·ni·ca·tion   - noun

1. the act or process of communicating; fact of being communicated.

2. the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs.

3. something imparted, interchanged, or transmitted.

4. a document or message imparting news, views, information, etc.

5. passage, or an opportunity or means of passage, between places. Encourage upward feedback

Be clear about objectives

Listen carefully before responding (even if you already think you know the response!)

Ask questions when unsure

Consider all viewpoints

Be pro-active when you have concerns In reality this means... Conflict Types Trainers Notes We all have an emotional response of some kind It is up to us how we respond to it. Secret Agendas Choose your response to control the situation Frustration Anger Dissapointment Fear Worry Recognition is the key to control Agenda Objectives Physical Signs Internal Signs 1.Make sure the wall has a vertical stripe of blue bricks touching each other top to bottom.
2.Make sure one of the window bases is only one brick from the ground level and another is five blocks from ground level.
3.Make sure the wall has a sequence of blocks which run Blue- Yellow – Red- Green-Blue Three times somewhere in it’s construction.
4.Make sure the wall has a vertical stripe of red bricks touching each other top to bottom.

5.Make sure there is a Glass door two bricks high off the ground and a Yellow door with a red frame.

6.Ensure no more than 20 Yellow bricks are used in the construction of the wall.

7.Ensure at least 35 green bricks (either shade) are used.

8.Make sure at least two faces are created by the brick patterns in the wall. (2 yellow eyes one brown nose and a red mouth)

9.Somewhere in the wall make sure the word “HI” is spelled out by white blocks.
10. Make sure no blue bricks are used in the first or the last row. Take a moment to write your signs Discuss With a view to how recognising the signs can assist us Welcome Exercise
What Is Workplace Conflict
Activity: Build A Wall
Sources of Conflict
Identifying/Avoiding Conflict
Resolving Conflict
Managing Emotion
Activity: Jigsaw Puzzles To define what conflict is and the key sources in the workplace Core Modules Induction Module Additional Modules T&C For Leaders Recruitment Sickness & Absence Appraisal Process Module
Skill Module Process Module
Skill Module Process Module
Skill Module Change Management Conflict Management Disciplinary Coaching & Feedback Motivation & Delegation Time Management UIB Management Training Modules Today's Session Give example of approaches to resolve conflict and managing emotions Objectives To define what conflict is and the key sources in the workplace Give example of approaches to resolve conflict and managing emotions Takeaway Action Put the resolutions you have created on your worksheet into action. Put the resolutions you have created on your worksheet into action. Takeaway Action The next time you notice your internal or physical emotional signs take a moment to pause and consider if it is helping or hindering you.
Choose your response based on the situation rather than just the emotion. The next time you notice your internal or physical emotional signs take a moment to pause and consider if it is helping or hindering you.
Choose your response based on the situation rather than just the emotion. Fight Vs Flight The "fight or flight response" is our body's primitive, automatic, inborn response that prepares the body to "fight" or "flee" from perceived attack, harm or threat to our survival. Respiratory rate increases.
Pupils dilate.
Awareness intensifies.
Sight sharpens.
Impulses quicken.
Perception of pain diminishes.
Immune system mobilizes with increased activation.
Become prepared — physically and psychologically — for fight or flight.
Scan and search our environment, "looking for the enemy." When our fight or flight response is activated, sequences of nerve cell firing occur and chemicals like adrenaline, noradrenaline and cortisol are released into our bloodstream. These patterns of nerve cell firing and chemical release cause our body to undergo a series of very dramatic changes. Examples if needed Swap a seat Taking perspective Consider a current conflict of some kind that affects you How does it make you feel?

Are there any obvious solutions? You are now your best friend Change Seat What would their opinion be of the situation? What advice would they give you? You are now Alan Sugar Change Seat What would their opinion be of the situation? What advice would they give you? You are now your Mother/Father/Guardian Change Seat What would their opinion be of the situation? What advice would they give you? You are now the other person in the conflict Change Seat What would their opinion be of the situation? What advice would they give you? Can we have a volunteer?
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