Docstoc

Conflict management

Document Sample
Conflict management Powered By Docstoc
					Effectively dealing with conflict



      by Toronto Training and HR

             March 2011
           3-4     Introduction to Toronto Training and
                   HR
Contents   5-6
           7-9
                   Definition
                   Benefits of effectively dealing with
                   conflict
           10-12   Causes of conflict
           13-17   Symptoms of conflict
           18-19   Drill
           20-24   The right fight
           25-26   When conversations get stalled…
           27-31   Mediation
           32-41   Conflict resolution
           42-43   Compromise agreements
           43-46   Building resilience
           47-48   The result of conflict when it escalates
           49-50   Five laws of conflict
           51-56   Mastering conflict
           57-58   Conclusion and questions
                    Page 2
Introduction




     Page 3
Introduction to Toronto Training
            and HR
• Toronto Training and HR is a specialist training and human
  resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
              - Training course design
              - Training course delivery
              - Reducing costs
              - Saving time
              - Improving employee engagement & morale
              - Services for job seekers

                            Page 4
Definition




   Page 5
              Definition
What is CONFLICT?




                    Page 6
Benefits of effectively
 dealing with conflict




          Page 7
 Benefits of effectively dealing
      with conflict 1 of 2
INDIVIDUALS
Better understanding of others
Increased motivation
Better solution to a problem/challenge
A major innovation/idea was generated
Improved working relationships
A more productive environment




                      Page 8
 Benefits of effectively dealing
      with conflict 2 of 2
ORGANIZATIONS
Higher engagement – people would be more
consistently committed to their work
Improved productivity – people would be more
focused and results-oriented
Better teamwork
Enhanced retention
Better customer service
Greater internal efficiency
Improved work–life balance

                       Page 9
Causes of conflict




       Page 10
      Causes of conflict 1 of 2
Personality clashes and warring egos
Poor leadership from the top of the organization
Poor line management
Poor performance management
Heavy workload/ inadequate resources
Bullying/harassment




                      Page 11
      Causes of conflict 2 of 2
Lack of openness and honesty, for example in
appointments and promotions
Lack of clarity about accountability/ ownership
Lack of role clarity
Clash of values
Stress
Taboo topics that can’t be brought to the surface
Perceived discrimination
Poor selection of/pairing of teams


                      Page 12
Symptoms of conflict




        Page 13
Symptoms of conflict 1 of 4

    Tensions.
    No desire to communicate.
    Work not done properly.
    Disastrous meetings.
    Anger occurs quickly and
     easily.



                   Page 14
Symptoms of conflict 2 of 4

      Failing productivity.
      Slipping morale.
      Absenteeism.
      Accidents.
      Escalating costs.
      Slamming doors.
      Shouting.
      Bad times.
                      Page 15
Symptoms of conflict 3 of 4

    The employee (or employees)
     involved display no desire to
     communicate.
    Bad tempers are evident.
    Productivity is falling.
    Morale is slipping.




                    Page 16
Symptoms of conflict 4 of 4

    One or more of those involved
     frequently calls in sick.
    Accidents and errors become
     more frequent.
    Disagreements become more
     pronounced (shouting,
     slamming doors, etc.)



                   Page 17
Drill




 Page 18
Drill




Page 19
The right fight




      Page 20
       The right fight 1 of 4
SELECTING THE RIGHT FIGHT
Make it material
Focus on the future
Pursue a noble purpose




                  Page 21
        The right fight 2 of 4
HANDLING THE RIGHT FIGHT
Make it a sport not a war
Set up a formal structure but work informally
Turn pain into gain




                      Page 22
        The right fight 3 of 4
BENEFITS OF THE RIGHT FIGHT
Lowering risks with an effective system of checks
and balances
Generating value by sparking real change
Creating better managers for the future




                      Page 23
        The right fight 4 of 4
WHERE HR IS CENTRAL TO INFLUENCING
Holding a mirror up to the organization
Embedding behaviours
Hiring people who “fight right”




                    Page 24
When conversations get
      stalled…




         Page 25
     When conversations get
           stalled…
Conflict is emotional…get over it!
Move towards conflict
Being vulnerable creates trust
Ask questions to understand
Feedback and request over judgment and
demands
Value stories over truth
Let it begin with me



                    Page 26
Mediation




   Page 27
             Mediation 1 of 4
BENEFITS OF MEDIATION
To improve relationships between employees
To reduce or eliminate the stress involved in more
formal processes
To avoid costs involved in defending tribunal claims
To develop an organization culture that focuses on
managing and developing people
To reduce sickness absence
To retain valuable employees
To maintain confidentiality


                        Page 28
            Mediation 2 of 4
WHY IS MEDIATION NOT USED?
No clear business case
Cost of using mediation
Risk of undermining management’s ability to use
disciplinary sanctions
Lack of interest by senior management
Difficulties in finding a mediator
Resistance from line managers
Lack of trust by employees in mediation process
Lack of support from workforce or trade union


                       Page 29
            Mediation 3 of 4
INTERNAL MEDIATION
(+) Knows and understands the organization culture
(+) Potentially requires less briefing
(+) Little or no cost
(–) May not be perceived as impartial
(–) May have historical baggage
(–) Experience level may be low




                       Page 30
            Mediation 4 of 4
EXTERNAL MEDIATION
(+) Comes with little or no knowledge of the
organization or parties in dispute
(+) May be a more experienced mediator with the
ability to pick up issues quickly
(+) Likely to gain trust of parties more readily
(+) Able to provide the organization with fresh
view of possible cultural or organizational issues
(–) Charges for services


                      Page 31
Conflict resolution




        Page 32
     Conflict resolution 1 of 9
Identify conflict as soon as possible.
Decide who you need to speak to.
Plan how to approach the individuals involved.
Be conscious of the language you use when
discussing the issues.
Try to maintain an open mind when listening to
both views.
Refrain from making judgements about who is
wrong and who is right.


                     Page 33
      Conflict resolution 2 of 9
Maintain emotional composure when speaking to
those involved.
If you think you can help resolve the issues plan
your dispute resolution process.
If you don’t think you can assist with resolving the
issues seek the assistance of a professional as
soon as possible.




                       Page 34
     Conflict resolution 3 of 9
QUESTIONS TO ANSWER BEFORE THE MEETING
What do you consider to be the main barriers to
objective and constructive candour as you prepare
for this meeting?
How can these barriers be eliminated or lowered?
What other problems must be resolved before you
begin to tackle this problem?
What is the overall nature of your present on-the-
job relationship with the other person. How
productive is it?

                      Page 35
     Conflict resolution 4 of 9
QUESTIONS TO ANSWER BEFORE THE MEETING
How would you describe an ideal working
relationship?
What have you done to cause the current conflict?
What resolution have you attempted?
What has the other person done to contribute to
the current conflict?
What attempts has he or she made at resolution?



                     Page 36
      Conflict resolution 5 of 9
QUESTIONS TO ANSWER BEFORE THE MEETING
What major obstacles stand in the way of making
this relationship ideal? (Be candid and objective.)
What obstacles do you introduce? What obstacles
does the other person introduce?
What can be done to eliminate these barriers?
What other factors or people keep the relationship
from being ideal?



                      Page 37
      Conflict resolution 6 of 9
QUESTIONS TO ANSWER BEFORE THE MEETING
What benefits (to you, the other person, the
organization) would accrue if the relationship were
improved?
What adverse consequences (to you, the other person,
the organization) might ensue if the relationship is not
improved?
What can be done (by you, the other person, others)
to improve the relationship so that the benefits are
realized and the adverse consequences averted?


                        Page 38
     Conflict resolution 7 of 9
THE E-R-I MODEL
Emotions
Reason
Intuition




                  Page 39
    Conflict resolution 8 of 9
TWO TYPES OF CONFLICT
Work-system conflict
Behavioural conflict




                 Page 40
     Conflict resolution 9 of 9
HOW TO RESOLVE
Inform employees about the two types of conflict
(work-system and behavioural).
Teach employees how to complain to you.
Eliminate the “he said, she said” dilemma.
Be careful about appointing external mediators.
Keep senior leaders involved with frontline
supervisors.



                     Page 41
Compromise agreements




         Page 42
     Compromise agreements
WHEN THEY ARE USED
To remove an employee on grounds of poor
performance or misconduct
To avoid legal challenge in relation to layoffs
To make it easier to remove senior staff without
embarrassment
To make enhanced layoff payments
To help preserve the employment relationship with
an employee


                     Page 43
Building resilience




        Page 44
Building resilience-avoiding conflict
                 Key Elements:


Influencing
                Equipping              Educating
Behavior
                Managers.              People.
“The Recipe”.



                            The “Golden Hour”.




                The “Happy Company”.




                        Page 45
Building resilience-the strategic option
                                 “The Recipe”.



      Regulatory.                                          Informal.



• organization structures;                  • leadership vision;
•   role definitions and code of conduct    •   codes of ethics;
•   policies;                               •   personal development/objective plans/targets;
•   processes;                              •   team/departmental targets;
•   procedures;                             •   training programs, learning and development
•   task definitions;                           activities;
•   lines of authority and reporting;       •   recognition systems;
•   reward systems;                         •   management guidance/recommended best
•   performance appraisal systems.              practice;
                                            •   management style;
                                            •   monitoring and feedback systems;
                                            •   informal routines and habitual ways of doing
                                                things.
                                           Page 46
The result of conflict when
       it escalates




            Page 47
  The result of conflict when it
            escalates
Bullying/harassment
Personal insults/verbal attacks
An individual/people left the organization
An individual/people were dismissed
Cross-departmental conflict
Employees being moved to different departments
Project failure
Sickness/absence of one or more parties
Physical violence


                     Page 48
Five laws of conflict




         Page 49
         Five laws of conflict
1.Violence is an inferior strategy
2.Make means consistent with ends
3.Create no competition
4.Isolate your opponent
5.Never come down to your enemy




                     Page 50
Mastering conflict




       Page 51
      Mastering conflict 1 of 5
What would it mean to attack your enemy's plans
or alliances, rather than attacking your adversary?
Are your means consistent with your desired ends?
Is your strategy activating unnecessary
competition?
How can you isolate your competitors from their
sources of support?
What is your competition's preferred form of battle
and how can you avoid playing their game?


                      Page 52
      Mastering conflict 2 of 5
WHAT MANAGERS SHOULD DO
Identify and address underlying tensions more
effectively
More informal one-to-ones with the people they
manage
Improved consultation in day-to-day management of
activities
Provide more clarity about what is expected
Provide more clarity over areas of responsibility
Be a model of the right behaviours


                      Page 53
      Mastering conflict 3 of 5
WHAT MANAGERS SHOULD DO
Provide counselling for employees under stress
Act as mediators when conflict develops
Raise the subject of possible conflict as part of the
business (rather than shying away from it or punishing
it)
Not let their own egos get in the way of relationships
with colleagues
Manage toxic individuals who create conflict at work
more directly and firmly
Provide improved work–life balance

                        Page 54
      Mastering conflict 4 of 5
TRAINING FOR MANAGERS
Formal course in conflict management, internally
Formal course in conflict management, externally
Coaching from their line manager
Informal peer-to-peer coaching
As part of leadership development training
Sponsoring relevant training outside work
Mediation skills training
Relationship management training
Advice from the Internet on managing conflict


                        Page 55
     Mastering conflict 5 of 5
BENEFITS OF TRAINING
Helped improve team performance/ productivity
Helped improve team morale
Helped reduce absence levels
Helped reduce employee turnover
Reduced the number of formal disciplinary and
grievance cases
Reduced the number of employment tribunal
claims received


                     Page 56
Conclusion & Questions




         Page 57
            Conclusion
Summary
Questions




               Page 58

				
DOCUMENT INFO
Shared By:
Categories:
Stats:
views:12
posted:10/20/2011
language:English
pages:58