Harmonizing Workplace Differences: Strategies for Conflict Resolution
Transform Conflict into Collaboration!
Instructor :
Pete Tosh
Webinar ID:
15229
Date: 5 March 24, TUE
Start Time: 12 Noon PT
Duration: 90 Mins.
What you will learn
- Conflict Basics: Causes and Types of Interpersonal Conflicts.
- Resolution Skills: Strategies and Questioning Techniques for Conflict Resolution.
- AEIOU Model: A Unique Approach to Individual Conflict Management.
- Separation Methods: Distinguishing Solutions, Emotions, and Options in Conflicts.
- Collaboration Benefits: The Advantages of …
- Conflict Basics: Causes and Types of Interpersonal Conflicts.
- Resolution Skills: Strategies and Questioning Techniques for Conflict Resolution.
- AEIOU Model: A Unique Approach to Individual Conflict Management.
- Separation Methods: Distinguishing Solutions, Emotions, and Options in Conflicts.
- Collaboration Benefits: The Advantages of Collaborative Resolution.
- Collaboration Techniques: Skills for Positive, Mutual-Interest-Focused Conflict Resolution.
- Team Conflict Management: Action Planning Process for Effective Team Conflict Resolution.
Course Description
Workplace conflicts are a natural outcome of diverse perspectives and interactions. These conflicts can arise from various sources, including:
- Perceived Obstacles: When individuals feel their needs or goals are being hindered or threatened.
- Resource Competition: Conflicts may occur when multiple parties vie for the same object, resource, or position.
- Divergent Views: Incompatible goals, values, or motives often lead to disagreements.
Key Causes of Conflicts:
- Information Discrepancies: Do all parties have access to the same data?
- Perceptual Variations: Are differing backgrounds and experiences influencing viewpoints?
- Role and Priority Differences: Can variations in status or position lead to conflicting stands?
- Relationship Dynamics: Does the level of trust in relationships affect the ability to address issues effectively?
Conflict as a Natural Phenomenon:
Conflict is an inevitable byproduct of our individual uniqueness. Its complete absence would be an anomaly. While certain types of conflict can be harmful to an organization and its members, others can significantly contribute to its health and well-being.
It’s crucial to recognize that conflict is often not with the person but with a specific issue or component in the relationship.
Successful conflict resolution focuses on addressing this component, rather than engaging in personal attacks or defending one’s ego.
Course Goals:
- This training aims to equip participants with the tools to understand, navigate, and resolve workplace conflicts constructively.
- Attendees will learn how to transform potential conflicts into opportunities for collaboration and growth, fostering a more harmonious and productive work environment
Join Now
Workplace conflicts are a natural outcome of diverse perspectives and interactions. These conflicts can arise from various sources, including:
- Perceived Obstacles: When individuals feel their needs or goals are being hindered or threatened.
- Resource Competition: Conflicts may occur when multiple parties vie for the same object, resource, or position.
- Divergent Views: Incompatible goals, values, or motives often lead to disagreements.
Key Causes of Conflicts:
- Information Discrepancies: Do all parties have access to the same data?
- Perceptual Variations: Are differing backgrounds and experiences influencing viewpoints?
- Role and Priority Differences: Can variations in status or position lead to conflicting stands?
- Relationship Dynamics: Does the level of trust in relationships affect the ability to address issues effectively?
Conflict as a Natural Phenomenon:
Conflict is an inevitable byproduct of our individual uniqueness. Its complete absence would be an anomaly. While certain types of conflict can be harmful to an organization and its members, others can significantly contribute to its health and well-being.
It’s crucial to recognize that conflict is often not with the person but with a specific issue or component in the relationship.
Successful conflict resolution focuses on addressing this component, rather than engaging in personal attacks or defending one’s ego.
Course Goals:
- This training aims to equip participants with the tools to understand, navigate, and resolve workplace conflicts constructively.
- Attendees will learn how to transform potential conflicts into opportunities for collaboration and growth, fostering a more harmonious and productive work environment
Join Now
Why you should attend
Functional organizational conflict:
- Is constructive, healthy & cooperative
- Is when the parties are talking & focused on achieving a mutually acceptable outcome
- Generates new perspectives & ideas
- Allows options to be debated
- Enables Individuals & teams to grow
- A component of high-performing teams
During functional conflicts we feel:
- Optimistic
- Full of ideas
- Heard
- Valued
- Trusted
- Respected
Dysfunctional Organizational Conflict
- Generates little if any benefit to the parties
- Negatively impacts the well-being of the parties & organization
- Hijacks time, energy & trust
During dysfunctional conflicts we feel:
- Vulnerable
- Angry
- Frustrated
- Anxious
- Attacked
- Stressed
Ineffective approaches to managing conflicts include:
- Ignoring it & hoping it will go away
- Not discussing the issues objectively
- Premature judgments/conclusions
- Using intimidation & inappropriate use of power
These ineffective approaches are triggered by four universal, instinctive responses to conflict:
- Fight: confront the issue & stand our ground
- Flight: run away & fight another day
- Freeze: do nothing & wait to see what happens
- Fall: yield & give in
However, effective leaders & negotiators know when & how to utilize each of the 5 conflict resolution strategies:
- Waiting & Avoiding – ‘The Turtle’
- Accommodating – ‘The Teddy Bear’
- Using Power – ‘The Shark’
- Compromising – ‘The Fox’
- Collaborating – ‘The Owl’
Enroll Now!
Functional organizational conflict:
- Is constructive, healthy & cooperative
- Is when the parties are talking & focused on achieving a mutually acceptable outcome
- Generates new perspectives & ideas
- Allows options to be debated
- Enables Individuals & teams to grow
- A component of high-performing teams
During functional conflicts we feel:
- Optimistic
- Full of ideas
- Heard
- Valued
- Trusted
- Respected
Dysfunctional Organizational Conflict
- Generates little if any benefit to the parties
- Negatively impacts the well-being of the parties & organization
- Hijacks time, energy & trust
During dysfunctional conflicts we feel:
- Vulnerable
- Angry
- Frustrated
- Anxious
- Attacked
- Stressed
Ineffective approaches to managing conflicts include:
- Ignoring it & hoping it will go away
- Not discussing the issues objectively
- Premature judgments/conclusions
- Using intimidation & inappropriate use of power
These ineffective approaches are triggered by four universal, instinctive responses to conflict:
- Fight: confront the issue & stand our ground
- Flight: run away & fight another day
- Freeze: do nothing & wait to see what happens
- Fall: yield & give in
However, effective leaders & negotiators know when & how to utilize each of the 5 conflict resolution strategies:
- Waiting & Avoiding – ‘The Turtle’
- Accommodating – ‘The Teddy Bear’
- Using Power – ‘The Shark’
- Compromising – ‘The Fox’
- Collaborating – ‘The Owl’
Enroll Now!
Course Agenda
Managing Conflicts with Individuals
- What is interpersonal conflict?
- What causes conflict?
- Functional vs. dysfunctional conflict
- Words that lead to conflicts
- Resolving conflicts by asking questions
- Our four instinctive responses to conflicts
- Five conflict resolution strategies
- Managing conflict with the AEIOU model
How to resolve conflicts by separating:
- Solutions to the problem
- Commonalities from differences
- Future from the past
- Negotiation from emotions
- Process from content
- Options from preferences
How collaboration:
- Is more pleasurable & respectful
- Can produce better & longer-lasting results
- Builds relationships
- Encourages learning
- Inspires novel thinking & ideas
Tips for Collaborating During a Conflict
- Recognize that conflict can be a positive experience
- Try to see the issues from the other party’s point-of-view
- Focus on satisfying both parties’ interests vs. defending your position
- Commit to resolving the underlying issues
- Speak with clarity & without judgment
- Seek alternatives that are focused on shared interests
Managing Conflicts within Teams
Functional Conflict is a Component of High-Performance Teams & Organizations
Utilizing the Action Planning Conflict Resolution Process which:
- Obtains from the participants their proposals for resolving the issues causing the conflict
- Then facilitates the participants discussing their proposals, developing & implementing an action plan to resolve the conflict
Benefits of the Action Planning Conflict Resolution Process:
- Issues addressed are current & of the highest priority to the participants
- All participants have an equal voice in the process throughout each step creating maximum participation, buy-in & Ownership
- Maximum candor since names are not associated with the participants’ responses
- Saves meeting time by being able to immediately display & begin discussing the participants’ proposals
- Results in an action plan – that has a ‘life’ after the planning meeting – with accountabilities & deadlines for addressing the issues
Action Planning Conflict Resolution Process Steps:
- Identifying the issues causing the conflict
- Obtaining the participants’ proposed initiatives for resolving each issue
- In a planning meeting:
- Reviewing & discussing the anonymous proposals
- Developing an action plan with team accountabilities & deadlines
- Implementing the action plan in teams
- Evaluating the results of the action plan
BONUS:
- PDF copy of the presentation handout for your future reference.
- Soft copy of the certificate of completion on request.
- Q&A Session with the Presenter: Get your pressing questions answered verbally, via chat or email.
Managing Conflicts with Individuals
- What is interpersonal conflict?
- What causes conflict?
- Functional vs. dysfunctional conflict
- Words that lead to conflicts
- Resolving conflicts by asking questions
- Our four instinctive responses to conflicts
- Five conflict resolution strategies
- Managing conflict with the AEIOU model
How to resolve conflicts by separating:
- Solutions to the problem
- Commonalities from differences
- Future from the past
- Negotiation from emotions
- Process from content
- Options from preferences
How collaboration:
- Is more pleasurable & respectful
- Can produce better & longer-lasting results
- Builds relationships
- Encourages learning
- Inspires novel thinking & ideas
Tips for Collaborating During a Conflict
- Recognize that conflict can be a positive experience
- Try to see the issues from the other party’s point-of-view
- Focus on satisfying both parties’ interests vs. defending your position
- Commit to resolving the underlying issues
- Speak with clarity & without judgment
- Seek alternatives that are focused on shared interests
Managing Conflicts within Teams
Functional Conflict is a Component of High-Performance Teams & Organizations
Utilizing the Action Planning Conflict Resolution Process which:
- Obtains from the participants their proposals for resolving the issues causing the conflict
- Then facilitates the participants discussing their proposals, developing & implementing an action plan to resolve the conflict
Benefits of the Action Planning Conflict Resolution Process:
- Issues addressed are current & of the highest priority to the participants
- All participants have an equal voice in the process throughout each step creating maximum participation, buy-in & Ownership
- Maximum candor since names are not associated with the participants’ responses
- Saves meeting time by being able to immediately display & begin discussing the participants’ proposals
- Results in an action plan – that has a ‘life’ after the planning meeting – with accountabilities & deadlines for addressing the issues
Action Planning Conflict Resolution Process Steps:
- Identifying the issues causing the conflict
- Obtaining the participants’ proposed initiatives for resolving each issue
- In a planning meeting:
- Reviewing & discussing the anonymous proposals
- Developing an action plan with team accountabilities & deadlines
- Implementing the action plan in teams
- Evaluating the results of the action plan
BONUS:
- PDF copy of the presentation handout for your future reference.
- Soft copy of the certificate of completion on request.
- Q&A Session with the Presenter: Get your pressing questions answered verbally, via chat or email.
Who is this course for
Everybody benefits from watching this. Even better when done as a group!
- Human Resources Managers/Directors
- Talent Development Managers/Directors
- Training and Development Managers
- Performance Management Specialists
- Leadership Development Managers
- Employee Relations Managers
- Organizational Development Managers/Directors
- Team Leaders/Supervisors
- Department Heads
- Senior Managers/Executives
- CEOs and Business Owners
Everybody benefits from watching this. Even better when done as a group!
- Human Resources Managers/Directors
- Talent Development Managers/Directors
- Training and Development Managers
- Performance Management Specialists
- Leadership Development Managers
- Employee Relations Managers
- Organizational Development Managers/Directors
- Team Leaders/Supervisors
- Department Heads
- Senior Managers/Executives
- CEOs and Business Owners
Instructor Profile
Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines:
- Maximizing Leadership Effectiveness
- Strategic Planning
- Implementing Strategic HR Initiatives
- Enhancing Customer Loyalty
The Focus Group has provided these consulting and training services to manufacturing and service organizations across the U.S., Canada, Europe and the Middle East. Pete has worked closely with the leadership teams of organizations such as Exxon, Brinks, EMC, State Farm, Marriott, N.C.I. YKK and Freddie Mac.
Pete is co-author of Leading Your Organization to the Next Level: The Core Disciplines of Sustained Profitable Growth.
Pete holds a B.A. degree in Psychology from Emory and Henry College and Master’s degrees in both Business Administration and Industrial Psychology from Virginia Commonwealth University.
