Conflict Management Skills for New Supervisors

Transcription

1 APTA Webinar Series: Supervisory Skills Training for New Transit Operations and Maintenance Supervisors Conflict Management Skills for New Supervisors Wednesday, June 22, :30 p.m. Eastern Time Participant Call-In Information: U.S. Toll Free: Canadian Toll Free: International Toll: Verbal Pass Code (to be given to the operator): VN62418 You must dial in to hear the audio transmission.

2 APTA Webinar Series: Conflict Management Skills for New Transit Supervisors 1

3 Why the series APTA Member Survey Supervisory Skills Training, a number one priority Supervisory Skills Training Advisory Panel Cross section of Industry Key core competencies for new supervisors Focus for webinar series: Communications Developing Others Interpersonal Skills Managing Work 2

4 Advisory Panel Representation AbelineTransit Management/CityLink Capital Metropolitan Transportation Authority Eastern Contra Costa Transit Authority Educational Data Systems, Inc. Metropolitan Atlanta Rapid Transit Authority National Transit Institute Orange County Transportation Authority Port Authority of Allegheny County Southeastern Pennsylvania Transportation Authority Transportation Learning Center Utah Transit Authority Washington Metropolitan Area Transit Authority 3

5 What to Expect Context setting Agency and program background Presentation - Featured topic Online audience Q&A Submit questions via the web Questions read and addressed aloud during the webinar Wrap up 4

6 Audience Q&A To submit a question or comment to our presenter, please type it into the Chat (Q&A) box on your screen and then click on the send arrow located at the bottom of the box. 5

7 Industry Presenter: Conflict Management Skills Ms. Inez Colon, Director Employment and Development Port Authority of Allegheny County Pittsburgh, PA 6

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9 Computer Courses 8 Customer Service - 22 Security - 3 Supervisor/Soft Skills - 39 Writing - 6

10 Conflict Management

11 Objectives Understanding the nature of conflict Assessing and understanding one s own natural or most typical approach to dealing with conflict Gaining the knowledge needed to identify modes and select the best one to make conflict work in constructive ways Developing the skills needed to collaborate

12 I believe...

13 Your Conflict Attitude I believe conflict: Hurts relationships Should be avoided Resolution is based on status and power Disregards differences of opinion Has nothing to be gained from it Is about blame Produces a winner and a loser Strengthens relationships Should be resolved Resolution is based on equality of power Recognizes and appreciates differences of opinion Can generate growth Is about understanding Can produce a win-win resolution

14 Conflict Condition in which people s concerns--the things they care about-- appear to be incompatible

15 Causes of Conflict Personal differences Difficult to resolve Information differences Communication Role incompatibility Reconciling goals & responsibilities Environmental stress Stress management

16 Conflict Management Conflict Unmanaged

17 Un-Managed Focus on difficulty in disagreement leading to frustration, confusion and sometimes, violence

18 Un-Managed Hampers productivity Causes inappropriate behaviors Lowers morale Causes more conflict

19 Managed Learn about a problem from different views-- leading to creative ideas and solutions

20 Managed Prevents escalation Focuses on issue Avoids personalization Creates solutions Builds relationships Achieves workplace goals

21 How We React Childhood messages Watching others Our own past experience

22 COMPETING COLLABORATING COMPROMISING AVOIDING ACCOMMODATING COOPERATIVENESS

23 Think of a time when you had a disagreement with a colleague at work. How did you manage to work it out? Think of a time you had a conflict between you and someone in higher management? How did you get your point across? Think about a time when you helped to successfully mediate in a conflict at work? How did this make you feel?

24 Understanding Your Style Thomas-Kilmann Conflict Mode Instrument (TKI) To learn more about completing a TKI, visit or

25 Competing Imposing or dictating a decision Arguing for conclusions that fit your data Hard bargaining

26 Competing Benefits Asserting your position Possibility of quick victory Self-defense Costs Strained work relationships Decreased initiative & motivation Possible escalation & deadlock

27 Competing Sorry, but as the boss that s my decision. Our sales show a decline. You need to redesign the product.

28 Collaborating Combining insights into a richer understanding Reconciling interests through a win-win solution Communicating and learning

29 Collaborating Benefits High-quality decisions Resolution and commitment Strengthening relationships Costs Time and energy Psychological demands Vulnerability risk

30 Collaborating You need us to fund Project X but I need Project Y. How can we do both? I can understand why you would find this procedure frustrating. What do you view as the major stumbling block?

31 Compromising Exchanging concessions Taking turns Meeting half way

32 Compromising Benefits Speed and expediency Fairness Maintaining relationships Costs Partially sacrificed concerns Suboptimal solutions Superficial understandings

33 Compromising You think he s outstanding but I think his performance is average. Suppose we say above average? Suppose I pay this time and you pick up the tab next time.

34 Avoiding Side stepping issues that are unimportant, complex or dangerous Postponing discussions until a later time Steering clear of people you find troublesome

35 Avoiding Benefits Reducing stress Saving time Setting up more favorable conditions Delays Costs Resentment Declining working relationships

36 Avoiding Maybe--we ll see If she calls again, I m not in!

37 Accommodating Doing a favor to help someone Obeying an authority Deferring to another s expertise

38 Accommodating Benefits Restoring harmony Building relationships Choosing a quick ending Costs Sacrificed concerns Loss of respect Loss of motivation

39 Accommodating I d do it differently, but it s your call. I didn t think of that; you re right.

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41 Managed Conflict Seven Steps to Collaboration 1. Present the conflict issue 2. Get curious 3. Identify underlying concerns 4. Develop a shared purpose 5. Generate solutions 6. Rank the options and agree on the best solution for everyone 7. Devise a plan for implementation and evaluation

42 Scenario: The Employee Who Needs Help Resolving a Problem with a Higher Level Co-Worker Setup: This scenario involves an employee who collects inventory data from other, higher ranking co-workers in the organization and compiles the data into critical monthly reports. One of these higher level co-workers has been negligent about giving the employee the needed data on time. So the employee decides to ask her manager for help.

43 Scenario: The Employee Who Needs Help Resolving a Problem with a Higher Level Co-Worker Setup: In this scenario, the manager uses some effective techniques for helping the employee resolve her problem. Notice how the manager tries to build the employee's confidence and assertiveness. What conflict mode did the manager recommend the employee use in this scenario? Competing Collaborating Compromising Avoiding Accommodating

44 Scenario: The Employee Who Needs Help Resolving a Problem with a Higher Level Co-Worker Setup: In this scenario, the manager uses some effective techniques for helping the employee resolve her problem. Notice how the manager tries to build the employee's confidence and assertiveness.

45 Think of a time when you had a disagreement with a colleague at work. How did you manage to work it out? Think of a time you had a conflict between you and someone in higher management? How did you get your point across? Think about a time when you helped to successfully mediate in a conflict at work? How did this make you feel? Competing / Collaborating / Compromising / Avoiding / Accommodating

46 Competing Accommodating Collaborating Avoiding Compromising

47 Contact Information Inez Colon Director Employment and Development Port Authority of Allegheny County 412/

48 References Thomas-Kilmann Conflict Mode Instrument (TKI) Institute for Leadership Beyond a Rock and the Hard Place - MindTools Conflict Resolution Resolving conflict rationally and effectively Terry Hildebrandt 2009 Seven Steps for Conflict Resolution Using Collaboration

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50 Burning Question? Share your thoughts and contribute to the dialogue! To ask a question, press * 1 on your handset and the operator will place your question in queue. 49

51 Industry Presenter: Conflict Management Skills Ms. Inez Colon, Director Employment and Development Port Authority of Allegheny County Pittsburgh, PA 50

52 Additional Resources Proposed Core Competencies for New Transit Supervisors APTA Member Skills Development and Training Needs Report 51

53 Future session June 23, SMART Goals and Employee Development Plans for New Supervisors To access past recordings: 52