Conflict Resolution Skills and Strategies for HR Professionals: - PowerPoint Presentation

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Conflict Resolution Skills and Strategies for HR Professionals:

Opportunities for HR Leaders in Varied Roles

Harry Webne-Behrman

UW-Madison Office of Human Resources

HR Communities of Practice Office

608-262-9934

Harry.webnebehrman@wisc.edu

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Goals for Today’s Session

To gain insights regarding how to effectively respond to conflicts that arise in our work, specifically in the higher education context

To understand a useful process for addressing these conflicts effectively through

collaborative negotiation, as well as skills needed to use itTo develop a common language and understanding that we may build upon as HR professionals

2/23/2017

UNIVERSITY OF WISCONSIN

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Agenda

Definitions & Terms: What is Conflict?

What are some important conflicts you are called upon to address? (Reflection/Discussion)

Conflict Management Process (Inside the Paradox)Exercising Leadership – Special Opportunities (and Challenges):

Communication: The Key to Effective Conflict ResolutionManaging Impasse: Overcoming the “Stuckness

”“Map the System”: Seek

Leverage Points in Conflicts…

Synthesis/ Next Steps/ Opportunities to Continue Learning

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Building from our experience…

Please consider a time when you worked through a conflictive, challenging issue

really well…or witnessed others doing so:What happened? How did people feel as a result? What did you learn from that experience that you have brought forward with you?

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What is Conflict?

In conflict, the parties

perceive a threat

to their needs, interests, or concerns They perceive finite resources, limited options, and limited solutions People respond to the perceived threats, rather than to an “objective” reality

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Needs in Negotiation

Substantive needs = the “stuff” of the conflict… typical definition of problem

Procedural needs = how we foster a fair and well understood process… “Ground Rules”

Psychological/ Relational needs = concerning trust, honesty, safety, security, integrity

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Reflection: Key Sources of Conflict*

What are some important conflicts that you face in your group or organization? (

focus on one

)In what ways are they addressed?How is leadership provided to effectively address these situations?

Barriers/ challenges: What gets in the way of an effective response?

PersonalInterpersonal

Structural/ systemic challenges

* Ideally, this would be an opportunity for discussion with more time… please feel free to follow-up with specific questions

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Active Listening

Assertive Communication

Flexibility in Problem Solving

Collaborative NegotiationManaging Impasse

***For leaders... Facilitating the best expression of these skills...

The Key Skills of Conflict Resolution

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Conflict Resolution Process Overview (Inside the Paradox)

Focus on each stage as an opportunity to exercise leadership as an HR professional on campus:

What are my personal strengths as I look at the elements of this process? Where do I need assistance in order to improve?

How might I facilitate such behaviors in my meetings?How might I model such approaches (with staff, clients)?Where are there ‘teachable moments’ from which all of us may learn together?

How might we support one another in improving our capacity to manage conflicts effectively?

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Three Stages… 8 Steps:

Preparation to Engage and Negotiate

Self-Awareness and Care (ongoing)

Clarify true needs, interests, and concerns of the conflictHave a “safe space” to talkUnderstanding the IssuesSeek First to UnderstandAssert Clearly and Specifically  Identify the ‘true agenda’ for the discussionWorking Through the Issues

Problem-solve with FlexibilityNavigate Impasse with Respect and Curiosity

Build Sustainable Agreements

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Step #1: Take Care and Take Stock!

Understand your own strengths, challenges, and personality style…

Properly exercise and diet… manage stress

Know your “hot buttons” so you can mediate your response

Clarify your Intention as you enter this conversation

 How might I ‘center’ myself as I approach this conversation?

Leadership Questions: How well do we take care of ourselves in our work environment? What resources exist to support a healthy organization and affirming work space?

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Step #2: Understand Your Needs Threatened by the Conflict

Clarify substantive, procedural, and psychological/relational needs

Identify desired outcomes from negotiation

Look at BATNA, WATNA, and MLATNA*

Leadership Questions: How well do we truly understand the needs of people who are engaged in conflicts? What spaces exist to improve that understanding?

*Best, Worst, and Most Likely Alternative to a Negotiated Agreement

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Step #3: Identify a Safe Space for Negotiation

Consider private, neutral location

Utilize third parties (mediators, facilitators, advocates), as appropriate

As HR Manager/Leader of the group, you may be that 3rd party!

Establish “ground rules” to support a collaborative negotiation process

Leadership Questions: How might we create spaces that support this type of dialogue? Who might be good candidates to serve as 3

rd

parties to assist the process?

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Step #4: Active Listening

Dedicate yourself to fully understanding the other person, and demonstrate that commitment

Non-verbal messages

Body LanguageTone of voiceEye contactRemoving distractions

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Active Listening

(continued)

Verbal responses:

EncouragingClarifyingRestatingReflectingSummarizingValidating

Leadership Question: In what ways do I model

‘active listening’ in order to encourage it in others?

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Step #5: Assertive Communication

Express your needs to the other party

Identify specific desired outcomes together

Understand your BATNA, WATNA, and MLATNA (as alternatives)Start with an “I-message”

Continue to listen with respect

Leadership Questions: Am I clear in conveying what I expect from others? Do I express myself with respect and openness?

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Step #6: Problem Solving

Focus on underlying interests and needs

Take one issue at a time

Generate several possible solutionsClarify criteria for evaluating options

Stay flexible! There

are solutions out there!

Leadership Questions: How flexibly do we approach challenging issues… are we open to new approaches and innovative solutions?

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Step #7: Managing Impasse

(Overcoming the

Stuckness

)Set aside the issue and “name the impasse”Review definition of the problemShift from substantive to procedural needs

Reiterate “ground rules”

Look at BATNA…

Consider a structured break

Bottom Line: Treat the impasse with respect

Leadership Question: Do we treat impasse with respect, or do we try to minimize it or abandon the process when confronting it?

This is one of the core challenges

of leadership…

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Step #8: Build an Agreement that Works!

Patiently address all key issues

Review the agreement for clarity

Look for “Hallmarks” of a good agreement

Leadership Question: Can we make the time available to group members to really work through the meaningful issues that get us bogged down?

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Hallmarks of a Good Agreement

Fair

Balanced

RealisticResponds to Needs of the ConflictSpecific Enough

As self-enforcing as possible

Future-oriented

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Implement and Evaluate

Do all you can to implement the Agreement

Arrange a time to meet together and review the Agreement:

Did we follow through with the agreement?Is it working? How can it be improved?Are there any additional areas of concern?

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View the Entire System

Identify all stakeholders in the conflict… “map it out”

Encourage full participation

Seek areas of greatest leverage and influence – budget efforts towards meaningful and achievable activities

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Understand Dispute Settlement Systems That Are in Place

Formal Systems

Grievance procedures

Official policiesInformal SystemsPeople who are effective role models and good listeners with strong relational skillsNon-formal SystemsIntentional, peer-driven, draw upon representative cross-sections and cultures

Build upon what works!!!

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In Conclusion…

Conflict resolution is a

process

Conflicts occur as a normal part of organization lifeAs HR professionals, we need to establish infrastructures that manage conflicts effectively

As HR professionals, we need to model effective approaches and support staff efforts to acquire skills

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Questions

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For additional information…

Contact Harry at UW-Madison OHR, 608-262-9934 or

harry.webnebehrman@wisc.edu

Visit the Conflict Resolution Skills Site: http://www.ohrd.wisc.edu/onlinetraining/resolution/index.htm