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Ronald Floyd
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6 Page: 6 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict is normal Conflict is a natural part of the work environment. People will not always agree on which road to follow, especially in group situations. Everyone brings something to the table based on their experiences, levels of education, and personal agendas. Time spent managing conflict Supervisors who take the time to manage conflict and show their subordinates productive ways to settle their conflicting ideas can create super teams that get the most done in the least amount of time, saving manpower and other valuable resources. Not all conflict is bad Conflict in and of itself is not bad. In fact, conflict in the workplace has the potential to stimulate creative thinking, respect, and communication. Supervisors who listen actively and allow people to express their feelings productively build trust and cooperation. Sources of conflict For positive outcomes to take place, supervisors must be able to understand and identify the sources of the conflict. While much of the conflict that takes place comes from having diversity within the organization, it can also come as a result of the actions or inactions of supervisors. Managing conflict Identifying the source of the conflict and taking action to manage it constructively towards expected and beneficial outcomes allow individuals to excel and organizations to succeed.

7 Page: 7 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict in the workplace is inevitable Research suggests that supervisors spend about 25% of their time resolving conflicts, which means in a 40-hour workweek, they could spend as many as 10 hours dealing with conflict issues. This demonstrates a strong need to learn effective strategies that can help turn negative conflict into positive conflict. Unmanaged conflict is the largest reducible cost in organizations Unmanaged conflict can be costly to organizations because breakdowns in communication caused by negative conflict is detrimental to workgroups and productivity. The result is generally identified by an increase in employee turnover, low morale, and decreased productivity. Positive conflict benefits organizations Conflict can produce creative and efficient work processes. When managed effectively, conflict creates positive energy that results in the construction of new ideas and prolific change. Conflict competence makes better leaders The determining factor of whether the result of conflict will be constructive or destructive is the ability of supervisors to manage it. Effective leaders will turn conflict into a positive force to achieve their organizations goals. They transform conflict from a force that can be destructive and divisive into one that is healing and connecting.

14 Page: 14 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM

Page: 21 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Understand the Cause - The first and most important step to resolve conflicts is to understand the specific cause.

21 Page: 21 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Understand the Cause - The first and most important step to resolve conflicts is to understand the specific cause. Generally speaking, the cause will fall under one or both of the following categories: Workplace Diversity Diverse workgroups create an environment where employees continually view information, processes, objectives, values, and styles from differing perspectives. Organizational Systems The effectiveness or ineffectiveness of organizations has the potential to influence how much conflict is in the workplace. Communication from leaders, unpredictable policies, incompatible goals, and scarce resources are just a few of the factors controlled by organizations that, when managed ineffectively, contribute to conflict. Failure to accurately identify the true cause(s) of conflict is the biggest reason for unsuccessful conflict resolution. Recognize the Intensity - Once supervisors recognize the cause, they must understand its level of intensity. Supervisors must answer two questions. First, how interested is each party in resolving the conflict? The resolution process only works if participants are willing to address the conflict. Second, how firm or flexible is each party during the conflict resolution process? The more flexible each person is, the greater the likelihood of achieving a productive outcome with a mutually satisfying resolution. Select a Style - There are five basic conflict resolution strategies, each leading to a specific outcome. We will cover these streategies next.

40 Page: 40 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Communicate Frequently To overcome conflict, communicate frequently. Communication is the most effective conflict resolution tool of all. Lack of direct communication allows workers to fill in the gaps with gossip. Communicate honestly and transparently to reassure workers. Discuss differences in values openly at meetings; it is all right to disagree. Reinforce the idea that healthy, honest disagreement builds better decisions when confined to the meeting and not aired at the water cooler. Supervisors must communicate organizational decisions and policy consistently as they arise so that workers are not surprised when events occur. Set goals and review them often Keeping everyone aiming toward the same end helps diffuse power plays, surprises, and confusion. Create and post an office mission statement that succinctly articulates the purpose of the workplace. Foster a positive environment by publicly rewarding groups that achieve goals. Build Relationships Communication is built on trust. Supervisors should work to develop individual relationships with employees in an effort to create an open environment that is free of harmful conflict. Manage Performance - Many conflicts in the workplace occur as a result of employees being dissatisfied with their position. It is important for supervisors to regularly review descriptions to ensure that individuals are utilized to the best of their ability. This also makes certain that positions do not conflict or overlap and that no tasks fall through gaps. When supervisors and subordinates do this together, it reminds employees of their responsibilities and may clear up any confusion regarding who does what. Provide Training Schedule or conduct conflict training sessions for subordinates. Although there may be certain employees who need the training more than others, individuals should not be singled out. All employees, including supervisors, can benefit from conflict management training. Conflict will not, and should not be completely eliminated since it is part of everyday life, but training can improve how people manage conflict, when it does arise.

41 Page: 41 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Make Assumptions - A lack of communication leads to conflict. Making assumptions about situations, perceptions, motivations, and reactions of others contribute to conflict. Set some time aside to discuss the conflict, and identify the real issue(s) to clear up assumptions and set a path manage the matter. Do Not Take it Personally - It Rarely Is! When people disagree with you, do not take it as criticism of your decision making ability, authority, or personality. Instead, focus on the facts and points of disagreement. Look for Blame Blame is a way of removing responsibility. Avoid using "you" or "I" statements; instead use "we," "us," or "let s". You cannot control what other people say or do, so just take responsibility for your actions, even those you want to forget. Avoid the Problem This is probably the most commonly used method when dealing with conflict. There are times when this method is appropriate to use, but in most situations it is ineffective. Avoiding the problem generally causes it to escalate, breed resentment, and resurface at a later date. Instead, select the right strategy to address each specific conflict. It is important to recognize that collaborate, compromise, compete, and accommodate are effective methods to handle conflict. Attack the Character of Others Attacking the character of others quickly directs the focus away from the real issue(s), which makes it difficult to manage the conflict effectively and may damage relationships and the working environment. Conflict is most beneficial to the organization when it focuses on the real issues. Removing personal attacks can improve organizational systems, communication, and relationships. Forgetting to Listen: Some people interrupt, roll their eyes, and rehearse what they are going to say next instead of truly listening and attempting to understand what is being said. This prevents the listener from seeing the speaker s point of view, and keeps them from seeing yours! Don t underestimate the importance of really listening and empathizing with others! Bringing it Up in Public Conflicting opinions are often private matters that must be resolved between supervisors and their subordinates. Addressing the conflict in public demonstrates to the rest of the organization that you lack the ability to manage conflict constructively. This can create an environment in which the only method to deal with conflict is to avoid it altogether. Whether you are mediating a conflict between two employees or engaged in the conflict yourself, discussion should take place in a private setting where open and honest conversation can happen. Starting the Conversation When There is Not Enough Time to Address It Aspects of conflict that are not addressed lead all parties involved to speculate and make assumptions, which can lead to additional conflict. Instead, leave adequate time for a thorough discussion or introduce the issue, and schedule a time to resume talks in the near future. Bringing it Up When Angry, Stressed, Ill, or Tired To manage conflict effectively, you must confront the issues immediately. Confronting issues when angry, stressed, ill, or tired makes it difficult to make practical decisions. You must acknowledge the conflict and schedule a time when you can address the issue, allowing all parties to give it suitable attention. Discussing the Situation in leaves far too much room for misinterpretation. Do not courtesy copy others on personal matters. This will cause the other party to feel defensive, angry, or humiliated, and it will not help resolve the problem. Because conflict can be very personal, it is best to address it in a personal manner, which is face-to-face.