Resolving Conflicts and Disputes, 9 March 2017

of 29 /29 © 2016 Managing Conflict A practical guide Owen Bubbers Managing Director of The TCM Group

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    ConflictA practical guide

    Owen BubbersManaging Director of The TCM Group

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    Fire alarm and toilets.




    @[email protected]

    Opportunity for questions

    and debate throughout.

    Guidelines for the workshop

    (ground rules):

    Confidentiality, Respect, Open

    Mind, Please Participate.

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    TCM empowers people and organisations to adopt new approaches to dispute and complaints resolution; workplace relations; human resources and leadership development. We are passionate about protecting relationships whilst securing lasting and sustainable outcomes.

    We work in partnership with our customers to develop the core values, systems, processes and behaviours which encourage co-operative problem solving, open dialogue and stakeholder engagement.

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    Managing Director of TCMs London Office and team of consultants

    Mediator, trainer and conflict management consultant

    Wide consultancy experience in finance, higher education and government sectors

    Winner of the Professional Mediators Association Mediation Champion Award 2015.

    Member of the Professional Mediators Association, the trade body for mediators in the UK.

    Owen BubbersManaging Director, The TCM Group

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    By David Liddle

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    1. What impact does conflict have?

    2. What challengesdo you face?

    3. What do you needfrom this workshop?

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    Who do you think you are?

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    of a


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    Neutral Transformational

    Dysfunctional Functional


    + Potential risk -






    +The four states of conflict.

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    Please form small groups. One of the group describe (briefly) a dysfunctional conflict that you have experienced: within a work or project team.

    Group discussion, drawing on this example: what actions could you take (think proactive and reactive) to transform conflict from dysfunctional to transformational?

    N T

    D F


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    Are reactive.

    Are inherently adversarial.

    They polarise the parties.

    Rarely identify root cause of conflict.

    Individual or business needs are ignored.

    They impede creativity.

    They create a blame, grievance, entitlement or litigation culture.

    The existing dispute resolution systems:

  • According to recent ONS data, The UK has one of the lowest productivity levels of the G7 nations.

    The UK is ranked 9th out of 12 leading industrial nations for employee engagement.

    Unresolved conflict costs the UK economy a staggering 33bn a year according to CEDR/CBI.

    OPP, The people who publish Myers Briggs, estimate that 85 percent of employees deal with conflict on some level.

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    Questions and discussion

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    Opening the door to dialogue

    Project managers as

    mediators and


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    Project teams benefit when they take a values based, person centred approach for managing conflict: empathy, co-operation, collaboration, compassion and adult to adult dialogue.

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    My top 5 tips for managing conflict within project teams

    LISTEN ACTIVELY.Create a safe space. Open questions. Acknowledge, affirm, appreciate. 1

    BE EMPATHETIC.What is going on for them right now? Walk in their shoes.

    DONT JUDGE, EVALUATE, ASSUME OR BLAMESupport the person to tell you their story. Suspend judgment.

    DEPERSONALISE THE SITUATIONEncourage the speaker to describe their 1) observations, 2) their feelings and 3) their needs. You do the same. Talking from the I

    FOCUS ON INTERESTS AND NEEDSNegotiate and make requests of each other which are mutually beneficial.





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    next steps

    1. FREE leadership and dispute resolution consultation.

    2. Accredited mediator training.3. Confident Conversations training4. Team facilitation

    5. World class mediation services

    6. Management and leadership training.

    7. Setting up an internal mediation scheme.

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    What has stood out for you?What changes will you make?

  • Final Thoughts Be radical there has never been a better time to for a

    new approach to conflict.

    Apply a holistic (whole systems) approach.

    Be proactive: embed constructive conflict management into project plans and change plans etc.

    Empathy is key.

    Actively encourage co-operative and collaborativeproblem solving.

    Strong feelings are OK. Work with them.

    Adult to adult dialogue = talking and listening.

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    For more information, please email me or link with me via social media:

    [email protected]


  • This presentation was delivered at an APM event

    To find out more about upcoming events please visit our website

    APM presentation Manchester March 2017APM final Slide for slideshareThis presentation was delivered at an APM event