2. 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

3. 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

4. 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

5. 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?

6. 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

7. 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

8. 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

9. 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...

10. 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?

11. 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

12. 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?

13. 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

14. 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?

15. 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

16. 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?

17. 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?

18. 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?

19. 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…

20. 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?

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

22. 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?

23. 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

24. 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!!!

25. 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

26. Questions

27. For additional information…
Contact Harry at UW-Madison OHR, or
Visit the Conflict Resolution Skills Site: