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Supervision and LeadershipRealities, Risks and Rewards
Conflict ResolutionTrainer: John J. Sarno
Employers Association of NJ
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Conflict ResolutionWhat this session is about
Gaining Insight Into Conflict Conflict Resolution Styles Conflict Resolution Strategies
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Conflict is part of life
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How do you define conflict?
What kind of conflicts can you identify?
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The Challenge
What will it take to transform destructive conflict
into constructive conflict
at home, at work,
in the community& in the world?
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What Will It Take?
Open Door Good Communications Clear Expectations Taking Responsibility Caring
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Escalation of Conflict
Latent Tensions
Overt Conflict
Power Struggle
Destructive Violence
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Why Conflict Escalates
Latent Tensions
Overt Conflict
Power Struggle
Destructive Violence
Frustrated needs
Poor skills
Weak relationships
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The Hanwan Shipping Case
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Hanwan Shipping (continued)
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Why Conflict Escalates
Latent Tensions
Overt Conflict
Power Struggle
Destructive Violence
Conflicting interests
Disputed rights
Unequal power
Injured relationships
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Hanwan Shipping(The Incident)
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Why Conflict Escalates
Latent Tensions
Overt Conflict
Power Struggle
Destructive Violence
No attention
No limitation
No protection
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Catching Conflict Before It Escalates
Prevent
Resolve
ContainPower
Struggle
Overt Conflict
Latent Tensions
Destructive Violence
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Prevent
Sources of Tension
Frustrated Needs
Poor Skills
Weak Relationships
Ways to PreventClear Expectations
Feedback/Fairness
Open Communications
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Resolve
Sources of Conflict
Conflicting Interests
Disputed Rights
Unequal Power
Injured Relationships
Ways to Resolve
Listening
Empathy
Strategy
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Why is conflict so difficult to resolve?
Stress
Emotion
Provocative Political and Cultural Signals
Fatigue
Apathy
Irrationality
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There Are Several Approaches to Resolving Conflict
1. Accommodation – “I lose, you win”2. Avoidance – “We both lose”3. Competition – “I win, you lose”4. Compromise – “We both win or we both lose5. Collaboration – “I win, you win”
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Most people have a dominate style
What is yours?
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Supervisors Must Be Able to Resolve Conflicts
What Approach Should You Take?
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How important is the relationship?
How important is the outcome?
Accommodate
I Lose, You Win
Avoid
I Lose, You Lose
Collaborate
I Win, You Win
Compromise
We Both Win,
We Both LoseCompete
I Win, You Lose
1 2 3 4 5
1
2 3
4
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Importance of outcomeLow Medium High
Impo
rtan
ce o
f rel
atio
nshi
p
Low
Med
ium
Hig
h
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Let’s See How It Works
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Best and Worst Case Styles
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Acknowledge EmotionsParaphrasing is more than repeating.
Listener must incorporate attitudes and emotion.
55% of a speakers attitudes and feelings is communicated nonverbally.
Only 7% of feelings are articulated verbally.
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Summarizing What the Speaker Says
Summarizing helps to make sure what was said. It also helps the speaker because it gives them the opportunity to hear what was said
FeelingsFacts
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Use Neutral Language
Statement: “You are so stupid! I hate it when you don’t listen to me!”
Summary: “You are upset because you believe I’m not listening to you.”
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Some Tips on Handling Difficult Employees
Separate the behavior from the person. You can care about someone even if you disapprove of his or her conduct.
Remember that people usually rationalize their behavior no matter how bad it is. (“I was only following orders.”) Do not challenge, provoke or threaten.
Stay calm. Don’t antagonize or make matters worse.
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Successful conflict resolution assumes the parties to the conflict are acting rationally
But……..But……..
people do not always act rationallypeople do not always act rationally
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A piece of mail promoting bank loans was sent to 70,000 customers. *
Interest rates were almost the least important factor in whether people took the offer.
Factors that were considered: Whether brochure featured an attractive woman Whether a lottery ticket was offered Whether the offer had a deadline
*Harvard Magazine, March 2006 Study, Behavioral Economics
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Two-thirds of subjects said they would be happier at a company where they earned $33,000 while their colleagues earned $30,000, than a company where they earned $35,000, while their colleagues earned $38,000.
56% of participants chose a hypothetical job paying $50,000 per year while everyone else earned $25,000, rather than a job paying $100,000 per year others made $200,000.
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POSITIVE DISCIPLINE
Describe inappropriate behavior
Explain negative impact on the workplace
Discuss changes needed
Outline consequences if behavior not corrected
Document / follow-up
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The purpose of discipline is to correct
NOT to punish
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Why is discipline viewed as punishment?
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Punishment breeds resentment, resistance and litigation
An ethical foundation supports discipline and discharge, when
necessary
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Unethical Discipline (Abuse of Power)
o Power Struggleso Difficulty in Setting Goalso Inability to Prioritizeo Lack of Motivationo Fear, Anxiety and Confusiono Lack of Empowerment or Feelings of Victimizationo Pessimismo Conflict
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Cross-cultural studies show that even if people personally disagree with a result, they will accept it if they perceive the process as “fair”.
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Verbal Counseling
Written Warning
Fair Discipline
When all else fails:When all else fails:
Discharge/TerminationDischarge/Termination
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• Be careful of bias and inconsistent treatment
• Expectations must be clearly communicated
Questions?
Thank You61