Conflict Management a Simple Tool Kit

8/6/2019 Conflict Management a Simple Tool Kit

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Conflict Management

Toolkit

Prawin RamBhojan



Table of Contents

I. Determining the current level of conflict level in my work life (self-assessment)

II. Determining my conflict style (self assessment)

III. Resolving a conflict with one other person

IV. Resolving a group conflict.

V. Supervisor·s role in resolving employee conflict

VI. The art of disciplining employees (for supervisors)

VII. The role of HR in conflict resolution

VIII. Listing of informal and formal conflict resolution processes

IX. Conflict Management Reference list

X. Supervisor Network: ́ Share your wealth of experienceµ



Determining the level of conflict in

my life

Conflict Management Toolkit

Part I



Determining the source of

conflictAt times you may sense conflict at work, but notknow exactly why.

The conflict self-assessment will help you to pinpointthe specific area in which you are experiencingconflict so that you can begin to resolve it. The

areas addressed are supervisor, self, peers,employees, and productivity.



What is my conflict style?


Part II



Conflict Style

� Not only is it important to know what relationship orsituation is causing conflict in our life, but it is alsoimportant to look at how we normally resolve conflict

(our natural inclination).

� We must then decide whether we are satisfied with ourcurrent approach or if we would like to change it in

some way to improve our effectiveness at conflictresolution.



Style Explanation

� Avoiding

� Accommodating

� Compromising

� Competing� Collaborating

As you discovered through the conflict resolution

assessment, our natural inclinations usually place us

into one of these styles.



Style Explanation

� Avoiding Style (-,-) ± If I ignore the problem, it will go away

± If I confront the problem, I may hurt someone·s

feelings ± Why bother« it won·t change anything

� Accommodating (-,+) ± It·s easier to just give in and give them what they

want ± You will be better liked if you just agree

± By letting the other person win this time, you willwin next time« you have to pick your battles.



Style Explanation

� Compromising Style (-,-) ± It·s only fair because then neither of us get what we want. ± Both parties are on an even playing field

± We can choose to give up something we really don·t need, therebywinning.

� Competing Style (+,-) ± I·m right and you·re wrong ± There is only one solution

� Collaborating (+,+) ± We can find a solution that works for both of us. ± By asking the other person·s perspective, I can understand them. ± Once we find a common ground, we can work from there.



Conflict Style

If you find yourself adopting aconflict style that you·re not happyabout«

1. Analyze why you have adopted that style.

2. Develop some simple action steps that will help

you break your habit.

3. Read on for helpful tips that will guide youthrough various conflict situations.



One-to-one

Conflict


Part VI



If you want to constructivelyresolve a conflict with another

person«

� FIRST, get into the right frame of mind for a positive

discussion, always remembering to treat the otherperson with respect

� SECOND, agree on the best time and place for both of you to discuss the conflict with each other.

� THIRD, Set some ground rules.

� FOURTH, have a discussion.



Step 1:

Adopt the right frameof mind



The Approach

� Go in with the right attitude

� Send positive non-verbal signals

� Focus on the real issues

� Pay attention to communication style

When you are ready to approach

the other person remember to:



Your AttitudeLeave Behind«

� Your desire to win, punish,or control

� Your desire thateverything be ´fairµ� Your assumption that it

won·t work� Your tendency to think in

´black and whiteµ, ´right or

wrongµ� Your determination to be

right.

Take With You«� A willingness to work at this� An understanding that

´perception is realityµ bothfor you and those around you.� A willingness to learn from

the situation� A willingness to see and

acknowledge your own

contribution to the problem.



Be aware of your nonverbal

signals:

� 7 % of the words used;

� 38% on voice quality; and

� 55% on nonverbalcommunication

Others impression of you is based on:



Focus on underlying Issues

� What happened? ± Difference in expectations:

� What did I expect to happen?; What actuallyhappened? Who did what?

±Intention inventory (

Who meant what?)

� Feelings ± Don·t ignore or fail to acknowledge

± Feelings make relationships enjoyable and difficultconversations difficult (can·t have one without the

other!)

� Identity ± Must face ourselves as well as other person

± Am I competent?; Am I a good person?; Am I worthy

of love?



Communication Tips

Avoid you statements

Focus on behavior, not employee

Focus on actions, not intent

Be descriptive and specific (bring data)

Practice active listening skills

Ask open and closed questions toclarify points



Step 2:

Consider time factors



Be Timely:

talk to the other person while the issues are still current

Anger and negative feelings

tend to fester if not dealt with quickly!!



Consider the other person·s

time needs� Don·t interrupt the other person·s

schedule and state that you need totalk

� Agree on a time to meet with the otherperson and inform him/her of the topic.

� Give him/her time to prepare mentally.



Step 3:

Set some ground rules!



3 Golden Rules

1. Everyone tells it like they see it.

2. Get everything on the table.

3. Focus on the future.



Sample Rules for discussion

� No interruptions� No yelling� Time limit on certain topics of

discussion� Words to avoid� Agreement on what to do if you can·t

agree ahead of time

In addition to general rules, it is helpful to agree on

how you will talk with each other



Step 4:

The Actual Discussion



The Actual Conversation

1. Define the conflict.

2. Communicate understanding.

3. Explore alternative solutions.

4. Agree on most workable solution.

5. Evaluate after time.



Define the Conflict

Describe the problem in clear, concreteterms. Be specific (use ´Iµ not ´youµ)

Focus on behaviors or problems, notpeople

Talk about the impact on you

Define the conflict as a problem tosolve together, not a battle to be won



2. Communicate Understanding

Listen to really understand the other person·sfeelings, needs, Reflect back.

± Explain how you see the problem after you have

heard them.

± Identify your contribution to the situation.

± Describe feelings (not judgments or accusations)

± Talk about identity issues.



3. Explore alternative solutions

- Take turns offering alternative solutions.List them all.

± Be nonjudgmental of other·s ideas.

± Examine the consequence of each solution.

±Think and talk positively.



4. Agree on most workable

solution- Agree on a solution you both

understand and can live with.

± Be committed to resolving theconflict



5. Evaluate after time

Get together after

some time and seehow the new

arrangement is

working for both parties



Tips in difficult Situations

� Pacing: one approximates the behavior of the otherperson to subconsciously build rapport.

� ´Mental Aikidoµ: mentally moving away from the focalpoint of the adversary·s attack. Make a non-linear responseto the adversary·s words. ´Sharks expect you to react.µ

� ´Patterned interruptionµ: involves varying yourusual response. ´You have the capacity to interrupt the

usual destructive pattern by doing something completelydifferent or unexpected.µ



Resolving Group Conflict

Workforce DevelopmentToolkit

Part VII



Meeting Conflict

1. If you sense a spoken or unspoken conflict in a meeting over an issue, address it.´There seems to be some disagreement over this issue. Can we take a few

minutes to clarify the issue.

2. Clarify the conflict.´O.K. so there seems to be some disagreement over««.µ

3. Decide if there is time to deal with it today or if another meeting needs to be setup to give it full attention.´Since this seems to be quite an important issue and we don·t have much time

today. Let·s agree to meet again to discuss it further. Can we meet on«.µ

4. If another meeting is necessary, assign responsibility for gathering moreinformation on the subject to staff.´Sue, can you please research in

formation on«. And Diane can you please checkon that State mandate.µ

5. Insist employees let it go until the next meeting.´We have a lot of other issues to discuss today so let·s free our minds of this

issue until the set meeting and move on.µ



Group Resolution

1. Restate the issue to ensure clarity.

2. Have each group member, share information gathered and givehis/her opinion.

3. Make sure everything is put on the table (no unresolved feelingspopping up later)

4. Brainstorm alternatives

5. Agree on best solution using team decision-making steps (seereference list at end)

6. Develop action steps.

7. Agree on follow-up session.



Supervisor·s role in resolving

conflict

Conflict Management ToolkitPart IV



Your Role as a Supervisor

� Looking for ways to reduce andprevent conflict in your workarea

� Handling conflict as a third party

� Handling grievances as they cometo you

Involves:



You can reduce conflict by:

� Being a good leader

� Being aware of your management style

� Training yourself and your staff on

conflict resolution

� Looking out for signs



Be a Good Leader

� Set a good example

� Communicate clear standards

� Set ground rules

� Provide clear rationale for decisions

� Ensure employees have resources and training to do their jobs

� Get to know your employees



Be a Good Leader

� Conduct performance counseling

� Assist employees who have performance problems

� Address misconduct promptly

� Get advice from HR when you have questions or concerns

prior to the need to pursue disciplinary actions

� Treat employees fairly and equitably, applying rulesconsistently



Be aware of your own

behavior1. Allowing aggressive or inappropriate conduct without takingaction can foster a hostile or intimidating work environment.

2. Decision-making without employee input or participationcan lead to frustrated employees who don·t feel valued asanything but ´worker bees.µ

3. Your staff looks to you to assist in resolving conflicts. You are better equipped to resolve conflicts if both youand your staff have had conflict resolution training.

4.If

you are inconsistent or unpredictable, your employeeswill be unsure of your expectations and becomefrustrated.

5. Engaging in relationships with your employees that arepersonal or too informal may lead to misunderstandings, aswell as other employees feeling alienated.



Lookout for Signs ofdiscontentment

� A usually outgoing, communicative employee becomes withdrawn andquiet.

� An employee frequently comes in late for work.

� An employee is more argumentative and erratic than usual.

� An employee suddenly takes no interest in maintaining his or her personalappearance or hygiene.

� An employee makes comments about violent means of dealing with, orcoping with, a particular situation.

� An employee talks about having nothing to lose or not caring aboutanything anymore.



Handling conflict as a third

party



Handling Employee Conflicts

� Situation 1: An employee complains to you about another employee

� Situation 2 You observe a conflictsituation

� Situation 3: An employee would like tofile a formal grievance



If an employee comes to you

with a possible grievance:� Take the complaint seriously

� Set a professional tone for the interview² put the complainant atease

� Provide assurance of confidentiality & non-retaliation

� Ask for² but do not require- a written statement.

� Gather facts, do not make judgments.

� Listen and get answers to: ´who, what, when, where, why, how.µ

� Communicate your concern and describe the available options.



Handling a formal complaintcont«

� Ask how the complainant would like to proceed.

� Tell the complainant that prompt action will be taken.

� Ask about the person (s) need for immediate assistance.

� Refer them to UMW·s grievance policy

� Set a time for a follow-up meeting and/or refer the personto the HR office

� Document and contact HR.



The art of discipliningemployees

P i Di i li i



Proactive Steps to Discipliningemployees

(Smart Discipline)

1. Make sure you know UMW·s discipline policy.

2. Share the policy and potential consequenceswith your employees.

3. Treat all employees consistently and fairly.

4. Before taking any action, be sure of the facts.



Discipline

Policy



ProgressiveDiscipline

Progressive Discipline mea ns you move th rou gh increa singly

st ronger cou nseling or t ra ining in a n att empt at cau sing orconvincing th e employee t o bring h is/h er performa nce t o a n

a cceptab le level



Key Ingredients in ProgressiveDiscipline

� Due notice

� A chance to improve, and

� A review process

The process should be FULL, FAIR, PROMPT, and

CONDUCTED IN GOOD FAITH.



Advantages of Progressive Discipline

1. Protects you against accusations of firing aperson without due process.

2. Chance to turn the employee around into awell functioning employee.

3. Chance to improve policies and practices

4. Demonstrates to fellow employees that youare fair and willing to give employees achance.



Steps in Progressive

Discipline



1. How to act when you become awareof a disciplinary problem

1. Personal ObservationIf you observed the negative behavior personally,you can proceed to the slide labeled counseling.

(Slide 56.)

2. Complaint from a 3rd party

If a 3rd party makes you aware of the negative

behavior, you must make sure you conductthorough and fair fact finding steps. (see nextslide).



2. Fact Finding

1. Talk to the accused using the ́ counselingµ guidelines on next slide.

2. If the employee denies the behavior or recounts a different scenario,explain to him/her that further fact finding is necessary.

3. Talk to only those directly involved in the situation in a confidentialmanner.

4. Document all discussions with related parties.

5. Review all relevant documents, pictures or diagrams to substantiatethe fact finding.



� Assure employee that only those who need to know will be informed.

� Share concrete examples with the employee of the negative behavior

� State the effects of this negative behavior.

� Describe the behavior you would like to see (what changes mustoccur).

� Give the employee a chance to explain or comment.

� Agree together on a plan of action.

� State the consequences if this change of behavior does not occur

3. Counseling the Employee



Additional Tips aboutCounseling

� Documentation of counseling should beretained in supervisor·s files, not in

employee·s personnel file.

� Don·t soften the blow, the employee mustunderstand the severity of his/her actions.



4. Formal Discipline

1. Before taking any formal disciplinary action, consultwith your supervisor.

2. Reference the ́ Code of Conductµ to match severityof discipline with negative conduct.

3. Issue a written notice when counseling did not workor when the conduct was severe enough to warrantimmediate discipline.

4. ALWAYS place a warning about the consequences

of failure to improve performance in writing beforeimplementing any discipline measures such assuspension, dismissal.



4. Formal Discipline Continued

5. If the employee·s performance remains poor and you feel you have provided enough counseling andgiven enough warning, follow through on thethreatened discipline.

6. ALWAYS make sure of what you are doing and that your final decision is fair.

7. Listen to employee and review the evidence onemore time from the employee·s point of view.

8. Finalize the discipline by following your policies.9. Consult HR as to the actual method of implementing

the discipline.



5. Termination

* NEVER TERMINATE WITHOUT CONSULT ING HR

LOGIST ICS:Before conducting a termination, you need to:

* Schedule (when, how long)* Location* Extra Support (HR, EAP)* Prepare (physical & psychological)* Review separation package* Think about employee·s state of mind and potential reaction



5. Termination Cont.

OBJECT IVES:* Deliver the message quickly, respectfully, & professionally*

Ensure individual understands that employment ifterminated immediately or in the near future* Deliver the separation package* Strongly encourage employees to utilize Employment

commission or through any job search centre* Provide structure for the next 24 hours* Ensure to collect agency property before employee leaves

for the day.

P



Key Points in

Smart Discipline� Always follow your written policies and pastpractices in similar situations

� Lack of consistency will cause a judge to assume you are discriminating against the employee in someway.

� Remember that other employees will be watching

you to see if you are fair.� Always listen to employees and give them a chance

to improve



Top Ways to Get Sued«

1. Discharge the disabled worker (without accommodation)

2. Misclassifying a non-exempt employee as exempt and notpaying overtime.3. Allowing managers and supervisors to use offensive words

as a ´jokeµ.4. Failure to stop sexual harassment.

5. Punishing the victim (intentionally or unintentionally)6. Letting managers ́ go postalµ when acting on behalf of

employer.



In a disciplinary situation«´not taking actionµ is a

decision!



The Role of the

Office of Human Resources

in Conflict Resolution



The Role of HR

If you are in a conflict situation and don·t know how todeal with it, the Office of HR can:

� Provide you with guidance and tools to approach the conflict

situation.

� Direct you through the appropriate chain of command.

� Present formal and informal options available to you.

� Coordinate mediation, facilitation, or counseling sessions for you.

h h ll h l h l



Things that will help us to help you«

� At the onset of the conflict;

� With clear examples or facts; and

� With your ideas of what you would like changed inyour situation.

HR will try to help you no matter

what your situation, but we can best

assist you if you come to us:



Consult HR as a proactive

rather than reactive measure

A single injury is much easier to fix when

compared to multiple wounds!



Informal and Formal

Conflict ResolutionProcesses



Informal Processes

´Open Doorµ:- Present concern to any available level of management ± Make an appointment ± Be aware of the supervisory chain of command

´Internal Mediationµ- If the conflict issue involves only work- related situations, your supervisor or a higher level manager can try to assist

the- two conflicting parties in reaching a solution.

´Mediationµ ± Voluntary Process ± Neutral mediators assist discussion ± Parties working out own solutions ± Call HR office or EDR for more information



Thank You

Prawin RamBhojan

Conflict Management a Simple Tool Kit

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