1 / 11

Conflict Management

Conflict Management. Pat Eglinton. Agenda. Edgar Kelley and Conflict Management Coaching Articles Conflict Management and Mediation: Key Leadership Skills for the Millennium The Impacts of Leadership on Workplace Conflicts Principles of Conflict Resolution Exercises and Practice Routines.

bensonc
Télécharger la présentation

Conflict Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Conflict Management Pat Eglinton

  2. Agenda • Edgar Kelley and Conflict Management • Coaching Articles • Conflict Management and Mediation: Key Leadership Skills for the Millennium • The Impacts of Leadership on Workplace Conflicts • Principles of Conflict Resolution • Exercises and Practice Routines

  3. Kelley and Conflict Management • The reality is that conflict exists everywhere • The introduction of different opinions inevitably results in conflict between individuals • Such interaction is necessary for organizational progress:  only having a singular opinion might not result in the most efficient or effective course of action • Effective leadership does not involve reducing or eliminating conflict; rather, it focuses on the goal of increasing others’ capacity for handling conflict • Edgar Kelley : “[c]onflict can be destructive or productive….A degree of conflict is necessary to a stimulus to creativity and vitality for individuals and organizations”

  4. Kelley and Conflict Management • Kelley’s suggestions for effective conflict resolution: • Be optimistic • Be realistic • Identify the potential for conflict • Identify the value bases in the opposing points of a conflict • Be certain to identify your own span of tolerance • Identify the possible and probable outcomes • Listen to and communicate with all points of view

  5. Conflict Management ArticlesThe Impacts of Leadership on Workplace Conflicts Conflict Management and Mediation: Key Leadership Skills for the Millennium

  6. The Impacts of Leadership on Workplace Conflicts • Two dimensions of interpersonal conflict: • Cognitive - task-related conflicts whereby there is a difference in the approach to how the work should get done • Relational - Product of emotional incompatibilities • Both can produce a negative impact on employee performance and/or workplace satisfaction • Transformational leadership involves “encourage[ing] their subordinates to develop their full potential and to transcend their individual aspirations for the good of the organization.” • Combine the elements of collaboration and intellectual stimulation to create a mutual problem to be solved • leader's ability to create and common vision and demonstrate individualized consideration of employees • Transactional leadership will reduce emotional conflict by clarifying objectives and rewarding food performance

  7. Conflict Management and Mediation • If conflicts are left unresolved, then the prospect of collaborative spirit will be shuttered and opportunities for shared learning lost • Effective leaders must learn to properly manage it to promote an environment of creativity • Create a culture that will highlight the value of individual contributions and new ideas • Individuals will feel encouraged and empowered to contribute to the progress of the organization • A key factor of this honesty is communicating it both up- and down-wards within the organization

  8. Conflict Management and Mediation • ‘PRIDE’ model : coaching others to communicate effectively during conflict • Pause – See the other person as your ally – negative reactions will only encourage feelings of defensiveness and/or deepen the conflict • Report – Be objective and specific. Avoid generalizations (i.e. ‘You always…’), assumptions or accusations • Impact – Describe effects of the other persons behavior on you • Different ­– Be honest/realistic about what you need to be different • End Benefit – Point out the consequences/benefits of the change you request

  9. Exercises and Practice RoutinesBuilding on Your Strengths

  10. Conflict Management: Building on Your Strengths • Take a few moments to reflect and consider whether one of these animals describes you: Ostrich: I hide my head in the sand until the conflict goes away. House dog:I timidly slouch away and chew up the furniture when no one is looking. Hawk: I fly above it all and pick my targets to attack. Coyote:I use my brains to win. Dolphin:I can fight if necessary, but I would rather swim away.

  11. Conflict Management: Building on Your Strengths Reflect back the interaction styles of the elephant, lion and fox. Each has strengths to draw upon to help resolve conflicts. Circle the strengths you recognize in yourself:Elephant: supportive, trusting, adaptable, optimistic Lion: ambitious, competitive, self-confident, forceful Fox: analytic, cautious, methodical, fairDescribe how you drew upon one of these strengths to resolve a conflict.How might you apply these strengths during a potential conflict in your daily life?

More Related