conflict toolkit

8/8/2019 Conflict Toolkit

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Conflict ManagementToolkit


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Table of Contents

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

II. Determining my conflict style (selfassessment)

III. Resolving a conflict with one other person

IV. Resolving a group conflict.

V. Supervisors role in resolving employeeconflict

VI. The art of disciplining employees (forsupervisors)

VII. The role of HR in conflict resolution

VIII. Listing of informal and formal conflictresolution processes

IX. Conflict Management Reference list

X. Supervisor Network: Share your wealth of

experience


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Determining the level ofconflict in my life


Part I


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Determining the

source of conflictAt times you may sense conflict

at work, but not know exactly

why.

The conflict self-assessment will

help you to pinpoint thespecific area in which you areexperiencing conflict so thatyou can begin to resolve it. The

areas addressed aresupervisor, self, peers,employees, and productivity.


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What is my conflictstyle?


Part II


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Conflict Style Not only is it important to know

what relationship or situation iscausing conflict in our life, but itis also important to look at howwe normally resolve conflict (ournatural inclination).

We must then decide whether weare satisfied with our currentapproach or if we would like tochange it in some way to improveour effectiveness at conflictresolution.


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Style Explanation

Avoiding

Accommodating Compromising

Competing

Collaborating

As you discovered through theconflict resolution assessment, our

natural inclinations usually place usinto one of these styles.


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Style Explanation

Avoiding Style (-,-)

If I ignore the problem, it will goaway

If I confront the problem, I mayhurt someones feelings

Why bother it wont change

anything Accommodating (-,+)

Its easier to just give in and givethem what they want

You will be better liked if you just

agree By letting the other person win this

time, you will win next time youhave to pick your battles.


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Style Explanation Compromising Style (-,-)

Its only fair because then neitherof us get what we want.

Both parties are on an even playingfield

We can choose to give up somethingwe really dont need, thereby

winning. Competing Style (+,-)

Im right and youre wrong There is only one solution

Collaborating (+,+) We can find a solution that works

for both of us. By asking the other persons

perspective, I can understand them. Once we find a common ground, we

can work from there.


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Conflict StyleIf you find yourselfadopting a conflict stylethat youre not happyabout

1. Analyze why you have adoptedthat style.

2. Develop some simple action stepsthat will help you break your

habit.

3. Read on for helpful tips that willguide you through variousconflict situations.


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One-to-oneConflict


Part VI


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If you want to

constructively resolve aconflict with anotherperson

FIRST, get into the right frame ofmind for a positive discussion,always remembering to treat theother person with respect

SECOND, agree on the best timeand place for both of you todiscuss the conflict with eachother.

THIRD, Set some ground rules.

FOURTH, have a discussion.


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Step 1:

Adopt the rightframe of mind


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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 approachthe other person remember to:


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Your AttitudeLeave Behind

Your desire to win,punish, or control

Your desire thateverything befair

Your assumption

that it wont work Your tendency tothink in black andwhite, right orwrong

Your determination

to be right.

Take With You A willingness to work

at this An understanding

that perception isreality both for youand those around

you. A willingness to learn

from the situation A willingness to see

and acknowledgeyour own

contribution to theproblem.


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Be aware of your

nonverbal signals:

7 % of the wordsused;

38% on voicequality; and

55% on nonverbalcommunication

Others impression of you is based on:


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Focus on underlyingIssues

What happened? Difference in expectations:

What did I expect to happen?;What actually happened? Who didwhat?

Intention inventory (Who meantwhat?)

Feelings Dont ignore or fail to acknowledge

Feelings make relationships enjoyableand difficult conversations difficult

(cant have one without the other!) Identity

Must face ourselves as well as otherperson

Am I competent?; Am I a good

person?; Am I worthy of love?


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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 to clarify points


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Step 2:

Consider timefactors


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Be Timely:

talktotheotherpersonwhiletheissuesarestill

current

Angerandnegative

feelingstendtofesterifnotdealtwithquickly!!


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Consider the other

persons time needs

Dont interrupt the other

persons schedule and statethat you need to talk

Agree on a time to meet withthe other person and inform

him/her of the topic. Give him/her time to prepare

mentally.


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Step 3:

Set some groundrules!


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3Golden Rules

1. Everyone tells it like

they see it.

2. Get everything on the

table.

3. Focus on the future.


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Sample Rules for

discussion

No interruptions No yelling

Time limit on certaintopics of discussion

Words to avoid

Agreement on what todo if you cant agreeahead of time

In addition to general rules, it ishelpful to agree on how you will talk

with each other


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Step 4:

The Actual

Discussion


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The ActualConversation

1. Define the conflict.

2. Communicateunderstanding.

3. Explore alternativesolutions.

4. Agree on most

workable solution.

5. Evaluate after time.


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Define the Conflict

Describe the problem inclear, concrete terms. Be

specific (use I not you)

Focus on behaviors orproblems, not people

Talk about the impact onyou

Define the conflict as aproblem to solve together,

not a battle to be won


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2. Communicate

Understanding

Listen to really understand the otherpersons feelings, needs, Reflectback.

Explain how you see the problemafter you have heard them.

Identify your contribution to the

situation.

Describe feelings (not judgments oraccusations)

Talk about identity issues.


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3. Explore alternative

solutions

- Take turns offeringalternative solutions. List

them all.

Be nonjudgmental of othersideas.

Examine the consequence ofeach solution.

Think and talk positively.


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4. Agree on most

workable solution

- Agree on a solution

you both understandand can live with.

Be committed to

resolving the conflict


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5. Evaluate after time

Get together aftersome time and see

how the newarrangement isworking for bothparties


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Tips in difficultSituations

Pacing: one approximates thebehavior of the other person to

subconsciously build rapport.

Mental Aikido: mentally movingaway from the focal point of theadversarys attack. Make a non-linear

response to the adversarys words.Sharks expect you to react.

Patterned interruption:

involves varying your usual response.You have the capacity to interrupt theusual destructive pattern by doingsomething completely different orunexpected.


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Resolving Group

Conflict

WorkforceDevelopment Toolkit

Part VII


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Meeting Conflict1. 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 toclarify the issue.

2. Clarify the conflict.O.K. so there seems to be some

disagreement over.

3. Decide if there is time to deal with it today orif another meeting needs to be set up to giveit full attention.

Since this seems to be quite an importantissue and we dont have much time today.Lets agree to meet again to discuss it further.Can we meet on.

4. If another meeting is necessary, assignresponsibility for gathering more information onthe subject to staff.

Sue, can you please research informationon. And Diane can you please check on thatState mandate.

5. Insist employees let it go until the nextmeeting.

We have a lot of other issues to discusstoday so lets free our minds of this issue until

the set meeting and move on.


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Group Resolution1. Restate the issue to ensure clarity.

2. Have each group member, shareinformation gathered and give his/heropinion.

3. Make sure everything is put on thetable (no unresolved feelings popping

up later)

4. Brainstorm alternatives

5. Agree on best solution using teamdecision-making steps (see reference

list at end)

6. Develop action steps.

7. Agree on follow-up session.


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Supervisors role inresolving conflict

Conflict Management

ToolkitPart IV

l


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Your Role as a

Supervisor

Looking for ways toreduce and preventconflict in your workarea

Handling conflict as athird party

Handling grievances asthey come to you

Involves:


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You can reduceconflict by:

Being a good leader

Being aware of yourmanagement style

Training yourself andyour staff on conflictresolution

Looking out for signs


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Be a Good Leader

Set a good example

Communicate clear standards

Set ground rules

Provide clear rationale fordecisions

Ensure employees have resourcesand training to do their jobs

Get to know your employees


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Be a Good Leader

Conduct performancecounseling

Assist employees who haveperformance problems

Address misconduct promptly

Get advice from HR when youhave questions or concernsprior to the need to pursue

disciplinary actions

Treat employees fairly andequitably, applying rulesconsistently

B f


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Be aware of your

own behavior1. Allowing aggressive or inappropriate

conduct without taking action can foster ahostile or intimidating work environment.

2. Decision-making without employee input orparticipation can lead to frustratedemployees who dont feel valued asanything but worker bees.

3. Your staff looks to you to assist in

resolving conflicts. You are betterequipped to resolve conflicts if both youand your staff have had conflictresolution training.

4. If you are inconsistent or unpredictable,your employees will be unsure of your

expectations and become frustrated.

5. Engaging in relationships with youremployees that are personal or tooinformal may lead to misunderstandings,as well as other employees feelingalienated.


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Handling conflict as athird party

H dli E l


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Handling Employee

Conflicts Situation 1: An employee

complains to you aboutanother employee

Situation 2: You observe aconflict situation

Situation 3: An employeewould like to file a formalgrievance

If an employee comes


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If an employee comesto you with a possible

grievance: Take the complaint seriously

Set a professional tone for theinterview put the complainant atease

Provide assurance of confidentiality& non-retaliation

Ask for but do not require- awritten statement.

Gather facts, do not make

judgments.

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

Communicate your concern anddescribe the available options.

H dli f l


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Handling a formal

complaint cont

Ask how the complainant wouldlike to proceed.

Tell the complainant that promptaction will be taken.

Ask about the person (s) needfor immediate assistance.

Refer them to UMWs grievancepolicy

Set a time for a follow-upmeeting and/or refer the personto the HR office

Document and contact HR.


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The art of discipliningemployees

Proactive Steps to


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Proactive Steps toDisciplining employees

(Smart Discipline)

1. Make sure you know

UMWs discipline policy.

2. Share the policy andpotential consequences with

your employees.

3. Treat all employeesconsistently and fairly.

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


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DisciplinePolicy


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ProgressiveDiscipline

Progressive Discipline meansyoumove through increasinglystronger counseling or training

in an attemptatcausing or

convincing the employee tobring his/her performance to

an acceptable level

Key Ingredients in


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Key Ingredients in

Progressive Discipline

Due notice

A chance to improve,and

A review process

The process should be FULL, FAIR,PROMPT, and CONDUCTED IN

GOOD FAITH.

Advantages of


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Advantages of

Progressive Discipline

1. Protects you against accusationsof firing a person without due

process.

2. Chance to turn the employeearound into a well functioningemployee.

3. Chance to improve policies andpractices

4. Demonstrates to fellowemployees that you are fair andwilling to give employees achance.


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Steps in ProgressiveDiscipline

1. How to act when you


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become aware of a

disciplinary problem

1. Personal ObservationIf you observed the negativebehavior personally, you canproceed to the slide labeledcounseling. (click here)

2. Complaint from a 3rd partyIf a 3rd party makes you awareof the negative behavior, youmust make sure you conduct

thorough and fair fact findingsteps. (see next slide).

2 F F d


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2. Fact Finding

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

2. If the employee denies the behavior orrecounts a different scenario, explainto him/her that further fact finding isnecessary.

3. Talk to only those directly involved inthe situation in a confidential manner.

4. Document all discussions with relatedparties.

5. Review all relevant documents, picturesor diagrams to substantiate the factfinding.

3 Counseling the


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Assure employee that only those whoneed to know will be informed.

Share concrete examples with theemployee of the negative behavior

State the effects of this negativebehavior.

Describe the behavior you would like tosee (what changes must occur).

Give the employee a chance to explainor comment.

Agree together on a plan of action.

State the consequences if this changeof behavior does not occur

3. Counseling the

Employee

Additional Tips about


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pCounseling

Utilize the Virginia EmployeeAssistance Program (VEAP)

whenever you see it asappropriate (This should beoffered in addition todisciplinary action, not as asubstitute).

Documentation of counselingshould be retained insupervisors files, not in

employees personnel file.

Dont soften the blow, theemployee must understand the

severity of his/her actions.

4 F l Di i li


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4. Formal Discipline

1. Before taking any formaldisciplinary action, consult with

your supervisor.2. Reference the Code of Conduct

to match severity of disciplinewith negative conduct.

3. Issue a written notice whencounseling did not work or whenthe conduct was severe enough towarrant immediate discipline.

4. ALWAYS place a warning about

the consequences of failure toimprove performance in writingbefore implementing any disciplinemeasures such as suspension,

dismissal.

4. Formal Discipline


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. F m D p

Continued5. If the employees performance

remains poor and you feel you

have provided enough counselingand given enough warning, followthrough on the threateneddiscipline.

6. ALWAYS make sure of what youare doing and that your finaldecision is fair.

7. Listen to employee and review theevidence one more time from the

employees point of view.8. Finalize the discipline by following

your policies.

9. Consult HR as to the actual

method of implementing thediscipline.

5 Termination


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5. Termination

* NEVER TERMINATE WITHOUTCONSULTING HR

LOGISTICS:Before conducting a termination, you

need to:

* Schedule (when, how long)* Location* Extra Support (HR, EAP)* Prepare (physical & psychological)

* Review separation package* Think about employees state of

mind and potential reaction

5 Termination Cont


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5. Termination Cont.

OBJECTIVES:

* Deliver the message quickly,respectfully, & professionally* Ensure individual understands that

employment if terminatedimmediately or in the near future

* Deliver the separation package* Strongly encourage employees to

utilize VEC Job Search Center* Provide structure for the next 24

hours* Ensure to collect agency propertybefore employee leaves for the day.

Key Points in


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y

Smart Discipline Always follow your written

policies and past practices in

similar situations Lack of consistency will cause

a judge to assume you arediscriminating against theemployee in some way.

Remember that otheremployees will be watching

you to see if you are fair. Always listen to employeesand give them a chance toimprove

Top Ways to Get


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p y

Sued1. Ignore the union salter2. Discharge the disabled worker

(without accommodation)3. Misclassifying a non-exemptemployee as exempt and notpaying overtime.

4. Allowing managers and

supervisors to use offensivewords as a joke.5. Failure to stop sexual

harassment.6. Punishing the victim (intentionally

or unintentionally)7. Letting managers go postal

when acting on behalf ofemployer.


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In a disciplinarysituation

not taking action isa decision!

The Role of the


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Office ofHuman Resources

in Conflict Resolution

The Role of HR


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The Role of HR

If you are in a conflict situationand dont know how to deal withit, the Office of HR can:

Provide you with guidance and toolsto approach the conflict situation.

Direct you through the appropriatechain of command.

Present formal and informaloptions available to you.

Coordinate mediation, facilitation,or counseling sessions for you.

.

.

Things that will help us


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to help you

At the onset of the conflict;

With clear examples orfacts;and

With your ideas of what youwould like changed in yoursituation.

HR will try to help you no matterwhat your situation, but we can best

assist you if you come to us:

Consult HR as a


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proactive rather thanreactive measure

A single injury is much easier to fixwhencompared to multiple wounds!


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Informal and FormalConflict Resolution

Processes

Informal Processes


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Informal Processes

Open Door:- Present concern to any available level of

management Make an appointment

Be aware of the supervisory chain ofcommand

Internal Mediation- If the conflict issue involves only work-

related situations, your supervisor or a

higher level manager can try to assist thetwo conflicting parties in reaching asolution.

Mediation Voluntary Process

Neutral mediators assist discussion Parties working out own solutions Call HR office or EDR for more information

Supervisor Network


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Supervisor Network

As a supervisor, you have probablydealt with a lot of conflict

situations. If you have some goodadvice for your colleagues or wouldlike to ask for advice from othercolleagues, please send your adviceor question to:

conflict toolkit

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