1. The Theory & Context for Managing Conflict in the Workplace (LO 2)
Describe the ideal environment for reducing the presence of conflict.
Identify the signs of evolving conflict.
Analyze the conflicts and the level of response needed in using a simple framework for knowing when to intervene.

2. Environment of Minimal Conflict
Conflict often is created when people feel they have no alternatives
Hygiene-motivation theory – dissatisfied employees most often concerned about their environment (policies, administration, supervision, money, status, working conditions, security) (Fredrick Hertzberg)

3. Environment of Minimal Conflict
Abraham Maslow
Hierarchy of Needs Theory – basic needs must be met before higher needs pursued
Physiological (survival) Safety and
Security Acceptance Esteem
Self-Actualization
When an employee is unsuccessful in fulfilling these needs in the workplace – conflict likely will develop

4. Providing Meaningful Work
Organizations must provide intrinsically valuable and meaningful work
Motivation comes when employees find intrinsic value in their work
Esteem needs – challenging assignments, variety, professional development, career growth, autonomy, and recognition
Self-actualization – attaining one’s potential (See list on Exhibit 2.2)

5. Paying Attention to Evolving Conflict
Conflicts evolve when needs not met
or interests are threatened
Conflict inevitable even in the most progressive environment “thus”:
Look for triggers to evolving conflict
Respond appropriately before it escalates

6. Triggers Over goals, policies, procedures:
Employees efforts run contrary to team goals
Policies/procedures threaten personal interests
Employees disagree with team goals
Employees do not trust the roles, goals, and expectations requested “What is in it for me?”

7. Triggers Over Information:
Lack information to do job or believe inaccuracies in the information
Misunderstandings about the information
Interpret the information differently

8. Triggers Over Relationships:
Ability and comfort in communicating to group
Different perceptions due to filters, experience, background, culture, etc.
Differences because of race, ethnicity, gender, age, religion, sexual orientation, way people communicate, learn, work, social and economic status, job classification, duties, etc.

9. Triggers
Over Values:
Different values placed on work – intrinsic value, further interests, money
Importance of getting to work on time, participating in meetings, team/alone
Values concerning management authority, (defer/challenge)
Evaluate other ideas/opinions (open or rigid)
Values on lifestyle choices, ideology, politics, religion, and other deeply held beliefs

10. Triggers Over Structures:
Business structures creating time pressures, work overload, and stress
Power imbalances causing feelings of disenfranchisement and powerlessness
Lack of autonomy –disallowed or minimized and disincentives for taking control
“Business as usual mentality” but more logical and effective ways exist to work

11. Monitoring the Work Environment
Know day-to-day happenings – connect with employees
When a change is implemented – communicate openly/be ready to respond
When sensing a rift – respond and support
Sensitive to individuals who are having difficulties
Stay in touch with customer needs/ complaints

12. Bumps, Bruises, and Head Bangers
Bumps Bruises Head Bangers
Monitor Intervene Confront immediately
to prevent escalation
Low
Moderate
To High
High
Frequency
High
Intensity
Moderate
To High
Low

13. Bumps (Monitor Stage) Parties in disagreement but maintaining
their relationship
Most common part of a vibrant organization
Monitor situation/mature parties often
resolve issue
Empowering individuals to address own situations is preferable
Offer advice on how to confer

14. Bruises (Intervention Stage)
Evolving conflicts where intervention appropriate before further escalation
Signs – party complaining to you, but not directing to whom they are in conflict with/ communication is breaking down/anger/ frustrated look/crossed arms/red face/ walking away
Counsel employee of behaviour and consequences before battle lines are drawn

15. Head Bangers (True Conflict Stage)
Battle lines have been drawn
Should be few in orgs. when proactive systems used and mature employees exist
Crisis mode/communication broken down and support system must be used
Loss of productivity, lowered moral, dysfunctional relationships, team disunity
Managing conflict depends on your skills/abilities (mediator/facilitator)

16. Preventing Conflict in Organizations
Audit potential for conflict using motivational needs and triggers
Check lists, employee satisfaction questionnaires, climate surveys, etc.
Develop close relationships with staff
Be unconditionally supportive in addressing their personal needs