effectively dealing with conflict march 2011

Effectively dealing with conflict

by Toronto Training and HR

March 2011

Contents3-4 Introduction to Toronto Training and

HR5-6 Definition7-9 Benefits of effectively dealing with

conflict10-12 Causes of conflict13-17 Symptoms of conflict18-19 Drill20-24 The right fight25-26 When conversations get stalled…27-31 Mediation32-41 Conflict resolution42-43 Compromise agreements43-46 Building resilience47-48 The result of conflict when it escalates49-50 Five laws of conflict51-56 Mastering conflict 57-58 Conclusion and questions

Introduction

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

Definition

Definition

What is CONFLICT?

Benefits of effectively dealing with conflict

Benefits of effectively dealing with conflict 1 of 2

INDIVIDUALSBetter understanding of othersIncreased motivation Better solution to a problem/challenge A major innovation/idea was generated Improved working relationships A more productive environment

Benefits of effectively dealing with conflict 2 of 2

ORGANIZATIONSHigher 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

Causes of conflict

Causes of conflict 1 of 2

Personality clashes and warring egos Poor leadership from the top of the organization Poor line management Poor performance managementHeavy workload/ inadequate resources Bullying/harassment

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 clarityClash of values Stress Taboo topics that can’t be brought to the surface Perceived discrimination Poor selection of/pairing of teams

Symptoms of conflict

Symptoms of conflict 1 of 4

Tensions. No desire to

communicate. Work not done properly. Disastrous meetings. Anger occurs quickly

and easily.

Failing productivity. Slipping morale. Absenteeism. Accidents. Escalating costs. Slamming doors. Shouting. Bad times.


The employee (or employees) involved display no desire to communicate.

Bad tempers are evident. Productivity is falling. Morale is slipping.


One or more of those involved frequently calls in sick.

Accidents and errors become more frequent.

Disagreements become more pronounced (shouting, slamming doors, etc.)


The right fight

The right fight 1 of 4

SELECTING THE RIGHT FIGHTMake it materialFocus on the futurePursue a noble purpose


HANDLING THE RIGHT FIGHTMake it a sport not a warSet up a formal structure but work informallyTurn pain into gain


BENEFITS OF THE RIGHT FIGHTLowering risks with an effective system of checks and balances Generating value by sparking real change Creating better managers for the future


WHERE HR IS CENTRAL TO INFLUENCINGHolding a mirror up to the organizationEmbedding behavioursHiring people who “fight right”

When conversations get stalled…

When conversations get stalled…

Conflict is emotional…get over it!Move towards conflictBeing vulnerable creates trustAsk questions to understandFeedback and request over judgment and demandsValue stories over truthLet it begin with me

Mediation

Mediation 1 of 4 BENEFITS OF MEDIATIONTo improve relationships between employeesTo reduce or eliminate the stress involved in more formal processesTo avoid costs involved in defending tribunal claimsTo develop an organization culture that focuses on managing and developing peopleTo reduce sickness absenceTo retain valuable employeesTo maintain confidentiality

Mediation 2 of 4 WHY IS MEDIATION NOT USED?No clear business caseCost of using mediationRisk of undermining management’s ability to use disciplinary sanctionsLack of interest by senior managementDifficulties in finding a mediatorResistance from line managersLack of trust by employees in mediation processLack of support from workforce or trade union

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

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

Conflict resolution

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.


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.

Conflict resolution 3 of 9QUESTIONS TO ANSWER BEFORE THE MEETINGWhat 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?


QUESTIONS TO ANSWER BEFORE THE MEETINGHow 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?


QUESTIONS TO ANSWER BEFORE THE MEETINGWhat 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?

Conflict resolution 6 of 9QUESTIONS TO ANSWER BEFORE THE MEETINGWhat 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?


THE E-R-I MODELEmotionsReasonIntuition


TWO TYPES OF CONFLICTWork-system conflictBehavioural conflict


HOW TO RESOLVEInform 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.

Compromise agreements

Compromise agreements

WHEN THEY ARE USEDTo remove an employee on grounds of poor performance or misconductTo avoid legal challenge in relation to layoffsTo make it easier to remove senior staff without embarrassmentTo make enhanced layoff paymentsTo help preserve the employment relationship with an employee

Building resilience

Building resilience-avoiding conflict

Key Elements:

Influencing Behavior“The Recipe”.

EquippingManagers.

EducatingPeople.

The “Happy Company”.

The “Golden Hour”.

Building resilience-the strategic option

Regulatory. Informal.

“The Recipe”.

•organization structures;• role definitions and code of

conduct• policies;• processes;• procedures;• task definitions;• lines of authority and reporting;• reward systems;• performance appraisal systems.

• leadership vision;• codes of ethics;• personal development/objective

plans/targets;• team/departmental targets;• training programs, learning and

development activities;• recognition systems;• management guidance/recommended

best practice;• management style;• monitoring and feedback systems;• informal routines and habitual ways of

doing things.

The result of conflict when it escalates

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

Five laws of conflict

Five laws of conflict

1.Violence is an inferior strategy2.Make means consistent with ends3.Create no competition4.Isolate your opponent5.Never come down to your enemy

Mastering conflict

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?

Mastering conflict 2 of 5WHAT MANAGERS SHOULD DOIdentify and address underlying tensions more effectivelyMore 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 responsibilityBe a model of the right behaviours

Mastering conflict 3 of 5WHAT MANAGERS SHOULD DOProvide counselling for employees under stressAct 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

Mastering conflict 4 of 5TRAINING FOR MANAGERSFormal course in conflict management, internallyFormal course in conflict management, externallyCoaching from their line managerInformal peer-to-peer coachingAs part of leadership development trainingSponsoring relevant training outside workMediation skills trainingRelationship management trainingAdvice from the Internet on managing conflict

Mastering conflict 5 of 5

BENEFITS OF TRAININGHelped improve team performance/ productivityHelped improve team morale Helped reduce absence levelsHelped reduce employee turnover Reduced the number of formal disciplinary and grievance cases Reduced the number of employment tribunal claims received

Conclusion & Questions

Conclusion

SummaryQuestions

effectively dealing with conflict march 2011

Business

specialist training

hrtoronto training

training course delivery

training course design

conflict resolution42

mastering conflict

result of conflict

banking10 years