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Co Worker Conflict

Co Worker Conflict. Alan Ford Dr. Soukup Principals of Human Development. Co Worker Conflict Stats. From 1992 to 2006, 11,613 people were the victims of homicide at work, according to the Bureau of Labor Statistics Integra Realty Resources' Oct-Nov 2000 Survey of 1305

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Co Worker Conflict

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  1. Co Worker Conflict Alan Ford Dr. Soukup Principals of Human Development

  2. Co Worker Conflict Stats • From 1992 to 2006, 11,613 people were the victims of homicide at work, according to the Bureau of Labor Statistics • Integra Realty Resources' Oct-Nov 2000 Survey of 1305 adults in the workplace reveals the following: • Observed yelling or verbal abuse 42% • Yelled at co-workers themselves 29% • Cried over work-related issues 23% • Damage of machines or furniture 14% • Violence in the workplace 10% • Struck a co-worker 2%

  3. Co worker Conflict • Conflict can come from several sources: • Scarce resources or lack of resources (e.g., time, money, people, materials) • Unmet expectations • Unclear or differing goals or values • Lack of role clarity (i.e., whose job is it?) • Differing methods or styles

  4. How to deal with Coworker conflict • Identify • Approach • Talk

  5. Identify the Problem • Identifying what is bothering you • Immediately after an incident that bothers you, write down everything you are upset about and all your thoughts about what happened. • Give yourself 24 hours to think about what happened as a cooling-off period. Often, you see a situation in a new light once you have had a chance to "sleep on it." • After your 24-hour cooling-off period, look at your initial writing and decide what the core issues are that bother you and write these down again. Separate these issues from the anger you may have felt in the heat of the moment.

  6. Confront the Coworker • Approaching a co-worker  • If you still feel you need to approach your coworker, invite the other person to talk and let him or her know what you want to talk about. Keep the following in mind: • Communicate in a way that facilitates a problem-solving and caring climate. • Be open. Do not withdraw from the conflict. • Approach your co-worker when he/she is alone, not in the presence of third parties. • If he/she agrees to talk, use the agreement to talk as a start; both parties have already agreed on something.

  7. Work it out • Talking to a co-worker • Once you have agreed to meet, think about the following points. Remember, the goal is to arrive at a solution that allows you to manage the conflict. • Think about working together. Think in terms of "we" rather than "I" versus "you." • Try to keep in mind the long-term relationship with your co-worker. Regardless of the outcome, keep in mind that you will still have to work with this person. • Create a dialogue aimed at problem-solving. This will be more likely to result in a mutual agreement. You should prepare for the discussion, including preparing and rehearsing an opening statement. Ideally, your co-worker will do the same to make the interaction as positive as possible. • Be prepared to listen and clarify your perceptions. Remember that an effective conflict resolution will require both of you to listen to each other. • Focus on your individual as well as your shared needs. Be concerned about meeting your co-worker's needs as well as your own. When you take the time to look, often you will find that individuals have the same needs and goals.

  8. Ways to talk to a Coworker • Additional tips for talking to a co-worker • Be sure to apologize for any wrongdoing you may have done. You need to "own" any mistakes you may have made. • Be prepared to listen and clarify your perceptions. Here are some ways to do this: sort out the parts of the conflict, ask what it is about, avoid old conflicts, get to the heart of the matter, avoid side issues, and clarify what values are involved and how each party feels about those values. • Look to the future and learn from the past. Do not dwell on past conflicts. Instead, try to understand what happened in the past so that you may avoid repeating the same mistakes. • Generate options that are workable for all parties involved. If there are disagreements on options, set those options aside, and focus on options that seem most workable. • Make mutually beneficial agreements that will give both parties lasting solutions to existing conflicts. Write down your agreement if possible. 

  9. Conclusion • If a bargain is met keep your side of it regardless if the other does or not. (principals are much more open to helping someone that kept his/her end of a bargain) • Not every co worker conflict can be settled if a bargain or agreement cannot be met seek help from another source • And if all else fails beat the crap out of the co worker, make their lives hell and pray to God they leave or another job opportunity opens up for you.

  10. Sources • http://www.educationminnesota.org/en/events/selfresolution.aspx Self Resolution steps Education Minnesota 2009 • Stroot, Sandra. Case studies in Physical Education. Holcomb Hathaway, Publishers. Scottsdale, Arizona 2000 • http://www.registercitizen.com/articles/2009/09/27/news/doc4abee5f54cf26908194376.txt • The Register Citizen, Litchfield Conneticut • http://johnford.blogs.com/conflictmanagement/reports_and_statistics/ • Conflict ManagementResources, US Federal Interagency

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