1. Conflict
Resolution
By, Richard Garrity

2. Conflict
Resolution
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publisher owner, Richard Garrity

3. “Impressions”
First & Last

4. In this présentation:
This PowerPoint presentation
will focus on three key
aspects of conflict & problem
resolution. They are:
1. Identifying Conflict
2. Changing Behaviors
3. Conflict Resolution
4. Non-Violent Crisis Intervention

5. Scope of Definition
and Policy:
This policy defines the
general expectations of
corporate personnel, as
related to conflict and
problem resolution, and
other general expected
standards and procedures.

6. Dispute / Conflict Resolution

7. Does your current office
environment resemble this?

8. There is always light at the
end of the tunnel…always-

9. ~Dispute Resolution~
Dispute Resolution generally
refers to one of several different
processes used to resolve
disputes between parties or
employees, including negotiation,
mediation, arbitration,
collaborative law, and litigation.

10. ~Dispute Resolution~
Dispute resolution is the
process of resolving a
dispute or a conflict by
meeting at least some of
each side’s needs and
addressing their interests.

11. ~Dispute Resolution~
"If you have learned how to
disagree without being
disagreeable, then you have
discovered the secret of
getting along- whether it be
business, family relations, or
just life itself.“
* Bernard Meltzer, American Law Professor

12. This method of problem resolution
has never solved anything.

13. Problem resolution starts with a
mutual consenus that there is a
disagreement without pointing blame

14. ~Identifying the reason~
Conflict is inevitable and a part of
everyday life. It occurs whenever
individuals or groups are not getting
what they want or need and are
acting in their own self-interest. It is
our inability to effectively deal with
conflict and the anger it generates
that results in a host of negative
consequences that profoundly can
effect the workplace environment,
employee morale, and efficiency.

15. ~Identifying the reason~
Most conflicts that confront us,
can be resolved through proven
resolution strategies. Yet often,
people choose counterproductive
approaches that yield unfavorable
results. Left unresolved, conflict will
inevitably escalate. How you choose
to deal with the conflict determines
whether it will be constructive or
destructive.

16. Effective management,
leadership, and inspiration
are not achieved this way….

17. “Do not believe, for even a
moment, the only people who
are affected by the conflict are
the participants”.

18. The effect on others:
Everyone in your office and every
employee with whom the conflicting
employees interact, is affected by
the stress. People feel as if they
are walking on egg shells in the
presence of the antagonists. This
contributes to the creation of a
hostile work environment for other
employees. In worst case
scenarios, your organization
members take sides and your
organization is divided.

19. Is avoiding current
conflict a prudent
approach? If so, what
has been solved?

20. There are always
“solutions” to “problems”

21. The effect on others:
Do not avoid the conflict hoping it will
go away. It won’t. Even if the conflict
appears to have been superficially put to
rest, it will resurface whenever stress
increases or a new disagreement
occurs. An unresolved conflict or
interpersonal disagreement festers just
under the surface in your work
environment. It burbles to the surface
whenever enabled, and always at the
worst possible moment. To continue to
ignore the core problems, is not an
option. Ever.

22. Dispute Resolution Quote # 2
Acknowledge the
importance of other
people. The deepest
principle in human nature
is the craving to be
appreciated.
-William James

23. Fighting Fair: The DO List:
Admit when you are wrong and apologize.
Sometimes this will end the dispute.
Agree on a time and place no more than
a few days away to talk.
Ask for feedback. Really listen and reflect
on what you hear from the person your in
conflict with.
Be as open, clear and straightforward
as possible.
Be willing to compromise. Are you really
standing on principle or are you being
stubborn?

24. Fighting Fair: The DO List:
Develop your ability to look at conflict or
disputes from an outside perspective.
Express ambivalence ( a feeling of both
love and hate for a person).
Express your anger or resentments right
away rather than stockpiling them.
Give feedback and praise.
Keep your sense of humor- a must.

25. Fighting Fair: The DO List:
Learn to forgive, forget
and start over.
Listen for what you don't yet know.
Make a distinction between the
problem and the person. You can
hate the sin but still love the sinner.
Make it easy for another party to be
constructive

26. Fighting Fair: The DO List:
Maintain contact. It is always harder to be
mean to friends than strangers.
Stay on the subject and argue one point at a
time. This is a crucial point of the process.
Strive for mutual understanding and meeting
everyone's needs, however trivial.
Use “I” statements - I want, I feel, I like or
don't like. “I” statements are not selfish.

27. Fighting Fair: The DON’T List:
Be defensive - denying all wrongdoing and
refusing to recognize your part.
Escalate. Fights are best fought between two
people at a time. Do not add gas to the fire.
Fight over office personal relationships.
Holding onto resentments until they explode.
Hurt or overwhelm the other party.

28. Fighting Fair: The DON’T List:
Make character attacks.
Never, never do this.
Mind read and assume you already
know what another party's thoughts
and feelings are rather than asking
them their thoughts or opinions.
Over generalize e.g.
"you always" or "you never".

29. Fighting Fair: The DON’T List:
Play the blame game. Does it really
matter who is right and who is
wrong? Most times, it does not.
Overreact and make a big deal
over a trivial issue.
Ridicule or dismiss another's
feelings.

30. Fighting Fair: The DON’T List:
Scapegoat- fight about an issue as a
way of avoiding a more painful one.
Snipe- expressing anger or
resentment in bit size pieces
over time.
Stonewalling, refusing to talk
or listen.
Try to win at all costs. We all lose.

31. Leadership:
The person or supervisor mediating
a conflict or dispute must have
proven “Leadership” skills.

32. Leadership Qualities:

33. A true “leader” will take the plunge
first, and “lead” by example….

34. Leadership is the proven ability to influence
others to complete the desired result

35. Achieving Common Ground:

36. Achieving Common Ground:
Conflict is a normal and necessary
part of healthy relationships. After
all, two people can’t be expected to
agree on everything at all times.
Therefore, learning how to deal
with conflict rather than avoiding it-
is crucial. However, conflict can be
harmful to employee morale and
productivity, so methods to resolve
conflict & strife, are critical.

37. Constant “conflict” in the workplace not
only effects an employee’s performance, it
can effect their personal life and behavior

38. In many cases the stress of workplace
conflict dosen’t bubble to the surface
until you have gotten home.

39. Sometimes, the stress of
workplace conflict is clearly evident

40. and stress breakdown can
occur at the worst times <

41. Achieving Common Ground:
When conflict is
mismanaged, it can harm the
working relationship. But when
handled in a respectful and
positive way, conflict provides
an opportunity for personal
growth, ultimately
strengthening the bond
between two people.

42. Achieving Common Ground:
By learning the skills you
need for successful conflict
resolution, you can face
disagreements with
confidence and keep your
personal and professional
relationships strong and
growing.

43. Achieving Common Ground:
Conflict arises from differences. It
occurs whenever people disagree over
their values, motivations, perceptions,
ideas, or desires. Sometimes these
differences look trivial, but when a
conflict triggers strong feelings, a deep
personal need is at the core of the
problem, such as a need to feel safe and
secure, a need to feel respected and
valued, or a need for greater closeness
and intimacy.

44. Understanding the
rise of conflict:
It is important to acknowledge
that both parties’ needs play
important roles in the long-term
success of most relationships,
and each deserves respect and
consideration. In workplace
conflicts, differing needs are
often at the heart of bitter
disputes.

45. Understanding the rise of conflict:
When you can recognize the
legitimacy of conflicting needs
and become willing to examine
them in an environment of
compassionate understanding,
it opens pathways to creative
problem solving, team building,
and improved relationships.

46. Do you fear conflict or
avoid it at all costs?
If you view conflict as dangerous,
it tends to become a self-fulfilling
prophecy. When you go into a
conflict situation already feeling
extremely threatened, it’s tough to
deal with the problem at hand in a
healthy way. Instead, you are more
likely to shut down or blow up in
anger. Neither scenario is an option
and counterproductive.

47. You should not feel as though
your walking on a tightrope.

48. What is one of the biggest problems
in the office that creates conflict?

49. Old fashion water cooler
gossiping & rumors

50. One of the primary sources of
workplace stress and conflict is
gossiping, spreading rumors,
playing one against the other,
unwarranted jealousy, envy,
scheming to get one in trouble
with the boss, and plain old
paranoia & insecurity.

51. The only clinical diagnosis
and sociological remedy to
this age old problem of
acting immature in the
corporate office is simple:
GROW UP!!

52. 8 crucial tips for handling
workplace conflict

53. Approach conflict with an open mind
Different people have different
perceptions, and solving workplace
conflicts requires finding a common
ground, not waiting until one person
caves to the other. "Try to
understand the other person's point
of view and how he or she arrived
at it, objectively and fairly"

54. 2. Consider what might have
caused the conflict
Take an objective look at yourself
and determine what you did or said
to contribute to the situation. Try to
place yourself in the other person's
shoes and consider how the
situation could be handled
differently in the future.

55. 3. Be respectful of differences
Workplaces are diverse places,
today more than ever, and what is
acceptable to one person may be
offensive to another. If your office
has a diversity program, consider
attending it, and if it doesn't, be the
catalyst who brings one to your
workplace.

56. 4.Try to cut the conflict off in
its early stages
"Ask your co-worker if you did
anything to upset him or her”.
"Communicate your willingness
to talk about this and see if
together you can solve the
issue amicably."

57. 5. Listen carefully
Before jumping to conclusions, sit
down with the person with whom
you're in conflict and try to
understand the issue fully. During
the conversation, make sure you
acknowledge his or her feelings
and paraphrase their opinion back
to them to enhance your
comprehension.

58. 6. Be mindful of your language
It is important to avoid assigning
blame to the person you're
speaking with, and taking note of
the words you use will help you
avoid falling into this trap. Try to
use "I" statements that explain how
you feel, and give examples of why
you feel that way.

59. 7. Ask for help
If the conflict continues to build,
recruit someone in the workplace
whom you respect to act as a
mediator. This could be your
manager, a human resources
professional, or a manager from a
different department.

60. 8. Be sure the problem is resolved
The problem isn't properly
resolved until both parties in the
argument feel better about the
situation. Set guidelines for
how to handle a similar
situation in the future.

61. 8. Be sure the problem is resolved
"You might say something like,
'Let's commit that you will let me
know right away if I do something
that upsets you, and when you
bring it to my attention, we will stop
what we are doing to address it.

62. UNITED…not…DIVIDED

63. ~Conflict Resolution~
“Managed properly, dispute
and conflict can be an
opportunity for better
understanding, clearer
communication, improved
relationships, increased
productivity, and better trust
and support.”

64. “Better Understanding and
Improved Relationships” Yes.

65. Thumbs UP to getting along!

66. Even a child knows the value of
getting along. So…don’t act like one.

67. Non-Violent
Crisis
Intervention
Program

68. Non-Violent Crisis Intervention:

69. Non-Violent Crisis Intervention:
Non-Violent Crisis Intervention (CPI-
National Crisis Prevention Institute) is a
program focusing on management of
disruptive, assaultive, or out of control
behavior. This educational program can
prove invaluable to security and law
enforcement personnel when in the
field and confronted with such
behaviors that very well can escalate
into physical violence.

70. The Verbal
Escalation Continuum:

71. We are all in this together
There are 2 ways that an individual can act out:
Physical and Verbal

72. We are all in this together

73. Leadership:
Thank you for attending
today’s presentation on
Conflict Resolution & Strategy