Conflict Resolution Skills and Strategies for HR Professionals: Opportunities for HR Leaders in Varied Roles Harry Webne-Behrman UW-Madison Office of Human Resources HR Communities of Practice Office 608-262-9934 Harry.webnebehrman@wisc.edu

Goals for Today’s Session To gain insights regarding how to effectively respond to conflicts that arise in our work, specifically in the higher education context To understand a useful process for addressing these conflicts effectively through collaborative negotiation, as well as skills needed to use it To develop a common language and understanding that we may build upon as HR professionals 11/11/2018 UNIVERSITY OF WISCONSIN

Agenda Definitions & Terms: What is Conflict? What are some important conflicts you are called upon to address? (Reflection/Discussion) Conflict Management Process (Inside the Paradox) Exercising Leadership – Special Opportunities (and Challenges): Communication: The Key to Effective Conflict Resolution Managing Impasse: Overcoming the “Stuckness” “Map the System”: Seek Leverage Points in Conflicts… Synthesis/ Next Steps/ Opportunities to Continue Learning

Building from our experience… Please consider a time when you worked through a conflictive, challenging issue really well…or witnessed others doing so: What happened? How did people feel as a result? What did you learn from that experience that you have brought forward with you?

What is Conflict? In conflict, the parties perceive a threat to their needs, interests, or concerns They perceive finite resources, limited options, and limited solutions People respond to the perceived threats, rather than to an “objective” reality

Needs in Negotiation Substantive needs = the “stuff” of the conflict… typical definition of problem Procedural needs = how we foster a fair and well understood process… “Ground Rules” Psychological/ Relational needs = concerning trust, honesty, safety, security, integrity

Reflection: Key Sources of Conflict* What are some important conflicts that you face in your group or organization? (focus on one) In what ways are they addressed? How is leadership provided to effectively address these situations? Barriers/ challenges: What gets in the way of an effective response? Personal Interpersonal Structural/ systemic challenges * Ideally, this would be an opportunity for discussion with more time… please feel free to follow-up with specific questions

The Key Skills of Conflict Resolution Active Listening Assertive Communication Flexibility in Problem Solving Collaborative Negotiation Managing Impasse ***For leaders... Facilitating the best expression of these skills...

Conflict Resolution Process Overview (Inside the Paradox) Focus on each stage as an opportunity to exercise leadership as an HR professional on campus: What are my personal strengths as I look at the elements of this process? Where do I need assistance in order to improve? How might I facilitate such behaviors in my meetings? How might I model such approaches (with staff, clients)? Where are there ‘teachable moments’ from which all of us may learn together? How might we support one another in improving our capacity to manage conflicts effectively?

Three Stages… 8 Steps: Preparation to Engage and Negotiate Self-Awareness and Care (ongoing) Clarify true needs, interests, and concerns of the conflict Have a “safe space” to talk Understanding the Issues Seek First to Understand Assert Clearly and Specifically  Identify the ‘true agenda’ for the discussion Working Through the Issues Problem-solve with Flexibility Navigate Impasse with Respect and Curiosity Build Sustainable Agreements

Step #1: Take Care and Take Stock! Understand your own strengths, challenges, and personality style… Properly exercise and diet… manage stress Know your “hot buttons” so you can mediate your response Clarify your Intention as you enter this conversation  How might I ‘center’ myself as I approach this conversation? Leadership Questions: How well do we take care of ourselves in our work environment? What resources exist to support a healthy organization and affirming work space?

Step #2: Understand Your Needs Threatened by the Conflict Clarify substantive, procedural, and psychological/relational needs Identify desired outcomes from negotiation Look at BATNA, WATNA, and MLATNA* Leadership Questions: How well do we truly understand the needs of people who are engaged in conflicts? What spaces exist to improve that understanding? *Best, Worst, and Most Likely Alternative to a Negotiated Agreement

Step #3: Identify a Safe Space for Negotiation Consider private, neutral location Utilize third parties (mediators, facilitators, advocates), as appropriate As HR Manager/Leader of the group, you may be that 3rd party! Establish “ground rules” to support a collaborative negotiation process Leadership Questions: How might we create spaces that support this type of dialogue? Who might be good candidates to serve as 3rd parties to assist the process?

Step #4: Active Listening Dedicate yourself to fully understanding the other person, and demonstrate that commitment Non-verbal messages Body Language Tone of voice Eye contact Removing distractions

Active Listening (continued) Verbal responses: Encouraging Clarifying Restating Reflecting Summarizing Validating Leadership Question: In what ways do I model ‘active listening’ in order to encourage it in others?

Step #5: Assertive Communication Express your needs to the other party Identify specific desired outcomes together Understand your BATNA, WATNA, and MLATNA (as alternatives) Start with an “I-message” Continue to listen with respect Leadership Questions: Am I clear in conveying what I expect from others? Do I express myself with respect and openness?

Step #6: Problem Solving Focus on underlying interests and needs Take one issue at a time Generate several possible solutions Clarify criteria for evaluating options Stay flexible! There are solutions out there! Leadership Questions: How flexibly do we approach challenging issues… are we open to new approaches and innovative solutions?

Step #7: Managing Impasse (Overcoming the Stuckness) Set aside the issue and “name the impasse” Review definition of the problem Shift from substantive to procedural needs Reiterate “ground rules” Look at BATNA… Consider a structured break Bottom Line: Treat the impasse with respect Leadership Question: Do we treat impasse with respect, or do we try to minimize it or abandon the process when confronting it? This is one of the core challenges of leadership…

Step #8: Build an Agreement that Works! Patiently address all key issues Review the agreement for clarity Look for “Hallmarks” of a good agreement Leadership Question: Can we make the time available to group members to really work through the meaningful issues that get us bogged down?

Hallmarks of a Good Agreement Fair Balanced Realistic Responds to Needs of the Conflict Specific Enough As self-enforcing as possible Future-oriented

Implement and Evaluate Do all you can to implement the Agreement Arrange a time to meet together and review the Agreement: Did we follow through with the agreement? Is it working? How can it be improved? Are there any additional areas of concern?

View the Entire System Identify all stakeholders in the conflict… “map it out” Encourage full participation Seek areas of greatest leverage and influence – budget efforts towards meaningful and achievable activities

Understand Dispute Settlement Systems That Are in Place Formal Systems Grievance procedures Official policies Informal Systems People who are effective role models and good listeners with strong relational skills Non-formal Systems Intentional, peer-driven, draw upon representative cross-sections and cultures Build upon what works!!!

In Conclusion… Conflict resolution is a process Conflicts occur as a normal part of organization life As HR professionals, we need to establish infrastructures that manage conflicts effectively As HR professionals, we need to model effective approaches and support staff efforts to acquire skills

Questions

For additional information… Contact Harry at UW-Madison OHR, 608-262-9934 or harry.webnebehrman@wisc.edu Visit the Conflict Resolution Skills Site: http://www.ohrd.wisc.edu/onlinetraining/resolution/index.htm