Identifying and Managing Workplace Conflict Presented by: Candice Gottlieb-Clark, President Dynamic Team

Identifying and Managing Workplace Conflict Presented by: Candice Gottlieb-Clark, President Dynamic Team Solutions @MediationGirl

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Today s Presenter Candice Gottlieb-Clark President of Dynamic Team Solutions (formerly Mediating Solutions), an organization whose mission is to improve leaders, strengthen teams and enhance the functionality of your business. Master s Degree in Counseling and Certified in the fields of Counseling, Mediation, and Executive Coaching. A frequent speaker and writer on topics of leadership, teamwork, and workplace relations. She has a blog and has been published in multiple professional and online journals. Find us at www.dynamicteamsolutions.org

Agenda Underlying Components of Conflict Identifying Workplace Conflict Steps to Take Action the role of H.R.

Survey What do you consider to be the fundamental cause of workplace conflict? 1. Poor Communication 2. Workplace Stress 3. Unhealthy Relationships 4. Personal issues and baggage

What s Behind the Conflict? Research indicates 60-80% of all difficulties in organizations stem from strained relationships between employees, not from deficits in individual employee s skill or motivation. Daniel Dana, Managing Differences: How to Build Better Relationships at Work and Home (2005)

What is Workplace Conflict? A state of opposition between persons or ideas or interests Common Problems Personality differences Power struggles Harassment Bullying or intimidation

What Triggers the Conflict?

Responses to Conflict Fight or Flight

Conflict Style and Behaviors Confrontational Demonstrative Mood Vocal Demanding Reactive Intimidate

Conflict Style and Behaviors Avoidant Quiet Anger Gossip Hold a Grudge Passive-Aggressive Manipulate

How can conflict be identified? Early Stages What s happening? Arguments or outbursts Avoiding or not speaking to someone Complaints about situation Changes in behavior Alcohol consumption Increased absenteeism Who would know? Those involved Witness to an argument Family and friends

How can conflict be identified? What s happening? Prior behaviors and: Productivity impacted Exclusionary actions Depressed/sullen Nervous behaviors Complaints increase Mid Stages Who would know? Those involved Witnesses Family and friends Co-workers Direct supervisor With each advancing stage, problems grow, fester, and damage spreads, affecting morale/turnover/etc.

How can conflict be identified? What s happening? Prior behaviors and: Stress/health issues Aggressiveness Increased Mood Swings Complaints decrease Comments about quitting, suing or retaliating Advanced Stages Who would know? Those involved Witnesses Family and friends Co-workers Direct supervisor Human Resources

Impact of Unresolved Conflict Internal (hidden) External (exposed)

Conflict Resolution and HR How does your staff view Human Resources? An arm of the Legal Department The policy Police An approachable source for help

Challenges to Consider Reputation Trust Neutrality Confidentiality Time Requirements Skill set Conflict Manager

Taking Action Preventative Measures Keep HR reputation strong Develop a conflict resolution plan Policy and procedures clear and understood Train staff Incentivize reporting of problems Provide forum for addressing concerns

Taking Action Early Stage Determine how long problem has been occurring Find out the impact on persons involved Inform them of options Get their input Follow-up

Taking Action Mid Stage Prior steps and: Empower them to resolve the issue Train Coach Role-play Facilitate their discussion Intervene on their behalf

Taking Action Advanced Stage Prior steps and: Investigate the Issues Demonstrate interest in bringing change Involve legal Resolve Conflicts Address the Aftermath (Department-Wide Issues)

Who needs to be Involved? Human Resources Executives Managers Employees

Conflict Resolution and HR How does your staff view Human Resources? An arm of the Legal Department The policy Police An approachable source for help

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