An overview on the management of conflict within a company

1. Interpret and Manage
Conflicts Within the
Workplace

2. Our experiences include:

3. Our experiences include:
Education
Reading
Encounters with others
Religion
Suffering
Joy

4. Collaboration
Intimacy
Collaboration
Trust
Respect
Knowledge

5. If you want a good relationship with someone (especially from a different
culture or background), the following process is followed:
KNOWLEDGE
RESPECT
TRUST
INTIMACY
COOPERATION
COLLABORATION

6. The key to effective cross-cultural communication is knowledge:
Firstly, it is essential that people understand the potential problems of cross-cultural
communication, and make a conscious effort to overcome these problems.
Secondly, it is important to assume that one’s efforts will not always be successful, and
adjust one’s behaviour accordingly.

7. Cultural differences are causing communication
problems. Note the following:
Be willing to be patient and forgiving
Respond slowly and carefully
Withdraw from the situation
Active listening
Intermediaries can be helpful
Focus upon identifying points of common ground
Soft bargaining
Diplomacy
Crisis situations - "cooling-off"
The way one speaks

8. MYTHS ABOUT CONFLICT
Conflict is dysfunctional
in the workplace.
All conflicts can
be resolved.
Conflict represents
communication
breakdown.
If avoided, conflict
will eventually go
away.
Conflicts always result
in a winner and a
loser.

9. Conflict
Healthy vs Unhealthy
Explore new
ideas
Test position
and beliefs
Stretch
imagination

10. The Conflict Cycle
“Stress arouses feelings.
Feelings trigger Behaviour.
Behaviour incites others.
Others increase stress. And around it goes!”
Wood & Long, 1991

11. 7 Steps of Problem Solving
Recognize the problem
Analyze the problem
Identify possible causes
Develop possible solutions
Evaluate possible solutions
Reach a decision
Stimulate action

12. Basic Rules to Overcome Conflict Problems
Isolate issues
Search for
common
ground.
Establish as
many
pertinent
facts as
possible.
Not all conflicts
are resolved, but
all can be
managed.
Determine
common goals
Identify the
emotions
involved.
Be positive
about the
conflict as a
potential for
development
or
improvement.

13. Strategies to dissolve Conflict
Refuse to take
things personally
Understand the
other person’s point
of view
set up a follow-up
meeting
If you can settle the
argument here and
now, by all means
do so
Sharpen your
listening skills
Can be settled here
and now?
Keep your cool
Seek agreement

14. Style
Characteristic Behaviour
User Justification
Avoidance
Non-confrontational. Ignores or passes over issues. Denies issues.
Differences too minor or too
great to resolve. Attempts
might damage relationships or
create even greater problems.
Accommodating
Agreeable, non-assertive behaviour. Cooperates even at the expense of
personal goals.
Not worth risking damage to
relationships or general
disharmony.
Win/Lose
Confrontational, assertive and aggressive. Must win at any cost.
Compromising
Important all parties achieve basic goals and maintain good relationships.
Aggressive but cooperative.
Survival of the fittest. Must
prove superiority. Most
ethically or professionally
correct.
No one person or idea is
perfect. There is more than
one good way to do anything.
You must give to get.
Win-Win
Needs of both parties are legitimate and important. High respect for
mutual support. Assertive and cooperative.
When parties will openly
discuss and solutions can be
found without anyone making
a major concession.

15. Beliefs and
Attitudes
Consequence
The
Conflict
Cycle
Response
Conflict
Occurs

16. The Conflict
Cycle
The conflict cycle
was coined by
Wood and Long
and includes the
idea of conflict
between a student
and a teacher.
The needs within a
student “clash”
against the
teacher’s
expectations.
And so the cycle
continues….
The cycle can be
set into motion by
certain events.

17. Satisfying the Needs of Others
Avoiding

18. Dealing with Difficult People
The Abrasive Employee
The Autocrat
The Rebel
The Aggressor
The Bull in a China Shop
The Hard-to-Predict

19. Six Behaviours That Stop Communication
Judging
Controlling
Manipulating
Superiority
Certainty
Indifference

20. Six Behaviours that Encourage Communication