1. Conflict and Workplace Culture How Leaders can Affect Positive Change

2. Learning objectives Following this presentation you will be able to Following this presentation you will be able to: recognize, define, intervene, mitigate, manage and evaluate conflict in your work group.

3. Conflict has three componentsDisagreement: differences in values, needs, opinions, interests and goalsInterference: of attaining one’s interests, objectives, or goals Negative Emotions: fear, jealousy, anger, anxiety, frustration

4. Not to be confused with…Bullying/Harassment characterized by a constellation of repeated acts by one or more individuals undertaken with an intention to cause harm Workplace Incivility a form of organizational deviance- behaviours that violate respectful workplace norms. Not necessarily meant to harm but are often rude, discourteous.

5. Antecedents Individual differences – dissimilar demographics, value differences Interpersonal factors - reciprocated distrust, poor communication, lack of perspective taking, inadequate emotional intelligence Organizational factors – change due to restructuring, interdependence, diminished flexibility, lack of employee engagement Goal perception – the more common the goal the better chance of constructive controversy

6. Conflict is:Relationship exists when there are interpersonal incompatibilitiesTask disagreements about the content of the tasks being performed or about viewpoints, ideas and opinionsProcess disagreement on how to accomplish the task

7. What do you see most often? At your tables identify and discuss: Most common type of conflict Cause of the conflict Consequences to the department/work group How do you manage conflict?

8. Thomas - Kilmann Conflict Mode Instrument What is your personal style when dealing with conflict? 15 minutes

9. The 5 styles Competitive: high assertiveness, low cooperation This group wants to win! Accommodative: low in assertiveness, high in cooperation This group’s members are easy going and follow the crowd This group’s members are easy going and follow the crowd. Avoiding: low in assertiveness, low in cooperation Avoiding people are detached and indifferent to conflict. Collaborative: high assertiveness, high in cooperation This group’s members are active problem solvers. Compromising: moderate in assertiveness, moderate in cooperativeness These people will give and take to resolve conflict.

10. Setting the stage for successful conversations Make it safe Look for signs Use Contrasting- “I don’t want….I do want” Seek mutual purpose Seek mutual respect

11. STATE for perspective sharing Share the facts Tell your story Ask for others perspective Talk tentatively Encourage testing

12. Communication Tips  Allow for personal space  Be aware of body language, eye contact, touching  Use active listening  Confirm your understanding of the problem  Acknowledge feelings

13. Continued…  Allow for perspective taking, Do Not interrupt  Seek to understand underlying motives  Use “I feel” statements  Know your policies, CA  Know where to go for help

14. Considerations and Take Aways Personal struggles impact professional performance Evaluate departmental health and engagement Individuals may not want to share information with you Create opportunities for collaboration Encourage dialogue, discourage triangulation

15. Where to go for support? Associate Dean, Dean Vice-President Academic Dispute Resolution office Deans of Students Human Resources

16. References Almost, J., Doran, D.M.,McGillis-Hall, and Lascdhinger, H.K.S. (2010) Consequences and Antecedents of Intragroup of Conflict among nurses. Journal of Nursing Management, 18(8) 981-992 Regisered Nurses Association of Ontario (RNAO) Best Practice Guideline (2012) Managing and Mitigating Conflict in Health Care Teams. Toronto, ON De Dreu, C.K.W. and Weingart, L.R. (2003a) Task Ve3rsus Relationship Conflict, Team Performance and Team Membership Satisfaction. Journal of Applied Psychology. 88(4) 741-749 Pondy, L.R. (1967). Organizational Conflict: Concepts and Models. Administrative Science Quarterly, 12(2) 296-320. Patterson, K, Grenny J., McMillan R., Switzler (2012) Crucial Conversations, Tools for talking when stakes are high questions?