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EFFECTIVE CONFLICT RESOLUTION STRATEGIES

MANAGEMENT IN STATE GOVERNMENT

Participants Manual Comprehensive Public Training Program (CPTP) State of Louisiana

022412
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EFFECTIVE CONFLICT RESOLUTION STRATEGIES

Management in State Government Comprehensive Public Training Program (CPTP)

Sponsored by the Governors Office & The Department of Civil Service

Office of Human Resource Management 304 Thomas Boyd Louisiana State University Baton Rouge, LA 70803

Phone (225) 578-2280 FAX (225) 578-9499 cptp@lsu.edu

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EFFECTIVE CONFLICT RESOLUTION STRATEGIES

COURSE DESCRIPTION This class explores strategies for resolving or managing interpersonal conflict in the workplace. Participants will learn about the causes and effects of conflict; evaluate the appropriate use of different conflict management styles; and focus on the application of collaborative, win-win techniques. JOB OUTCOMES Manages or resolves conflicts, confrontations, and disagreements in a positive and constructive manner to minimize negative personal impact. Considers and responds appropriately to the needs, feelings and capabilities of others; adjusts approaches to suite different people and situations Deals effectively with pressure; maintains focus and intensity and remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. Effectively balances personal life and work life.

LEARNING OBJECTIVES Analyze a conflict situation to determine cause and effect. Analyze how an individuals conflict management style influences the outcome of a conflict situation. Apply various strategies for managing and resolving interpersonal conflict.

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THE NATURE OF CONFLICT Group Discussion What: In small groups, discuss the following: Topic: Conflict is a contest. Conflict is negative.

Focus: Are either one of these two statements generally true or generally false? (1) If one or both are generally true, explain your reasoning and give one or two real-world examples. (2) If one or both are generally false, explain that reasoning also, with one or two examples. Notes:

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Conflict defined:

The condition in which peoples concerns the things they care about seem to be incompatible. (Thomas, 2004)

Put another way, interpersonal conflict is when the goals, needs, concerns, preferences, or wants that one person cares about are different enough from another persons. Different enough means that the situation is a problem from the point of view of one or both people. Conflict centers on the differences between two or more individuals (as well as groups, or organizations) and how they choose to handle those differences. To some folks, conflict means arguing, name-calling, blaming, and/or fighting behaviors that usually come from noticeable differences between the concerns of one vs. concerns of the other. If that was completely true, conflict would always be a bad thing and would always involve one or both sides attacking the other. However, if one seriously considers the possibility that conflict is a condition where peoples concerns appear to be incompatible, then competing with another person in a win-or-lose contest (arguing, fighting, etc.) is one way to try to solve it, but not the only way. If there is more than one approach to managing differences with someone else that seem to be incompatible, that means we have choices in how we deal with conflict. It suggests that we can manage conflict constructively and in some cases, resolve a conflict.

Conflict can be positive or negative It is positive when it is used to solve a problem or to support efforts to meet goals. It is negative when time, effort, energy and resources are used up dealing with it, with little or no effective results. So, the issue of managing conflict (even resolving it) is not about IF there will be conflict, rather it is about WHEN there is conflict, how will we handle it.

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THE POSITIVE AND NEGATIVE EFFECTS OF CONFLICT Individual and Group Discussion: What: Analyzing a conflict situation. How: Individual (1) Identify a workplace conflict situation that you were personally involved with and were not pleased with the outcome. The situation you use for this exercise should be a one-on-one example, not you vs. a group or organization. The situation should be from actual experience, not a hypothetical story. (2) Individually respond to the questions on the next page. Group Explain your situation to your group member by telling them the story of this conflict but only tell them what happened, not who or where or when it happened. Do not share the answers to the questions, just tell them the story. Later on, each group will use one situation from each table for a different exercise. Notes:

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Briefly explain your conflict situation:

1. What did you do to contribute to the conflict?

2. From your point of view, what is the worst part of what happened?

3. If you had to do it over again what, if anything, would you do differently?

Negative Effects of Unresolved Conflict When conflict remains unresolved in the workplace, it can negatively affect employee performance and productivity. Employees may exhibit some of the following symptoms:

Self-doubt Higher stress Inflexibility Irritability Low productivity

Disorganization Suspicion Poor teamwork Indecision

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Class Discussion Topic: What are the benefits of effective conflict management? Focus: Discuss the impact of appropriate conflict management on the people and productivity at the work unit level. Notes:

THE CAUSES OF CONFLICT There are many causes of conflict. Some of the categories are:

Different perceptions opinions personalities communication styles values backgrounds interests wants, needs, preferences, or goals

Making assumptions Judging others Biases/prejudices Inaccurate or incomplete information Past relationships Job dissatisfaction

Group Discussion What: Identifying the causes of conflict. How: As a group, pick one of your team members situations to work on. Which of the causes that we just talked about probably led to the conflict in the scenario chosen by your group? Notes:

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Class Discussion Topic: Notes: How do we develop our individual conflict management styles?

Styles of Conflict Survey Consider how you behave in conflict situations. In the space to the left of each statement, write the number that indicates how likely you are to respond in the manner indicated: 1 -very unlikely 1. 2. 3. 4. 5. 6. 7. 8. 9. 2 -unlikely 3 -likely 4 -very likely

I am firm in pursing my goals. I try to win my position. I give up some points in exchange for others. I believe that difference is not always worth arguing about. I try to find a position that is that is in-between the other persons and mine. I am considerate of the other persons wishes. I show the logic and benefits of my position. I consider the merits of all points of view. I try to find a fair combination of gains vs. losses for both parties.

10. I try to achieve maximum benefit for all parties. 11. I try to avoid unpleasantness for myself and others. 13. I attempt to get all concerns and issues out in the open. 14. I avoid taking positions that would create controversy. 15. I try not to hurt others feelings.

(After completing the survey, complete the survey scoring section on the next page.)

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Scoring the Survey Total the numbers assigned to items 1, 2, and 7 to find your Competing score. Total the numbers assigned to items 8, 10, and 13 to find your Collaborative score. Total the numbers assigned to items 3, 5, and 9 to find your Compromising score. Total the numbers assigned to items 1 to find your Avoiding score. Total the numbers assigned to items 1 to find your Accommodating score.

CONFLICT MANAGEMENT STYLES Conflict Behavior: Assertiveness and Cooperation Assertiveness and cooperation are the two components that make up our choices of how to respond in a conflict. These two components are separate from each other they are not opposites and how much of one or the other is used in a conflict situation can be can categorized in five different conflict management styles (more on the options later). Assertiveness Since conflict happens when your concerns seem to be incompatible with somebody elses concerns, your assertiveness is your behavior when trying to satisfy your own concerns. For example: Your actions to get your needs met that includes what you say and what you do to make that happen. Trying to get support for your ideas: a work process, an assignment, a particular work schedule, etc.

Cooperation Your cooperation is your behavior when trying to satisfy the other persons concerns. For example: Your actions to help someone else get his or her needs met what you say and what you do to make that happen. Being receptive to the other persons ideas: his or her preference for a work process, an assignment, a particular work schedule, etc. 10

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Competing Asserti veness

(high)

(low)

Collaborating
Satisfaction you intend for yourself

Compromising
Satisfaction you intend for the other person

Avoiding
(low)

Accommodating

Cooperation

(high)

The diagram shows how the five Conflict Management Styles are formed, made up of different amounts of assertiveness and cooperation. The overall size of each square represents the amount of joint satisfaction you intend for yourself and the other person. Five Styles Used to Manage Conflict Avoiding. Low assertiveness and low cooperation. Accommodating.... Low assertiveness and high cooperation. Competing.. High assertiveness and low cooperation. Compromising... Medium assertiveness and medium cooperation. Collaborating. High assertiveness and high cooperation.

The choice of behavior in a conflict could be labeled low or high on assertiveness and at the same time low or high on cooperation. The choice of one does not control the choice of the other. The amount of each one used in a conflict situation determines which one of the five Conflict Management Styles is being used at the moment.
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Avoiding Ignoring or withdrawing from a conflict illustrates this style. People who avoid conflict may appear to be uncooperative and unassertive. They may be hoping that the conflict will go away or resolve itself (if I close my eyes it will go away). The avoiding style can be found in situations that are not very important or when others are not willing to take responsibility (whats the use?). Avoiding can be a temporary solution if the parties are very angry or if there is not enough information to resolve the issues. The communication style of Avoiding is passive, not communicating your concerns nor listening to the concerns of somebody else. When to use Avoiding With issues that are unimportant to you, and would take up more time than they are worth. As a temporary measure, when you need time to cool off, to think, or to gather more information about the issue. If you have little or no control over the issue, avoiding it is one way to deal with it. When you want to let others manage or resolve their own conflict.

Accommodating Helping others get their needs met or pleasing others in order to keep the peace illustrates this style. This style is usually cooperative and unassertive; as a result, their personal objectives may not be achieved. When over doing this style, the cooperation given may seem like over-cooperation. However, when following orders, we all are accommodating; when the issue means a lot to someone else but not much to you and you go along with it, that is also accommodating and neither of those is a problem. The communication style of Accommodating is passive, not communicating your concerns yet listening to the concerns of others in order to help with those concerns. When to use Accommodating When you are following orders, instructions, requests, etc. For example, doing what your supervisor asks or tells you to do, even if it is not your preference, is accommodating. In order to demonstrate that you are reasonable and helpful; part of the team. Doing this in a straightforward way not being a manipulator can create goodwill. With issues that are unimportant to you, yet are important to someone else.

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Competing -- This style can be described by the concept of my way or the highway. It is uncooperative and aggressive, and the assertiveness of the behavior actually comes across as aggression. Competing means working to get your own concerns met and not worrying about the other person getting his or hers met. If both people in a conflict are using the competing style, the situation may last a very long time without resolving it since both sides are playing a win-lose game. The win-lose approach of Competing assumes that for me to get my needs met (to win), you cannot get your needs met (you have to lose). In other words, competing rests on the assumption that conflict is a contest that must have a winner and a loser. The communication style of Competing is aggressive, which is communicating your concerns clearly, even forcefully sometimes, but not listening to the concerns of the other person. When to use Competing When quick decisions and action must be taken, and there is no time for another approach. Protecting yourself from unethical or illegal actions, directions, or orders. Vital or critically important concerns.
Passive-Aggressive is a term heard often. It refers to words and actions that are indirect and manipulative. However, passive-aggressive behavior has the same goal as the Competing style: get my needs met and not worry about yours, even making sure you do not get yours met. While it is not directly aggressive, it is still considered aggressive.

Compromising This style is considered the horse trading approach (each person gives something to get something). People who use a compromising style are fully aware of what is being given up in order to get something else. This style is moderately cooperative and moderately assertive, characterized by giving up some concerns, but not all of them. The communication style of Compromising is assertive, which is communicating your concerns clearly, listening to the concerns of the other person, and trying to work out differences. When to use Compromising When the issues are somewhat important to you. When there is limited time (and the issues are very important to you). You need a solution you can live with yet with limited time, you are unlikely to be able to collaborate. Both people have enough of a commitment to settle things.

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Collaborating This style is both highly assertive and highly cooperative. It is the win-win approach, where both sides trying to satisfy the needs and concerns of himself or herself, without taking it out on the other person. The focus is on the problem and not the person. When collaborating, people attempt to find common ground by uncovering the underlying issues and exploring mutually satisfactory options. The communication style of Collaborating is assertive, which is communicating your concerns clearly and listening closely to the concerns of the other person, then trying to do problem solving so you both get what you want. This is like the Compromising style, but takes more time, since the goal is for both sides to get what they want without having to give up something. When to use Collaborating When you want a long-term resolution to the concerns of both sides. If you need to involve others in resolving the conflict, not just managing it. When you want to improve the working relationship, successfully collaborating has the ongoing side-effect of meeting or exceeding the concerns of those involved, which leads to better teamwork in the future.

Summary of the Five Conflict Management Styles Competing Assertive/uncooperative. Push to get my concerns met and dig in my feet at any resistance. Collaborating Highly assertive/highly cooperative. Getting my needs and the others needs met fully; aiming for win-win.

Compromising Moderately assertive / cooperative. Horse-trading to give up something to get other needs met Avoiding Unassertive / uncooperative. Sidestep conflict without trying to get my needs and concerns met. Accommodating Unassertive / cooperative. Work with the other one get his or her concerns met while minimizing or ignoring mine. 14

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Group Exercise: What: Determining passive, aggressive or assertive communication. How: As a group, decide which phrases are passive, aggressive or assertive in nature.

1. I dont want to bother you, but 2. You dont know what youre talking about. 3. I need or I want or I prefer 4. I dont understand. 5. Its just my opinion. 6. Well, its not really important, but 7. Youre doing it wrong. 8. That wont work. 9. My opinion is 10. Id prefer that you dont tell me those jokes anymore.

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Individual and Group Exercise: What: Evaluating conflict situations to understand more about the different conflict management styles. How: Items #1 and #2 are individual work. Once everyone in your group has finished these, then discuss #3 and #4 as a group. 1. Describe the conflict management style that you believe you usually use at work. Provide specific words or actions you use to support your answer.

2. Describe the conflict management style that you believe you usually use at home. Provide specific words or actions you use to support your answer.

3. Recall the conflict situations your group members discussed on page 6. Considering the one situation you all decided to use, describe which conflict management style(s) were used in that situation. Note that using more than one style in a conflict is common, so there may be more than one for each side of the conflict.

4. Which of the conflict resolution styles irritate you? Which styles do you tend to respect and why?

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Group Exercise What: Red Blue Activity How: The class will be temporarily arranged into four groups. Your instructor will provide a one-page handout and two cards for your group, one red and one blue. The four groups will play the rounds as described in the directions. The instructor is the final authority on how the groups vote with their red and blue cards. The instructor also may choose to play additional rounds after the initial activity is complete. Cumulative score will be kept during the activity, updated after each round.

Notes:

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COLLABORATIVE WIN/WIN TECHNIQUES A conflict situation presents an opportunity to solve a problem. Collaboration is an approach that allows for joint problem solving. Emphasis should be placed on the problem, not the person. Strategies and techniques:

Minimize the impact of your emotions: try to separate how you feel from what you do. o If you are angry, then take some time to cool off before approaching the situation. Use a calm, even voice tone. o Yelling or screaming at someone makes the situation worse. Use non-defensive body language and appropriate eye contact. o Talking to someone with your arms closed usually signifies your unwillingness to open up and find a solution to the problem or issue. o Do not glare at the other person or make eye contact in a threatening way. Ask open-ended questions and actively listen. o Example: How can we resolve this? Use "I and we messages as much as possible. o Avoid using you too often when trying to solve a problem. It can often make the other person feel that you are blaming him/her instead of working to solve the problem. Acknowledge the other persons viewpoint and/or feelings, although not necessarily agreeing. o Example: I understand your point. Thank you for being honest with me. Avoid words like ought or should. o These are blaming words that often make people defensive. A better suggestion is to say, Lets think about what we can do differently next time. Focus on facts and behavior, not opinion. o Share real events, not interpretations of what happened. Identify the problem and try to uncover the real issues/needs. Identify the goal (what do we want to accomplish in this situation). Use joint problem solving with both people identifying alternative solutions. o Stay focused on the problems NOT the people involved in the issue. Look for points of agreement or mutual needs. Reach agreement on a solution. If necessary, agree to disagree, agreeably. 18

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Group Exercise What: Supervisor employee conflict conversation. How: You will be grouped into trios, which each person taking one of these three roles: a supervisor, an employee, and an observer. Your trio will be doing a skill practice that lasts 2 minutes only, once it begins. The observer is also the timekeeper so the other two can focus on the skill practice. 1. Before starting, the supervisor picks the issue to be used for the conversation. Be sure to describe the size of the problem and how long its been going on. For example, it could be a time/attendance problem; a problem with work quality or quantity; a scheduling issue; etc. Explain the issue you want to use to the other two people (employee and observer). The observer keeps time, with a 2minute minimum for each round. The observer may use a checklist provided on the next page to help gather information during the round. 2. The supervisor has a 2-minute conversation with the employee and tries to address the issue professionally and calmly. The employee resists this, in whatever way he or she chooses (passively, aggressively, denying it, whatever). The supervisor deals with this conflict and addresses the issue the best way he or she can. 3. After the skill practice round is over (2 minutes), the observer then gives feedback to the supervisor, focusing on what he or she did well. 4. Using the same people, now change roles a different person is now the supervisor, employee, and observer. If there is time, change roles one last time so each person has practiced all three roles. It is up to the instructor whether the groups do three rounds, two rounds, or only one round.

Notes:

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Conflict Skill Practice: Observer Guidelines Please check the appropriate performance level you observed for the person managing the conflict: Needs Improvement Used a calm, even voice tone Used non-defensive body language Used open-ended questions Actively listened Used I and we statements Acknowledged feelings and/ or others viewpoint Avoided words like ought or should Focused on facts and behavior Clearly identified and agreed on the problem/goal Used joint problem solving Ended the discussion in a way that would keep the door open for the future DEBRIEF GUIDELINES 1. 2. 3. 4. Ask both parties what they thought about during the skill practice. Ask them what worked and/or could have worked better. Make your observations fact/behavior specific. At this time, dont make more than two suggestions for improvement. ____ ____ ____ ____ ___ ____ ____ ____ ____ ____ ____ O.K. ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ Great ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

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REFERENCES Blake, Robert R. and Mouton, Jane S. The Managerial Grid. Houston: Gulf Publishing. 1964 Isenhart, Myra Warren and Spangle, Michael. Collaborative Approaches To Resolving Conflict. Thousand Oaks, CA: Sage Publications. 2000 Kester, Prudence Bowman & Ray, Larry. Conflict Resolution Training Program. San Francisco, CA: Jossey-Bass, 2002 Lussier, Robert N. Human Relations in Organizations: An Experiential Approach. Boston, MA: Irwin/McGraw-Hill. 1999 Rue, Leslie W. and Byars, Lloyd L. Management Skills and Applications. Boston, MA: Irwin/McGraw-Hill. 2000 Thomas, Kenneth W. & Thomas, Gail F. Introduction to Conflict and Teams. Mountain View, CA: CPP, Inc. 2004 MOSAIC Competency Model. Leadership Effectiveness Study and Leadership Update Study. U.S. Office of Personnel Management. 1992 and 1998 Whetton, David .A. and Cameron, Kim .S. Developing Management Skills. Reading, MA: Addison-Wesley Longman. 1998

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JOB AIDS
Unresolved Conflict Outcomes

Conflict Management Styles

Self-doubt Inflexibility Irritability Disorganization Suspicion Poor teamwork

Avoiding (passive) Accommodating (passive) Competing (aggressive) Collaborating (assertive) Compromising (assertive)

The Benefits of Effective Conflict Management

Strengthens relationships Encourages better teamwork/cohesion Improves morale & commitment Increases productivity Generates new ideas/problem solutions

The Causes of Conflict

Differing o perceptions o opinions o personalities o communication style(s) o values o backgrounds o interests Judging others Biases/prejudices Inaccurate or incomplete information Past relationships Job dissatisfaction Making assumptions

Collaborative win/win techniques

Try to minimize the impact of your emotions. Use non-defensive body language. Ask open-ended questions & actively listen. Use I & we as much as possible. Identify & reach agreement on the real problem. Identify the goal. Use joint problem solving to identify alternative solutions. Reach agreement on a solution. If necessary, agree to disagree.

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