© 2007, Educational Institute Chapter 11 Managing Conflict Supervision in the Hospitality Industry Fourth Edition (250T or 250)

© 2007, Educational Institute 1 Competencies for Managing Conflict 1.Identify benefits of conflict and what its sources are within an organization. 2.Identify types and typical outcomes of conflict. 3.Describe conflict management styles and how to use those styles as strategies. 4.List tips managers can follow to negotiate conflicts.

© 2007, Educational Institute 2 Conflict Issues Conflict is inevitable and can be beneficial Forces attention to goals and strategies Example of budgeting Feelings of conflicting parties must be understood/addressed

© 2007, Educational Institute 3 Sources of Conflict Limited resources Different goals Role ambiguity Work relationships Individual differences Organizational problems Communication problems

© 2007, Educational Institute 4 Symptoms of Unresolved Conflict Withdrawn employees (They don’t talk to each other, or to you.) Inappropriate behavior (name-calling, arguments, fighting, etc.) Low group and/or individual morale Decreased productivity Distrust between groups and individuals Choosing sides (“us” against “them”) Recurring operational problems that everyone seems to ignore

© 2007, Educational Institute 5 Conflict Management Styles Compromise Avoidance Accommodation Competition Mutual problem-solving

© 2007, Educational Institute 6 Six Steps for Managing Conflict 1.Set the tone 2.Get the feelings 3.Get the facts 4.Ask for help 5.Get commitment 6.Follow up

© 2007, Educational Institute 7 Managing Conflict—Set the Tone Be cordial and non-threatening Avoid abrupt statements

© 2007, Educational Institute 8 Managing Conflict— Get the Feelings Allow employees to “talk” through their feelings Don’t interrupt, seek clarification Avoid approval or disapproval Don’t question, explore, criticize, interpret, convince, or sympathize Use statements to “reflect” feelings Don’t become emotional

© 2007, Educational Institute 9 Managing Conflict—Get the Facts Actively listen Read nonverbal clues Depersonalize the conflict Save your comments until you have all the facts Avoid “you” statements: could, should, etc.

© 2007, Educational Institute 10 Managing Conflict—Ask for Help Encourage employees to work out their own solution Don’t “tell” employees how to resolve the conflict Get participation and commitment Explore consequences of their proposed solutions

© 2007, Educational Institute 11 Managing Conflict— Get a Commitment Ask directly for their commitment to work the solution Help put their plan in writing What is to be done? Who will do it? When will they do it? What help will be needed?

© 2007, Educational Institute 12 Managing Conflict—Follow Up It’s the supervisor’s (not the employees’) responsibility to follow up Schedule a follow up meeting to check if the solution is working