conflict and workplace culture how leaders can affect positive change
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Conflict and Workplace Culture How Leaders can Affect Positive Change. Learning objectives Following this presentation you will be able to : recognize , define, intervene, mitigate, manage and evaluate conflict in your work group. Conflict has three components Disagreement: - PowerPoint PPT PresentationTRANSCRIPT
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Conflict and Workplace CultureHow Leaders can Affect Positive Change
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Learning objectives
Following this presentation you will be able to:recognize, define, intervene, mitigate, manage and evaluate conflict in your work group.
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Conflict has three components
Disagreement:differences in values, needs, opinions, interests and goals
Interference:of attaining one’s interests, objectives, or goals
Negative Emotions:fear, jealousy, anger, anxiety, frustration
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Not to be confused with…
Bullying/Harassmentcharacterized by a constellation of repeated acts by one or more individuals undertaken with an intention to cause harm
Workplace Incivilitya form of organizational deviance- behaviours that violate respectful workplace norms. Not necessarily meant to harm but are often rude, discourteous.
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AntecedentsIndividual differences – dissimilar demographics, value differences
Interpersonal factors - reciprocated distrust, poor communication, lack of perspective taking, inadequate emotional intelligence Organizational factors – change due to restructuring, interdependence, diminished flexibility, lack of employee engagement
Goal perception – the more common the goal the better chance of constructive controversy
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Conflict is:
Relationshipexists when there are interpersonal incompatibilities
Taskdisagreements about the content of the tasks being performed or about viewpoints, ideas and opinions
Processdisagreement on how to accomplish the task
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What do you see most often?
At your tables identify and discuss:
Most common type of conflict Cause of the conflictConsequences to the department/work
group
How do you manage conflict?
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Thomas - Kilmann Conflict Mode Instrument
What is your personal style when dealing with conflict?
15 minutes
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The 5 styles
Competitive: high assertiveness, low cooperationThis group wants to win!Accommodative: low in assertiveness, high in cooperationThis group’s members are easy going and follow the crowd.Avoiding: low in assertiveness, low in cooperationAvoiding people are detached and indifferent to conflict.Collaborative: high assertiveness, high in cooperationThis group’s members are active problem solvers.Compromising: moderate in assertiveness, moderate in cooperativenessThese people will give and take to resolve conflict.
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Setting the stage for successful conversations
Make it safeLook for signsUse Contrasting- “I don’t want….I do want”
Seek mutual purpose Seek mutual respect
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STATE for perspective sharing
Share the factsTell your storyAsk for others perspectiveTalk tentativelyEncourage testing
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Communication Tips Allow for personal space Be aware of body language, eye
contact, touchingUse active listeningConfirm your understanding of the problemAcknowledge feelings
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Continued…
Allow for perspective taking, Do Not interrupt
Seek to understand underlying motives Use “I feel” statements Know your policies, CA Know where to go for help
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Considerations and Take Aways
• Personal struggles impact professional performance
• Evaluate departmental health and engagement• Individuals may not want to share information
with you• Create opportunities for collaboration• Encourage dialogue, discourage triangulation
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Where to go for support?
Associate Dean, DeanVice-President AcademicDispute Resolution officeDeans of StudentsHuman Resources
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References
Almost, J., Doran, D.M.,McGillis-Hall, and Lascdhinger, H.K.S. (2010) Consequences and Antecedents of Intragroup of Conflict among nurses. Journal of Nursing Management, 18(8) 981-992Regisered Nurses Association of Ontario (RNAO) Best Practice Guideline (2012) Managing and Mitigating Conflict in Health Care Teams. Toronto, ONDe Dreu, C.K.W. and Weingart, L.R. (2003a) Task Ve3rsus Relationship Conflict, Team Performance and Team Membership Satisfaction. Journal of Applied Psychology. 88(4) 741-749Pondy, L.R. (1967). Organizational Conflict: Concepts and Models. Administrative Science Quarterly, 12(2) 296-320.Patterson, K, Grenny J., McMillan R., Switzler (2012) Crucial Conversations, Tools for talking when stakes are high
questions?