1. Patricia Frick 301-504-1450 Jeff Schmitt 301-504-1352 Janelle Davis 301-504-1460

2. Improve your current ability to manage workplace conflict PURPOSE

3. OBJECTIVES Create a positive work environment through better communication Identify different working styles Understand/respect our differences Determine your own personal conflict management style

4. OBJECTIVES Learn a creative problem solving process Discuss how Alternative Dispute Resolution (ADR) processes can be a valuable resource for effectively managing conflict

5. DEFINITION Conflict occurs when two people oppose each other because their needs, wants, goals, values, and/or methods are different. Conflict is almost always accompanied by feelings of anger, hurt, frustration, threats or anxiety.

6. Lost time and productivity Damaged relationships The cost of conflict is HUGE!

7. What makes conflict a problem … is how we react to it

8. We may try competing or accommodating or compromising

9. May not be the best solution because someone always loses

10. There is a better way- collaboration

11. To get there… Keep an open mind Don’t worry about who is right or wrong Just find a solution that works for everyone

12. You can get to collaboration if you Tell it like you see it Then let go of the past

13. So you can stay focused on the future The future will be better if you agreed on The results all of you want And how you will treat each other

14. Conflict can be an opportunity to learn and grow Resolving conflict takes time and effort Turning conflict into collaboration Everyone wins!

15. SOURCES OF CONFLICT IN THE WORKPLACE Communication breakdowns Difference in priorities Differing expectations Working styles

16. WORKING STYLES

17. ANALYTICAL STYLE Does the job correctly Likes facts and figures Focuses on steps and objectives Seeks logical explanations

18. DRIVER STYLE Gets the jobs done Likes results Focuses on the job Seek the most efficient way

19. AMIABLE STYLE Works cooperatively Likes people and fairness Focuses on process Seeks informality

20. EXPRESSIVE STYLE Works enthusiastically Has “vision” Focuses on hunches Seeks stimulation

21. Being aware of our WORKING STYLES can enhance our interaction with each other WORKING STYLES can enhance our interaction with each other

22. DEALING WITH CONFLICT Focus on how to handle positive/negative Not what we say -- but how we say it

23. CONFLICT IS NEGATIVE WHEN Looked upon as a barrier Casting blame on someone (dwelling on the past) Input and understanding are not sought by all parties

24. NEGATIVE APPROACH Viewing others as adversaries Focus is on winning Take things personally Not concerned about perceptions and feelings of others Assume that others see things the way we do

25. CONFLICT IS POSITIVE WHEN It leads to increased understanding and promotes harmony It produces some new ideas or approaches We focus on the future

26. POSITIVE APPROACH Show mutual respect for others’ thoughts and feelings Develop effective partnerships Show support for each other Are secure enough to communicate openly Avoid playing games Don’t take things personally Assert themselves to achieve positive results

27. CONFLICT MANAGEMENT STYLES I can influence I can control

28. CONFLICT MANAGEMENT STYLES Avoiding Accommodating Compromising Competing Collaborating

29. AVOIDING Issues of low importance Reducing tensions Buying time

30. ACCOMMODATING Showing reasonableness Creating good will Keeping “Peace”

31. COMPROMISING Temporary solutions Time constraints Backup plan

32. COMPETING Quick action Unpopular decisions Vital issues

33. COLLABORATING Learning Merging perspectives Gaining commitment Improving relationships

34. CREATING COLLABORATION Make sure the other person shares his or her needs and objectives Stimulate information sharing Offer many alternatives

35. CREATING COLLABORATION Insist on a collaborative process before discussing solutions Refuse to interact when emotions are high Take a creative problem-solving approach

37. COMMUNICATION SKILLS

38. Communication is the Primary Means for Managing Conflict

39. DIRECT Say what you mean No need to read between the lines Goal of communication exchange is information gathering

40. Do not always say what you mean Read between the lines Saving face and preserving harmony are the goals INDIRECT

42. POINTS TO CONSIDER Keep an open mind Be fair - treat everyone with respect Listen - do not interrupt Different point of view Blaming for past wrongs

43. COMPONENTS OF EFFECTIVE COMMUNICATION Active Listening Asking Questions Paraphrasing Providing Feedback Empathy

44. ACTIVE LISTENING Visual Physical Verbal

45. ASKING QUESTIONS Open-ended questions Specific questions Use a positive approach

46. PARAPHRASE Let them know you heard what was said

47. PROVIDING FEEDBACK Identify the purpose Describe specific observations Allow the person to respond Offer specific suggestions Express support Follow-up

48. EMPATHY Empathy is identifying with and understanding another person’s point of view, feeling, situations and motives Empathy does not mean you agree with the person

49. LISTEN TO UNDERSTAND Paraphrase Respond with empathy Ask questions Give feedback Legitimize

50. SPEAK TO BE UNDERSTOOD Monitor your tone of voice State your positive intent Tactfully control interruptions Tell your truth -Use “I” language -Be specific -Suggest options Stay flexible

51. POINTS TO REMEMBER Avoid defensiveness Actively listen Positive attitude

52. INGREDIENTS FOR A WIN/WIN OUTCOME Willingness to resolve Willingness to focus on the root of the problem Willingness to empathize

53. STEPS TOWARD RESOLVING CONFLICT Explore the problemExplore the problem Create lots of optionsCreate lots of options Agree to implement the best optionAgree to implement the best option THEN: THEN: * Implement option(s) * Evaluate results

54. COOPERATIVE RESOLUTION PROGRAM

55. THE COOPERATIVE RESOLUTION PROGRAM PROVIDES Conflict Consultation Mediation Services Conflict Management Training

56. CONFLICT CONSULTATION Confidential and voluntary One-on-one Assist in improving communication skills Making us aware of our behavioral tendencies to prevent unnecessary disputes and resolve the ones that do arise collaboratively

57. CONFLICT CONSULTATION Identify specific goals Consider barriers to these goals Determine steps to achieve goals Examine habitual behaviors that may contribute to conflict Shift unhelpful reactions to conflict to constructive responses

58. MEDIATION SERVICES Mediation is a problem-solving process that focuses on the future Opens lines of communication Discover individual interests and needs Creates understanding Builds better relationships

59. MEDIATION OFFERS AN OPPORTUNITY TO Be listed to and be understood Be listed to and be understood Develop new way of dealing with a dispute Develop new way of dealing with a dispute Create your own solution Create your own solution

60. CONFLICT MANAGEMENT TRAINING Conflict management training focuses on communication skills and self-awareness that are integral in improving the quality of our work environment

61. CONFLICT MANAGEMENT TRAINING PROVIDES AN OPPORTUNITY TO: Identify your individual working style Identify your individual working style Define conflict and identify sources Define conflict and identify sources Identify your own conflict management style Identify your own conflict management style Discuss the pros and cons of each conflict management style Discuss the pros and cons of each conflict management style Improve communication/active listening skills Improve communication/active listening skills

62. MANAGING DIFFERENCES The way I see it The way you see it The way it is

63. ATTITUDE Positive/Negative YOU MAKE THE DECISION

64. FOR INFORMATION ON THE PROGRAM Please visit our web site Please visit our web sitewww.afm.ars.usda.gov/programs/coopres or contact us Patricia Frick 301-504-1450 Jeff Schmitt 301-504-1352 Janelle Davis 301-504-1460