conflict resolution USING CONFLICT AS A CATALYST FOR NEEDED CHANGE Module D any situation involving more than one person can give rise to conflict source DONTIGNEY 2018 conflict resolution module D ID: 770848
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conflict resolution USING CONFLICT AS A CATALYST FOR NEEDED CHANGE. Module D
any situation involving more than one person can give rise to conflict. source: DONTIGNEY, 2018. conflict resolution module D conflict resolution the Common Thread
“Much of the conflict I’ve experienced seems to float just below the surface. module D conflict resolution the Common Thread
“Much of the conflict I’ve experienced seems to float just below the surface. I feel pushed to conform to the perspectives of my co-workers and supervisors and keep my actual thoughts secret.” module D conflict resolution the Common Thread
“I feel like there’s very little engagement or cohesiveness on our team, which means we often don’t feel like a team at all.
“I feel like there’s very little engagement or cohesiveness on our team, which means we often don’t feel like a team at all. There’s no safe way to express disagreement and often it feels as if there’s no overarching strategy.”
the Common Thread negative conflict conflict emerges when goals, expectations and/or interests between individuals are seen to be incompatible — whether they truly are incompatible or not. source: KIM ET AL., 2017 Square peg, round hole illustration? Arrows flying together?
negative conflict everyone on a team can have the best of intentions and conflict can still arise.
ambiguity why conflict happens source: LIPMAN, 2017
ambiguity why conflict happens source: LIPMAN, 2017
ambiguity self-focus why conflict happens source: LIPMAN, 2017
ambiguity self-focus why conflict happens source: LIPMAN, 2017
ambiguity self-focus communication breakdown why conflict happens source: LIPMAN, 2017
ambiguity self-focus communication breakdown why conflict happens source: LIPMAN, 2017
stereotypes personal interpretation why conflict happens source: LIPMAN, 2017
stereotypes personal interpretation why conflict happens source: LIPMAN, 2017
dehumanization module D conflict resolution the Common Thread
“My department has experienced high levels of attrition from administrative personnel.
“My department has experienced high levels of attrition from administrative personnel. We live in a state of tension because we don’t know what the expectations are or how we’re expected to handle difficulties.”
the impact of negative conflict HIGHER TURNOVER POOR PERFORMANCEDISTRUSTFRACTURED COLLABORATION WEAKENED COMMUNICATION Negative conflict can have numerous detrimental effects to any organization.
the impact of negative conflict TASK PERFORMANCE PATIENT CAREWORK ENVIRONMENT In a healthcare setting, negative conflict can compromise: Source: Raykova et al., 2015 Kim et al., 2017 Prossack , 2018
positive conflict & psychological safety module D conflict resolution the Common Thread
— Kenneth Kaye “Conflict is neither good nor bad. Properly managed, it is absolutely vital.” positive conflict & psychological safety module D conflict resolution the Common Thread
positive conflict conflict which is ultimately constructive and often results in better decision-making, increased understanding, and superior performance. Source: Thompson et al., 2016 Kim et al., 2017 positive conflict & psychological safety
open conversations debates brainstorming Source: Prossack , 2016 positive conflict & psychological safety
positive conflict is characterized by a creative tension between differing ideas, for which different individuals act as empowered advocates. positive conflict positive conflict & psychological safety SOURCE: Lipman, 2017 Edmondson and Tucker, 2007
psychological safety module D conflict resolution the Common Thread
psychological safety module D conflict resolution the Common Thread
positive conflict & psychological safety ASSURE THERE ARE NO NEGATIVE CONSEQUENCES FOR HONESTY ASK FOR HONEST FEEDBACK During times of conflict leaders must:
positive conflict & psychological safety LISTEN WITHOUT JUDGEMENT ASSURE THERE ARE NO NEGATIVE CONSEQUENCES FOR HONESTY AFFIRM & ACCEPT INPUT ASK FOR HONEST FEEDBACK SET PARAMETERS FOR SAFE COMMUNICATION During times of conflict leaders must:
“I’ve been an employee here for 17 years, and my experience has varied widely depending on how my supervisor handled conflict. module D conflict resolution the Common Thread
“I’ve been an employee here for 17 years, and my experience has varied widely depending on how my supervisor handled conflict. With some supervisors, I felt like I was being punished for everything that went wrong on any project; with others, I felt like challenges were treated as an opportunity to learn.” module D conflict resolution the Common Thread
styles of conflict management module D conflict resolution the Common Thread
dominating avoiding compromising integratingobliging styles of conflict management module D conflict resolution the Common Thread
styles of conflict management In this style the needs or expectations of the other party are ignored. This is a highly competitive framework for conflict, and often involves invoking hierarchy or power. dominating Source: Gunkel et al., 2016 module D conflict resolution the Common Thread
Also referred to as a “withdrawing” style, avoiding conflict is often invoked by a conflict-averse personality who hopes to put off conflict indefinitely. avoiding Source: Dontigney , 2018 styles of conflict management
Both parties in a conflict give up something to reach an acceptable solution. Neither party gets exactly what they hoped for, but are able to reach a conclusion they can live with. compromising Source: Gunkel et al., 2016 Dontigney , 2018 styles of conflict management module D conflict resolution the Common Thread
Sometimes called “collaborating” or “problem-solving,” this style pushes for a win-win solution to conflict through seeking out commonalities and requiring an open exchange and examination of differences. integrating Source: Gunkel et al., 2016 Dontigney , 2018 styles of conflict management
Also referred to as “accommodating” or “smoothing,” this style attempts to reduce the differences between parties through yielding. obliging Source: Dontigney , 2018 styles of conflict management module D conflict resolution the Common Thread
compromising dominating competing forcingintegratingcollaboratingproblem solving obligingaccommodatingsmoothing avoidingwithdrawing low concern for others cooperative high concern for others uncooperative low concern for self unassertivehigh concern for selfassertiveSource: Rahim, 1983styles of conflictmanagement module D conflict resolution the Common Thread
compromising dominating competing forcingintegratingcollaboratingproblem solving obligingaccommodatingsmoothing avoidingwithdrawing low concern for others cooperative high concern for others uncooperative low concern for self unassertivehigh concern for selfassertiveSource: Rahim, 1983styles of conflictmanagement module D conflict resolution the Common Thread
Conflict styles can differ by culture. conflicts & culture module D conflict resolution the Common Thread
“I’ve personally experienced tensions between people of different backgrounds or cultures in my department. module D conflict resolution the Common Thread
“I’ve personally experienced tensions between people of different backgrounds or cultures in my department. It’s certainly not easy to overcome these challenges and create a harmonious environment for everyone.” module D conflict resolution the Common Thread
source: Gunkel et al., 2016. Culture, which provides a lens through which each of us views the world, also impacts the way we approach conflict. conflicts & culture module D conflict resolution the Common Thread
conflicts & culture individualism DOMINATING OR FORCING collectivism OBLIGING OR INTEGRATING source: Holt and DeVore , 2005
dominating compromise
source: prossACK , 2018. Conflict can also be generational – whether the generation in question is related to age or to tenure at the organization.conflicts & culture module D conflict resolution the Common Thread
hierarchy conflicts & culture Source: Holt and DeVore, 2005 compromise
conflicts & culture compromise obliging Source: Holt and DeVore, 2005
“I feel that it’s acceptable for faculty members to bully staff,
“I feel that it’s acceptable for faculty members to bully staff, but that there’s no recourse for staff members who feel targeted or harassed by faculty.”
conflict is inevitable. source: Prossack , 2018 disaster isn’t. module D conflict resolution the Common Thread
source: Dontigney , 2018Kim et al., 2017 Ignoring conflict doesn’t make it go away — in fact, ignoring the inevitable conflict that arises in organizations can make it far worse as trust is eroded, productivity is lost and relationships become less salvageable. module D conflict resolution the Common Thread
source: Dontigney , 2018Kim et al., 2017 understanding module D conflict resolution the Common Thread
understanding suspension of judgement perspective shift source: Dontigney, 2018 Kim et al., 2017 module D conflict resolution the Common Thread
“Nothing great is achieved without some conflict. Conflict sharpens the senses; it invites full engagement in solving important problems. However, you must create more light than heat when you engage in conflict . Heat degrades the substrate of innovation, while light catalyzes it.” – Enrique Conterno, Senior Vice President, Eli Lilly and Company, and President, Lilly Diabetes module D conflict resolution the Common Thread
transforming conflict module D conflict resolution the Common Thread
Identify the opportunity.
Begin from a place of curiosity and respect.
Keep conflict focused on the task at hand, rather than on personalities.
Check your cultural stereotypes.
Check your cultural stereotypes.
Be aware of the role previous marginalization may play in heightened conflict.
Be aware of the role previous marginalization may play in heightened conflict.
When possible, address issues as a team.
When possible, address issues as a team.
Provide clarity in communication, roles and procedures.
Don’t put it off.
“I’ve experienced conflict with a co-worker who has expressed unwillingness to work with African-Americans. module D conflict resolution the Common Thread
“I’ve experienced conflict with a co-worker who has expressed unwillingness to work with African-Americans. Complaints to supervisors have been completely ineffective. I don’t know how I’m supposed to deal with this situation.” module D conflict resolution the Common Thread
coping with negative conflict module D conflict resolution the Common Thread
adaptation mediation coping with negative conflict structural intervention removal x module D conflict resolution the Common Thread
Use adaptation when team members have the communication skills required to manage a discussion of differences. coping with negative conflict adaptation module D conflict resolution the Common Thread
Encourage team members to acknowledge their differences and figure out how to adapt. Ask them to update you on what they discussed, and what new guidelines they’ve agreed to for better collaboration. Observe the relationship for signs of improvement. coping with negative conflict adaptation module D conflict resolution the Common Thread
mediation coping with negative conflict Use when team members have not successfully resolved the conflict on their own or they appear to lack the communication skills to manage a difficult conversation on their own. module D conflict resolution the Common Thread
mediation coping with negative conflict Facilitate a discussion with team members about their conflict; explore emotions and propose options to help them work together better. module D conflict resolution the Common Thread
structural intervention coping with negative conflict Use structural intervention when mediation and other attempts to resolve conflict have been unsuccessful and team members remain defensive, feel nervous, or cling to negative stereotypes of others. module D conflict resolution the Common Thread
structural intervention coping with negative conflict Reorganize the team to reduce friction or conflict; for instance, by subdividing tasks or forming more cooperative subgroups. module D conflict resolution the Common Thread
coping with negative conflict x removal Use removal when a team member actively discriminates against someone and refuses to adopt inclusive behaviors despite intervention. module D conflict resolution the Common Thread
coping with negative conflict x removal Document the situation and consult with your human resources representative. In extreme cases, your company may choose to remove the employee from the organization. module D conflict resolution the Common Thread
when you need to S.T.O.P. IMMEDIATE INTERVENTIONS: TM module D conflict resolution the Common Thread
State the behavior. S module D conflict resolution the Common Thread
source: Billings-Harris, 2012 State the behavior. S Tell the person how you feel. T module D conflict resolution the Common Thread
source: Billings-Harris, 2012 State the behavior. S Tell the person how you feel. Options. T O module D conflict resolution the Common Thread
source: Billings-Harris, 2012 State the behavior. S Tell the person how you feel. Options. Positive results. T O P module D conflict resolution the Common Thread
State the behavior. S Tell the person how you feel. Options. Positive results. source: Billings-Harris, 2012 T O P module D conflict resolution the Common Thread