Managing Conflict In The Workplace - Ohio Auditor
3/17/2011ManagingConflict &Change in theWorkplaceGarry Mc Daniel, Ed. D.Associate DeanOverview The nature of conflict Cost of unproductive conflict Leadership, Conflict & Change Conflict to Cooperation model PracticeWhat are some typicalconflictsor challengesyou face on the job?1
3/17/2011What is Conflict?Group 1‐ What is ‘good’ conflict?‐ What is the value?Group 2‐ What is ‘bad’ conflict?‐ What is the cost?Conflict Management StyleAssessment1. Complete the assessment2. No right/wrong answers3. Score on page 35Conflict Management raw)Controller(Win‐Lose)Score:Score:6ConcernFor PersonalGoals2
3/17/2011Leadership & Conflict A role of a leader is both to: Create conflict via change Facilitate others through the conflictCCGA Conflict Management Model Ithink the conflict/problem is . What do you think is the conflict/problem? Why is it a problem for the group/org?Conflict(Surfaceproblem) What actions can we taketo resolve this conflict?Actions(Who, ds) What are your concerns ? Let me share my concerns. What are the organization’sconcerns?Goals(Win-winsolution) What are your goals? Let me explain my goals. What is best for everyone?3
3/17/2011What you should know Conflict(Surfaceproblem)Actions(Who, what,when.)CommunicationSkillsThere is purpose to the flowEncourages ‘visible’ dialogIncludes all stakeholdersCyclical, flexibleGroup or individual ution)Case StudyFamily Night Out?Rebecca has been working late every night this week. It’sFriday and she is looking forward to relaxing at home. Infact, Rebecca picked up a video on the way home that willbe perfect to sit back and unwind.As she enters the door, her husband, Thomas, greetsher with the following news. “Honey, guess what? I madereservations for us to go out to dinner tonight and I boughttickets to that concert you want to see! Oh, and don’t worry,the sitter will be here in 20 minutes. You just need to showerand change quickly or we will miss our dinner reservations.”Insights,observations?4
3/17/2011Summary The nature of conflict Cost of unproductive conflict Conflict to Cooperation model Communication skills Resolving conflict on the job Leadership & Conflict“I’ve got ittoo, Omar ,a strangefeeling likewe’ve justbeen goingin circles.”5
ManagingConflictin theWorkplaceDr. Garry Mc DanielAssociate DeanCenter for Professional Training & Development947-6126 mcdanieg@franklin.edu
Overview The nature of conflict Cost of unproductive conflict Conflict to Cooperation model Resolving conflict on the jobFor more information on how you can create a problem-solving culture andtrain employees to build productive relationships with others call Dr. GarryMcDaniel, 614-947-6173 or email prodev@franklin.edu
List some of the typicalconflicts or challengesyou face on the job
What is Conflict?Group 1 - What is ‘productive’ conflict?- What is the value?Group 2 - What is ‘negative’ conflict?- What is the cost?
CCGA ConflictManagement Model I think the conflict/problem is . What do you think is the conflict/problem? Why is it a problem for the group/org?Conflict(Surfaceproblem) What actions can we taketo resolve this conflict?Actions(Who, n) What are your goals? Let me explain my goals. What is best for everyone? What are your concerns ? Let me share my concerns. What are the organization’sconcerns?Concerns(Motives,needs)
Case StudySpecial Date?Rebecca has been working late everynight this week. It’s Friday and she islooking forward to relaxing at home. Infact, she picked up a video on the wayhome that will be perfect to sit backand unwind.As she enters the door, herhusband, Thomas, greets her with thefollowing news. “Honey, guess what? Imade reservations for us to go out todinner tonight and I bought tickets tothat concert you want to see! Oh, anddon’t worry, the sitter will be here in 20minutes. You just need to shower andchange quickly or we will miss ourdinner reservations.”
Special Date?Conflict(Surfaceproblem)Actions(Who, n)Concerns(Motives,needs)
What you should know There is purpose to the flowEncourages ‘visible’ dialogIncludes all stakeholdersCyclical, flexibleGroup or individual orientationConflict(Surfaceproblem)Actions(Who, n)Concerns(Motives,needs)
On-the-Job Practice Think of a conflict, problem oropportunity at work Identify the top 2-3 keystakeholders Map out the conflict, problem oropportunity Share with a partner Note their insights, suggestions(Practice communication skills)
Identify one major point oflearning you intend to applyback on the job.
Summary The nature of conflict Cost of unproductive conflict Conflict to Cooperation model Resolving conflict on the job
Managing Conflict & Change in the Workplace Garry Mc Daniel, Ed. D. Associate Dean Overview The nature of conflict Cost of unproductive conflict Leadership, Conflict & Change Conflict to Cooperation model Practice What are
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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Understand the importance of conflict resolution in teams and the workplace. Explain strategies for resolving or managing interpersonal conflict. Describe the causes and effects of conflict. Describe different conflict management styles, identify the appropriate style for different situations, and identify a preferred method of conflict resolution.
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