1. Resolving Conflict and Achieving Emotional Balance

2. List and describe the causes of workplace conflict.
Utilize assertiveness skills in conflict situations.
Understand when and how to implement effective negotiation skills.
Identify key elements of the conflict resolution process.
Describe how emotions influence thinking and behavior.
Describe factors that influence emotional development.
Learn how to deal with your anger and that of others.
Describe strategies for achieving emotional control.
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3. A New View of Conflict Traditional (Negative) View
A clash between incompatible people, ideas, or interests
New (Positive) View of Conflict
As a meaningful opportunity for personal growth through the development and constructive use of conflict resolution skills
As necessary for effective problem solving and for effective interpersonal relations
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4. Finding the Root Causes of Conflict
Unless the root cause (trigger) is identified, conflict is likely to recur
If the trigger…
Stimulates constructive conflict, it can be allowed to continue
Stimulates destructive conflict, steps need to be taken to correct the problem
How do you distinguish the difference between constructive and destructive conflict?
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5. FIGURE 8.1 Iceberg of Conflict
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6. Root Causes of Conflict
Sources of Conflict
Ineffective Communication
Value and Culture Clashes
Organizational Change
Adversarial Management
Competition for Scarce Resources
Work Policies and Practices
Personality Clashes
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7. Conflict Triggers Organizational Change
Most organizations have tension between stability and change
Too much stability and the organization may lose its competitive position in the market place
Too much change and the mission blurs and employee anxiety develops
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8. Conflict Triggers Ineffective Communication Value and Culture Clashes
Conflict may arise due to a misunderstanding rather than a true disagreement
Value and Culture Clashes
Differences in values and cultural traditions in diverse workplaces may give rise to conflict
What is an example of work-related conflict that may arise due to confusing disagreement with misunderstanding?
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9. Conflict Triggers Work Policies and Practices Adversarial Management
Conflict may arise when policies are disobeyed or perceived as unfair or confusing
Adversarial Management
Conflict can occur when managers view employees and other managers with distrust and suspicion
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10. Conflict Triggers Competition for Scarce Resources Personality Clashes
Downsizing and cost cutting can lead to destructive competition for scarce resources
Personality Clashes
Conflicts may arise due to differing temperaments, communication styles, attitudes, or unknown reasons
“Some people just don’t get along.” Are personality clashes are resolvable?
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11. Resolving Conflict Assertively
Nonassertive Behavior
Attempting to avoid conflict by simply ignoring it.
Assertive Behavior
Standing up for one’s rights and expressing one’s thoughts and feelings in a direct, appropriate way
Aggressive Behavior
Expressing thoughts and feelings and defending rights in a way that violates the rights of others
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12. Resolving Conflict Assertively
How do you assertively resolve conflict with these characters?
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13. The Bully The Backstabber The Whiner The Jerk
FIGURE 8.2
Dealing with People You Can’t Stand
The Bully
Keep your cool. Immediately respond calmly and professionally to let the bully know you are not a target. Ask the bully to fully explain what he or she is trying to say, and then paraphrase your understanding of the bully’s real intentions.
The Backstabber
Once you’ve discovered your saboteur, tell key people that the person is, in fact, not a friend, which takes power from the backstabber and reveals the smear campaign.
The Whiner
Listen and write down their main points. Interrupt and get specifics so you can identify and focus on possible solutions. If they remain in “it’s hopeless” mode, walk away saying, “Let me know when you want to talk about a solution.”
The Jerk
They do not respond to normal pleas to change their behavior, so just back off. Do not take their bait; limit your contact with them, avoid conflict when possible, and always be on guard.
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14. The Know-It-All The Nebbish The Exploder
FIGURE 8.2
Dealing with People You Can’t Stand
The Know-It-All
Acknowledge their expertise, but be prepared with your facts. Use “I” statements, such as “From what I’ve read and experienced ”
The Nebbish
Help them feel comfortable and safe in their decisions and stay in touch until the decision is implemented. Arrange deadlines and describe consequences that will result when they complete the tasks and what will happen if they don’t.
The Exploder
When an explosion begins, assertively repeat the individual’s name to get his or her attention, or repeat a neutral comment such as “Stop!” Calmly address what they said in their first few sentences, which usually reveals the real problem. Give them time to regain self-control. Suggest that they take time out to cool down, and then listen to their problems in private
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15. TABLE 8.1 Behaviors Exhibited by Assertive, Aggressive, and Nonassertive Persons
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16. Resolving Conflict Assertively
How to Become More Assertive:
In the beginning, take small steps in asking that your desires or rights be considered
Use nonthreatening messages and nonverbal cues to enhance the assertiveness of your requests for action
Be soft on people and hard on the problem by focusing of the problem
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17. Learn to Negotiate Effectively
Empowered workers resolve conflict themselves
Win\Lose Approach
Each side attempts to achieve its goals at the expense of other side’s goals
Lose\Lose Approach
Both sides give up something and both may become frustrated
Win\Win Approach
Both sides attempt to achieve a creative solution that is mutually satisfying to both
When would you use each approach?
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18. FIGURE 8.3
Rob Walker
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19. Learn to Negotiate Effectively
Beware of Defensive Behaviors
When one person becomes defensive, others may mirror the behavior
Progress is stopped because people stop listening and think about defending
Know That Negotiating Styles Vary
The style a manager develops is based on personality, assertiveness skills, and past experiences dealing with conflict
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20. Behavioral Styles for Conflict Situations
FIGURE 8.4
Behavioral Styles for Conflict Situations
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21. Conflict Resolution Process
5-Step Conflict Resolution Process
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22. Behavior Is Influenced by Activating Events
FIGURE 8.5
Behavior Is Influenced by Activating Events
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23. Emotional Balance—An Introduction
Is a strong, temporary positive or negative feeling
Can alter thought processes by directing attention toward or away from things
Can trigger irrational thinking and behaviors
Emotional Imbalance
Is inhibition in expressing certain emotions and overexpression of other emotions
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24. Emotional Balance—An Introduction
Emotional Intelligence (EQ)
Is the ability to monitor and control one’s emotions and behavior at work and in social settings.
Dimensions of EQ
Personal competence in achieving and maintaining an emotional balance
Social competence in relationships with others
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25. Emotional Factors at Work
Relationship Strategy
Is a firm’s plan for establishing, building, and maintaining quality relationships with customers
Emotional Labor
Taxes the mind and is often more difficult to handle than physical labor.
Toxic Emotions
Demoralize employees, damage performances, and contaminate the health of the organization
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26. Emotional Factors at Work
Temperament
Is a person’s individual style of expressing needs and emotions
Is both biologically and genetically based
Unconscious Mind
Is the part of the mind of which we are unaware
Is a vast storehouse of forgotten memories, desires, ideas, and frustrations
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27. Emotional Factors at Work
Cultural Intelligence (CQ)
Is the ability to interpret human actions, gestures, and speech patterns in an unfamiliar cultural situation and then respond appropriately
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28. Coping with Your Anger and the Anger of Others
Anger Defined:
A strong feeling of displeasure and antagonism
Managing Your Anger
Self-monitor your anger:
How often do you get angry?
What is its source or cause?
How upsetting is your anger?
How well do you manage your anger?
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29. Effective Ways to Express Your Anger
Avoid reacting in a manner that could be seen as emotionally unstable.
Do not make accusations or attempt to fix blame.
Express your feelings in a timely manner.
Be specific as you describe the factors that triggered your anger, and be clear about the resolution you are seeking.
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30. How to Handle Other People’s Anger
Recognize and accept the other person’s anger.
Encourage the angry person to vent his or her feelings.
Do not respond to an angry person with your own anger.
Give the angry person feedback.
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31. Strategies for Achieving Emotional Control
Identifying Your Emotional Patterns
Keep a record or journal of feelings
Spend time in quiet reflection
Chart your emotional landscape
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32. TABLE 8.2 Charting Your Emotional Landscape
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33. Strategies for Achieving Emotional Control
Fine-Tuning Your Emotional Style
Take responsibility for your emotions
Put your problems into proper perspective
Take steps to move beyond toxic emotions such as envy, anger, jealousy, or hatred
Give your feelings some exercise
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34. Strategies for Achieving Emotional Control
Adjusting to Cope with Difficult Decisions
Take only actions that feel good at the moment
Behave in a manner that is acceptable to the people around you
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35. nonassertive behavior assertive behavior aggressive behavior
conflict
conflict trigger
nonassertive behavior
assertive behavior
aggressive behavior
win/lose approach
lose/lose approach
win/win approach
conflict resolution process
emotion
emotional intelligence
temperament
unconscious mind
cultural intelligence
anger
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