CONFLICTCONFLICTMANAGEMENTMANAGEMENT

HUMAN RESOURCES DEVELOPMENT HUMAN RESOURCES DEVELOPMENT

UNIT UNIT

20082008

MINUSTAH MINUSTAH POLICEPOLICE

TOPICSTOPICS• Définition of conflict;Définition of conflict;• Types of conflicts;Types of conflicts;• Types of “MANAGERIAL ACTIONS” Types of “MANAGERIAL ACTIONS”

that cause workplace conflicts;that cause workplace conflicts;• Key Managerial Actions / Structures Key Managerial Actions / Structures

to minimize conflicts;to minimize conflicts;• Ways People deal with conflict;Ways People deal with conflict;• To manage a conflict within yourself; To manage a conflict within yourself; • To manage a conflict with others.To manage a conflict with others.

Is when two or more values, perspectives and opinions areIs when two or more values, perspectives and opinions are

contradictory in nature and haven't been aligned or agreedcontradictory in nature and haven't been aligned or agreed

about yet.about yet.

Conflict is inevitable and often good, for example, goodConflict is inevitable and often good, for example, good

teams always go through a “Form, Storm, Norm andteams always go through a “Form, Storm, Norm and

Perform” period. Getting the most out of diversity meansPerform” period. Getting the most out of diversity means

often contradictory values, perspectives and opinions.often contradictory values, perspectives and opinions.

DEFINITION of CONFLICTDEFINITION of CONFLICT

Refers to the long-term management of intractableRefers to the long-term management of intractableconflicts. It is the label for the variety of ways byconflicts. It is the label for the variety of ways bywhich people handle grieviances– standing up forwhich people handle grieviances– standing up forwhat they consider to be right and against what theywhat they consider to be right and against what theyconsider to be wrong.consider to be wrong.

Those ways include such phenomena as gossip, ridicule,Those ways include such phenomena as gossip, ridicule,lynching, terrorism, wareface,feuding, genocide, law,lynching, terrorism, wareface,feuding, genocide, law,mediation and avoidance. Which forms of conflictmediation and avoidance. Which forms of conflictmanagement will be used in any given situation can bemanagement will be used in any given situation can besomewhat predicted and explained by the socialsomewhat predicted and explained by the socialstructure – or social geometry – of the casestructure – or social geometry – of the case

CONFLICT MANAGEMENTCONFLICT MANAGEMENT

- ““CompetitionCompetition”” : usually brings out the best in : usually brings out the best in people, as they strive to be top in their field, people, as they strive to be top in their field, whether in sport, community affairs, politics or whether in sport, community affairs, politics or work. work.

- ““ConflitConflit”” : can begin when competition becomes : can begin when competition becomes unfriendly or bitter and this can bring the worst in unfriendly or bitter and this can bring the worst in

peoplepeople

The differences betweenThe differences between

« COMPETITION" & « COMPETITION" & « CONFLICT"« CONFLICT"

Conflict is often needed Conflict is often needed It :It :1.1. Helps to raize and address problems.Helps to raize and address problems.2.2. Energizes work to be on the most Energizes work to be on the most

appropriate issues.appropriate issues.3.3. Helps people « be real », for example, it Helps people « be real », for example, it

motivate them to participate.motivate them to participate.4.4. Helps people learn how to recognize and Helps people learn how to recognize and

benefit from their differences.benefit from their differences.

Conflict is not the same as discomfort. The Conflict is not the same as discomfort. The conflict isn’tconflict isn’t

the problem – it is when conflict is poorly the problem – it is when conflict is poorly managed thatmanaged that

is the problem.is the problem.

Conflict is a problem when Conflict is a problem when it:it:

• Hampers productivity.Hampers productivity.

• Lowers morale.Lowers morale.

• Causes more and continued Causes more and continued conflicts.conflicts.

• Causes inappropriate behaviors Causes inappropriate behaviors

Types of conflictsTypes of conflicts

•Conflict between individual; Conflict between individual; •Conflict between groups of Conflict between groups of

people;people;•Conflict within a group of people Conflict within a group of people

Signs of conflict between Signs of conflict between individualindividual

In the organization leaders and members should beIn the organization leaders and members should bealert so signs of conflict between colleagues, so thatalert so signs of conflict between colleagues, so thatthey can be proactive in reducing or resolving thethey can be proactive in reducing or resolving theconflict by getting to the root of the issue. Typicalconflict by getting to the root of the issue. TypicalSigns may include:Signs may include:

• Colleagues not speaking to each other or ignoring Colleagues not speaking to each other or ignoring each other;each other;

• Contradicting and bad-mouthing one another;Contradicting and bad-mouthing one another;

• Deliberately undermining or not co-operating with Deliberately undermining or not co-operating with each other, to the downfall of the team.each other, to the downfall of the team.

Signs of conflict betweenSigns of conflict between group of people group of people

Leaders and members can identify latent conflict betweenLeaders and members can identify latent conflict betweenGroups of people in the organization or the community Groups of people in the organization or the community

andandplan action before the conflict becomes open andplan action before the conflict becomes open anddestructive:destructive:

• Cliques or factions meeting to discuss issues Cliques or factions meeting to discuss issues separately, when they affect the whole organization;separately, when they affect the whole organization;

• One group being left out of organizing an event which One group being left out of organizing an event which

should include everybody;should include everybody; • Group using threatening slogans or symbols to show Group using threatening slogans or symbols to show

that their group is right and the others are wrong.that their group is right and the others are wrong.

Types of Managerial actions that Types of Managerial actions that

can cause workplace conflictscan cause workplace conflicts

1) POOR COMMUNICATION1) POOR COMMUNICATION

Employees experience continuing Employees experience continuing surprises they aren’t informed of new surprises they aren’t informed of new decisions, programs,...decisions, programs,...

Employees don’t understand reasons for Employees don’t understand reasons for decisions, they aren’t involved in decision-decisions, they aren’t involved in decision-making.making.

As a result, employees trust the ‘rumor As a result, employees trust the ‘rumor mill’ more than management.mill’ more than management.

There is :There is :

a.a. Disagreement about « who does Disagreement about « who does what »;what »;

b.b. Stress from working with Stress from working with inadequate resources.inadequate resources.

2) THE ALIGNMENT or THE 2) THE ALIGNMENT or THE AMOUNT of RESOURCES is AMOUNT of RESOURCES is

INSUFFICIENT.INSUFFICIENT.

For example:For example:• Strong personal natures don’t match.Strong personal natures don’t match.• We often don’t like in others what we We often don’t like in others what we

don’t like in ourselves. don’t like in ourselves.

3 “PERSONAL CHEMISTRY”3 “PERSONAL CHEMISTRY”

Including conflicting values or Including conflicting values or actions among managers and actions among managers and employees.employees.

Including inconsistent, missing, too-strong or Including inconsistent, missing, too-strong or uninformeduninformed

leadership (at any level in the organization), leadership (at any level in the organization), evidenced byevidenced by

a.a. Avoiding conflict, “Passing the buck” with little Avoiding conflict, “Passing the buck” with little follow-through on decisions.follow-through on decisions.

b.b. Employees see the same continued issues in the Employees see the same continued issues in the workplace;workplace;

c.c. Supervisors don’t understand the job of their Supervisors don’t understand the job of their subordinates. subordinates.

4. 4. LEADERSHIP PROBLEMSLEADERSHIP PROBLEMS

Key Managerial actions / Key Managerial actions / structures to minimize structures to minimize

conflictsconflicts1.1. Regularly review job descriptions. Regularly review job descriptions.

Get your employee’s input to them. Get your employee’s input to them. Write down and date job Write down and date job descriptions.descriptions.

Ensure :Ensure :

a. Job roles don’t conflict.a. Job roles don’t conflict.b. No tasks « fall in a crack ».b. No tasks « fall in a crack ».

2.2. Intentionally build relationship Intentionally build relationship with all subordinates.with all subordinates.

a. Meet at least once a month a. Meet at least once a month alone with them in office.alone with them in office.

b. Ask about b. Ask about accomplishments, challenges accomplishments, challenges and issues.and issues.

• Accomplishment;Accomplishment;• Currents issues and needs from Currents issues and needs from

management;management;• Plans for the upcoming period.Plans for the upcoming period.

3. Get regular, written status 3. Get regular, written status reports and include :reports and include :

• Interpersonal communications;Interpersonal communications;• Conflict management;Conflict management;• Delegation.Delegation.

4. Conduct basic 4. Conduct basic training about:training about:

• Have employees write procedures Have employees write procedures when possible and appropriate;when possible and appropriate;

• Get employees’ review of the Get employees’ review of the procedures;procedures;

• Distribute the procedures;Distribute the procedures;• Train employees about procedures.Train employees about procedures.

5. Develop procedures for routine 5. Develop procedures for routine tasks and include the employees’ tasks and include the employees’ imputimput..

6. Regularly hold management meetings, for 6. Regularly hold management meetings, for example, every month, to communicate new example, every month, to communicate new initiatives and status of current programs.initiatives and status of current programs.

7. Consider an anonymous suggestion box in 7. Consider an anonymous suggestion box in which employees can provide suggestions.which employees can provide suggestions.

Ways people deal with Ways people deal with conflictconflict

1.1. Avoid it. Pretend it is not there or ignore it.Avoid it. Pretend it is not there or ignore it.

Use it when it simply is not worth the effort toUse it when it simply is not worth the effort to

argue. Usually this approach tends to worsen argue. Usually this approach tends to worsen thethe

conflict over time conflict over time

2. Accommodate it. Give in others, 2. Accommodate it. Give in others, sometimes to the extent that you sometimes to the extent that you compromise yourself.compromise yourself.

a. Use this approach very sparingly and a. Use this approach very sparingly and infrequently, for example, in situations infrequently, for example, in situations when you know that you will have when you know that you will have another more useful approach in the another more useful approach in the very near future. Usually this approach very near future. Usually this approach tends to worsen the conflict over time, tends to worsen the conflict over time, and causes conflicts within yourself.and causes conflicts within yourself.

3. Competing. Work to get your way, 3. Competing. Work to get your way, rather than clarifying and rather than clarifying and addressing the issue. Competitors addressing the issue. Competitors love accommodators.love accommodators.

a. Use when you have a very strong a. Use when you have a very strong conviction about your position.conviction about your position.

4. Compromising. Mutual (give-and-take).4. Compromising. Mutual (give-and-take).

a. Use when the goal is to get past the a. Use when the goal is to get past the issue and move on.issue and move on.

5. Collaborating. Focus on working 5. Collaborating. Focus on working together.together.

a. Use when the goal is to meet an a. Use when the goal is to meet an many current needs as possible by many current needs as possible by using mutual resources. This approach using mutual resources. This approach sometimes raises new mutual needs.sometimes raises new mutual needs.b. Use when the goal is to cultivate b. Use when the goal is to cultivate ownership and commitment.ownership and commitment.

To manage a conflict within To manage a conflict within yourselfyourself

It’s often in the trying that we find solace, not in It’s often in the trying that we find solace, not in getting the best solution. The following steps getting the best solution. The following steps will help you in this regard.will help you in this regard.

1.1. Name the conflict, or identify the issue, Name the conflict, or identify the issue, including what you want that you aren’t including what you want that you aren’t getting.getting.Consider :Consider :

a. Writing your thoughts down to come to a a. Writing your thoughts down to come to a conclusion.conclusion.b. Talk to someone, including asking them to b. Talk to someone, including asking them to help you summarize the conflict in 5 sentences help you summarize the conflict in 5 sentences or less. or less.

2. Get perspective by discussing the issue 2. Get perspective by discussing the issue with your friend or by putting it down in with your friend or by putting it down in writing:writing:

Consider :Consider :a. How important is this issue?a. How important is this issue?b. Does the issue seem worse because b. Does the issue seem worse because you’re tired, angry at something else, you’re tired, angry at something else, etc.?etc.?c. What’s your role in this issue?c. What’s your role in this issue?

3. Pick at least one thing you can do about 3. Pick at least one thing you can do about the conflict : the conflict :

a. Identify at least three courses of a. Identify at least three courses of action.action. b. For each course, write at least three b. For each course, write at least three pros and cons. pros and cons.

c. Select an action – if there is no clear c. Select an action – if there is no clear course of action, pick the alternative that course of action, pick the alternative that will not hurt, or be least hurtful, to will not hurt, or be least hurtful, to yourself and others. yourself and others.

d. Briefly discuss that course of action d. Briefly discuss that course of action with a friend.with a friend.

4. Then do something :4. Then do something :

a. Wait at least a day before you do a. Wait at least a day before you do anything about the conflict. This gives anything about the conflict. This gives you a cooling off period. you a cooling off period.

b. Then take an action.b. Then take an action.c. Have in your own mind, a date c. Have in your own mind, a date when you will act again if you see no when you will act again if you see no clear improvement.clear improvement.

To manage a conflict with To manage a conflict with anotheranother

1.1. Know what you don’t like about Know what you don’t like about yourself, earlyyourself, early

on in your career. We often don’t like in on in your career. We often don’t like in othersothers

what we don’t want to see in ourselveswhat we don’t want to see in ourselves..

a. Write down 5 traits that really bug a. Write down 5 traits that really bug you when see them in others. you when see them in others.

b. Be aware that these traits are your b. Be aware that these traits are your « hot buttons » . « hot buttons » .

2. Manage yourself. If you and/or the 2. Manage yourself. If you and/or the other person are getting heated up, other person are getting heated up, then manage yourself to stay calm by :then manage yourself to stay calm by :

a. Speaking to the person as if the a. Speaking to the person as if the other person is not heated up, this can other person is not heated up, this can be very effective!be very effective!b. Avoid use of the word “you” – this b. Avoid use of the word “you” – this avoids blaming;avoids blaming;c. Nod your head to assure them you c. Nod your head to assure them you heard them;heard them;d. Maintain eye contact to a private d. Maintain eye contact to a private area, if possible.area, if possible.

3. Move the discussion to a private area, if 3. Move the discussion to a private area, if possible.possible.

4. Give the other person the time to vent.4. Give the other person the time to vent.a. Don’t interrupt them or judge what a. Don’t interrupt them or judge what they are saying.they are saying.

5. Verify that you’re accurately hearing each 5. Verify that you’re accurately hearing each other. When they are done speaking :other. When they are done speaking :a. Ask the other person to let you rephrase a. Ask the other person to let you rephrase (uninterrupted) what you are hearing from (uninterrupted) what you are hearing from them to ensure you are hearing them.them to ensure you are hearing them.

b. To understand them more, ask open-b. To understand them more, ask open-ended questions “Why” questions – those ended questions “Why” questions – those questions often make people feel defensivequestions often make people feel defensive

6. Repeat the above step, this time for them 6. Repeat the above step, this time for them to verify that they are hearing you. When to verify that they are hearing you. When you present your position: you present your position:

a. Use “I”, not “you”.a. Use “I”, not “you”.b. Talk in terms of the present as much as b. Talk in terms of the present as much as possible.possible.c. Mention your feelings.c. Mention your feelings.

7. Acknowledge where you disagree and 7. Acknowledge where you disagree and where you agree.where you agree.

8. Work the issue, not the person. When 8. Work the issue, not the person. When they are convinced that you understand they are convinced that you understand them:them:

a. Ask “what can we do fix the problem”. a. Ask “what can we do fix the problem”. They will likely begin to complain again. They will likely begin to complain again. Then ask the same question. Focus on Then ask the same question. Focus on actions they can do too. actions they can do too.

9. If possible, identify at least one action 9. If possible, identify at least one action that can be done by one or both of you.that can be done by one or both of you.

a. Ask the other person if they will a. Ask the other person if they will support the action.support the action.b. If they will not, then ask for a b. If they will not, then ask for a “cooling off period”.“cooling off period”.

10. Thank the person for working with 10. Thank the person for working with you.you.

11. If the situation remains a conflict, then:11. If the situation remains a conflict, then:

a. Conclude if the other person’s behavior a. Conclude if the other person’s behavior conflicts with policies and procedures in conflicts with policies and procedures in the workplace and if so, present the issue the workplace and if so, present the issue to your supervisor.to your supervisor.b. Consider whether to agree to disagree.b. Consider whether to agree to disagree.c. Consider seeking a third party to c. Consider seeking a third party to mediate.mediate.

ExerciseExercise

THANKS FOR YOUR THANKS FOR YOUR ATTENTIONATTENTION

QUESTIONS?