Conflict in the Workplace

1. Conflict in the Workplace Dealing with Difficult Behavior

2. What’s the point in understanding difficult behavior? • Can be costly • Affects bottom line • Ignoring will eventually backfire • Be in the driver’s seat • Turn the problem into a profitable asset • Facing the problem/increase confidence Success in Dealing with Difficult People/ K. Lawson

3. Two points to remember • Focus on behavior not people • Differences create difficulties Success in Dealing with Difficult People/ K. Lawson

4. Working preferences • Work closely with others/team concept • Individual research/own conclusions • Off the cuff/forced to make swift decisions Success in Dealing with Difficult People/ K. Lawson

5. Stress Signals • Flashes of anger • Visible lack of attention • Lack of focus on task • Fatigue comments • Excessive eating • Failure to meet deadlines Success in Dealing with Difficult People/ K. Lawson

6. Situations suggesting negative impact • Good ideas do not deliver results • One does not think, communicate, or operate clearly • Difficulty getting clear feedback from staff • Situations where you feel out of control • Team member prevents timely achievement Can you think of other situations at your workplace? Success In Dealing with Difficult People/l. Lawson

7. Is the issue a reflection of something in you? • You see something in them you dislike about yourself • Person is drawing attention to a skills you have not mastered • Person high lights aspects of you that you don’t want to confront. Success in Dealing with Difficult People/ K. Lawson

8. Take charge of your reactions • Don’t get trapped into trying to please the other person • Are your feelings realistic? • Take a detached impersonal view • Appreciate your differences • Work out how different skills can complement each other Success in Dealing with Difficult People/ K. Lawson

9. Manager Checklist • Dealing with difficult situation tests your management skills • Do not make it personal • Understand your own bias • Look at the causes of difficult behavior Success in Dealing with Difficult People/K. Lawson

10. How to Become A Conflict Leader • Understand the dynamics of conflict • Understand your reactions to conflict • Foster constructive responses • Create a conflict competent organization Becoming a Competent Leader by Runde & Flanagan

11. Weather the Storm • Stay Calm in the Face of Conflict • Encourage civility, fairness, and safety • Teach & coach effective responses • Provide Opportunities to learn • Embrace constructive conflict Becoming a Competent Leader by Runde & Flanagan

12. Active Constructive Behaviors • Perspective taking • Creating solutions • Expressing Emotions • Reaching Out Becoming a Competent Leader by Runde & Flanagan

13. Passive Constructive Behaviors • Reflective Thinking • Delay Responding • Adapting Becoming a Competent Leader by Runde & Flanagan

14. In summary…. • Every conflict is different. Conflict competent leaders do not follow a script. Effectiveness comes from an array of behaviors, techniques, analysis, timing, and attitude. Becoming a Competent Leader by Runde & Flanagan

15. Remember this • Acquire the perspective for considering the possibility “my way is not the only way” Becoming a Competent Leader by Runde & Flanagan