1. Get Constructive! Exploring conflict to drive results A UQ Leadership Community event

2. Your response to conflict… Which animal represents you? Why? Which animal would you like to be more like? Why?

3. CONFLICT ………. RESOLUTION disagreement

4. Your turn first… Think of examples of workplace conflict or disagreement you have been involved in. At least one that went well… One that could have gone better…

5. conflict/ disagreement What causes ?

6. (Some) Causes of conflict different perspectives/information personality styles scarce resources (or perception) opposing goals (or perception) different value systems misunderstandings incomplete or inaccurate data power imbalances or (perceived) injustice unclear/overlapping roles or responsibilities … … …

7. Causes of conflict Relationships Data/ Information Interests Structures Values -misinformation -lack of information -different perspectives/ interpretations -‘why’/motivations -competing goals (perceived or actual) -‘how’/procedure -constraints or inequities: resources, time, other -unclear responsibilities -power imbalances -systems -negative behaviour -communication -misperceptions -stereotyping -emotional issues -different value systems, ideologies, worldviews -different criteria for decisions External -mood -personal -outside factors ‘Circle of conflict’ model – Christopher Moore

8. Why are some disagreements easy and others are hard ?

9. Why is it important and beneficial to disagree?

10. Potential benefits of conflict Better information Fosters awareness of problems Can lead to better solutions and decisions Challenging old assumptions can lead to improved practices and processes Requires creativity to find the best outcomes Opens up more possibilities Builds commitment to mutually created outcomes Managing conflicts appropriately helps build self- esteem and encourages personal growth

12. Why is conflict healthy for teams? Shows people are engaged / care Shows that people have a voice – and are willing to use it Increases participation in decisions Builds mutual understanding – what’s important to others Strengthens relationships and collaboration – if it’s kept constructive Well-managed conflict is a sign of maturity

13. What keeps conflict constructive? Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Type of conflict

14. “Teams that engage in unfiltered conflict are able to achieve genuine buy-in around important decisions, even when various members of the team initially disagree … they ensure that all opinions and ideas are put on the table and considered, giving confidence to team members that no stone has been left unturned.” - Patrick Lencioni

15. Data/ Information Relationships Interests Structures Values External Task-focused Focus energy on these areas to maintain constructive outcomes Relationship- focused Aim to shift to task-focused elements, or build understanding

16. What keeps conflict constructive? Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Type of conflict High trust Willingness to be open/vulnerable No “intention invention” Safety is key High trust Willingness to be open/vulnerable No “intention invention” Safety is key Level of trust

17. “Teams that trust each other are not afraid to engage in passionate dialogue around issues and decisions that are key to the organization’s success. They do not hesitate to disagree with, challenge, and question one another, all in the spirit of finding the best answers, discovering the truth, and making great decisions.” - Patrick Lencioni

18. What if there’s no trust? Identify a shared purpose & expectations Communicate openly & regularly, including about trust & teamwork Get to know people as people: explore values, personalities, backgrounds Accept mistakes without blame; resolve them together Create shared experiences & history Lead by example, no matter your role Adapted from http://www.mindtools.com/pages/article/building-trust-team.htmhttp://www.mindtools.com/pages/article/building-trust-team.htm Start with empathy: the effort to understand others’ points of view

19. http://dharmaconsulting.com/2009/how-to-reduce-conflict-a-14-second-tutorial/

20. Data/ Information Relationships Interests Structures Values External With trust comes more sharing, more understanding, benefit of the doubt, willingness to agree to disagree

21. What keeps conflict constructive? Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Type of conflict High trust Willingness to be open/vulnerable No “intention invention” Safety is key High trust Willingness to be open/vulnerable No “intention invention” Safety is key Level of trust Fairly Factually Info shared Feelings and needs expressed Agree to move forward Fairly Factually Info shared Feelings and needs expressed Agree to move forward How people engage

24. http://www.crnhq.org/files/66138/files/Handouts%20and%20Posters/FightingFairposter.pdf

25. What keeps conflict constructive? Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Task-focused (what, when, how to do things) Relationship Early (idea generation, development) Type of conflict High trust Willingness to be open/vulnerable No “intention invention” Safety is key High trust Willingness to be open/vulnerable No “intention invention” Safety is key Level of trust Fairly Factually Info shared Feelings and needs expressed Agree to move forward Fairly Factually Info shared Feelings and needs expressed Agree to move forward How people engage

26. There are limits!

28. Uh-oh… A disagreement!

29. Let’s talk about … us. What’s your response? What would you like to be different? Why do we respond like this? What are your hot buttons? What happens in your body (and brain)? Pause Break Breathe

30. Responses to conflict Active constructivePerspective taking Creating solutions Expressing emotions Reaching out Passive constructiveReflective thinking Delay responding Adapting Active destructiveWinning at all costs Displaying anger Demeaning others (e.g. sarcasm) Retaliating Passive destructiveAvoiding Yielding Hiding emotions Self-criticising When do you tend to use each type of response? How could you do more/do something different? Davis, Capobianco & Kraus (2010)

31. Balancing advocacy & inquiry State your assumptions Explain your reasoning/thinking Share your data Explain your context Test your thinking – ask for reactions, flaws, different views Reveal areas which lack clarity Here’s what I think and how I got there. Can you see any gaps? Do you see it differently? State your assumptions Explain your reasoning/thinking Share your data Explain your context Test your thinking – ask for reactions, flaws, different views Reveal areas which lack clarity Here’s what I think and how I got there. Can you see any gaps? Do you see it differently? Ask others to describe their thought process/reasoning Explore their data; ask for context Explain your reasons for inquiring Use probing, non-aggressive language Check your understanding Explain reasons for inquiring What leads you to conclude that? Can you help me understand your thinking? What are the implications of this? Ask others to describe their thought process/reasoning Explore their data; ask for context Explain your reasons for inquiring Use probing, non-aggressive language Check your understanding Explain reasons for inquiring What leads you to conclude that? Can you help me understand your thinking? What are the implications of this? Advocacy Inquiry Adapted from https://www.solonline.org/?page=Tool_InquiryAdvocacyhttps://www.solonline.org/?page=Tool_InquiryAdvocacy

32. What comes next? What will you do to: -Improve your response to conflict situations -Build trust within your relationships -Establish conflict ground rules -Something else?

33. UQ Leadership Community www.hr.uq.edu.au/leadership-community www.hr.uq.edu.au/leadership

34. Credit where it’s due Circle of Conflict model Moore, C. The mediation process: Practical strategies for resolving conflict. Responses to conflict Davis, M.H., Capobianco, S., Kraus, L.A. (2010). Gender differences in responding to conflict in the workplace: Evidence from a large sample of working adults. Advocacy & Inquiry https://www.solonline.org/?page=Tool_InquiryAdvocacy