Managing Conflict in the Workplace (M3.14)

Rebecca Johnson Corporate Learning & Development

Aim

To develop knowledge and understanding of managing conflict and supporting

individuals as required by a practising or potential first line manager

Objectives

• Identify causes of conflict at work• Describe the stages in the development of conflict• Explain the effects of conflict on individual and

team performance at work• Identify a technique to minimise & resolve conflict • Describe how a manager could create harmony at

work, engendering a positive atmosphere

By the end of the session you will be able to:

Effects of Conflict

• Withdrawal from team • Apathy • Lack of commitment • Uncooperative • Sabotage • Under achieve• Performance • Strong emotions

• Personal well-being • Stress • Self-esteem • Reduces

innovativeness • Reduces job

satisfaction

Conflict: Definitions

“What happens when people’s differences

work against one another”

“Individuals or groups are in conflict when one or both parties are not

obtaining what they want or need and are actively seeking their aim and end

goal”

Development of Conflict

Anticipation

Growing

In the Open

Application

Settlement

Reflection

Anticipation

• Sticking our heads out from the protective shell

• May not enjoy it but we accept that it will occur and anticipate it

• Wait and see – the hawk

• Reptilian brain (instinct)

Growing

• Assuming conflict doesn’t take care of itself

• Can happen slowly over time or very quickly

• Will arrive at the stage where it can’t be ignored any more

In the Open

• Can no longer be denied or ignored

• Some may still attempt to withdraw or retreat or seek more time

• It is now inevitable that the conflict needs to be dealt with or the consequences will need to be dealt with

Application

• Once acceptance is reached, resolution can be sought

• Not one particular way to deal with conflict, we are free to try different methods

• We may develop a style – is it the most effective?

Settlement

• Conflict is resolved

• All involved in the conflict must be satisfied

• Tension dissipates

• Co-operative working can resume

Reflection

• Critical but often forgotten

• What did I learn from the conflict?

• What was the real cause? Can the conflict be prevented from happening again?

• What technique did I use to resolve the conflict? Did it work? Why (or why not?)

Causes of Conflict • Misunderstandings• Communication failure• Value & goal differences• Differences over methods

/approaches to work• Conflicts in job roles/

responsibilities/priorities• Lack of team spirit/ co-

operation• Authority issues

• Non-compliance • Differences in

interpretation of policies/ standards of work

• Sickness/attendance• Performance• Rapid change/

organisational restructure• Bullying & harassment• Discrimination

Destructive Conflict• Cuts off staff from each other

• Blocks communication

• Drains energy which should be going into the job

• Increased blaming

• Increased tension

• Impacts on job satisfaction and well-being

Constructive Conflict• Likely to result in constructive outcomes – opens

up discussion and solves problems• Increases level of personal involvement and

interest in an issue• Improves communication • Creates a buzz of energy & enhance work • Develops abilities• Releases emotions • Clears air for more concentration on tasks

Conflict Prevention • Recognise & accept differences in values,

perceptions and expectations• Be honest with self and others• Get to know the people you work with• Don’t assume you’re always right• Don’t get defensive if someone disagrees with you• Listen to others• Provide ways in which people can express their

feelings• Ensure people learn from resolved situations

Thomas-Kilmann Conflict Handling Styles

ASSERTIVE

CONCERN

WITH

OWN

NEEDS

CO-OPERATIVE

CONCERN WITH OTHERS’ NEEDS

High

High

Managers Role

• Recognise symptoms of conflict

• Recognise your own style for dealing with conflict

• Adopt appropriate strategies for resolving conflict

• Work with organisational procedures for conflict management

Conflict Strategy

• Confront conflict

• Understand everyone’s position

• Define the problem

• Search for and evaluate solutions

• Agree upon and implement best solution

Objectives

• Identify causes of conflict at work• Describe the stages in the development of conflict• Explain the effects of conflict on individual and

team performance at work• Identify a technique to minimise & resolve conflict • Describe how a manager could create harmony at

work, engendering a positive atmosphere

By the end of the session you will be able to: