Leadership and Managing Conflict in the Workplace

Category: Education

Presentation Description

How leaders can resolve conflict in the workplace


Presentation Transcript

Leadership & Managing CONFLICT in the workplace:

Leadership & Managing CONFLICT in the workplace Oyewole O. Sarumi PhD, FCIPDM, FCIPMN

The Bedrock of Crisis….:

The Bedrock of Crisis…. ‘90 percent of a crisis response is communications.’ (Barbara Reynolds, CDC, USA)


OPENING Story The story of responses to crisis/challenge in a Restaurant

Learning Objectives:

Learning Objectives At the end of this session, participants will be able to: define conflict and conflict management; appraise the roles of diplomacy in crisis management;

Learning Objectives:

Learning Objectives list some conflict management techniques; state the strategies of conflict management; and explain how to resolve conflicts in today’s workplace.


Definition of Terms

What is Conflict?:

What is Conflict? A state of open, often prolonged fighting; a battle or war. A state of disharmony between incompatible or antithetical persons, ideas, or interests; a clash. A state of opposition between ideas, interests, etc.; disagreement or controversy A state of opposition between two simultaneous but incompatible wishes or drives, sometimes leading to a state of emotional tension


The practice of recognizing and dealing with disputes in a rational, balanced and effective way. The conflict management skills of a leader will be excellent if they can demonstrate ability to diffuse a hostile situation. What is Conflict Management?

What is Conflict Management? :

What is Conflict Management? Conflict management implemented within a business environment usually involves: effective communication; problem resolving abilities; and good negotiating skills to restore the focus to the company's overall goals.

What is Crisis?:

What is Crisis? Critical event or point of decision which, if not handled in an appropriate and timely manner (or if not handled at all), may turn into a disaster or catastrophe. [http://www.businessdictionary.com/definition/crisis.html] A crucial or decisive point or situation, especially a difficult or unstable situation involving an impending change. A sudden change in the course of a disease or fever, toward either improvement or deterioration. An emotionally stressful event or traumatic change in a person's life. [ https://www.thefreedictionary.com/crisis]

Conflict Management in Organisation:

Confli c t Management in Organisation

Intra-Personal Conflict:

Intr a - Personal Confli c t

Inter-Personal Conflict:

Inte r - Personal Confli c t

Intra & Inter-Group Conflict:

Intra & Inte r - Group Confli c t


Inte r- nation Confli c t Inte r- Organizational Confli c t

General Sources of Conflict:

General Sources o f Confli c t Com p et i ti o n f o r li m it e d resources Di v ersit y o f g oals Di f fere n ces i n val u e s a n d p erception Natur e o f comm u nicat i on Aggress iv e nat u re o f p eop l e T as k int e rdep e nde n ce

Leadership and Conflict :

Leadership and Conflict Leadership must recognize that there must be conflict Leadership must be wise to handle conflict promptly Leadership must take decision to resolve conflict Leadership must not be complicit in conflict Leadership must be equipped with diplomacy tools to resolve conflicts

Conflict Resolution Techniques:

Confli c t Resolut i on Techniques

Conflict Resolution highlights:

Confli c t Resolut i on highlights Solving t h e r e aso n o f confl i ct Clearin g confusions Find i n g sol u tio n s NOTE: Can you differentiate between Conflict Resolution and Conflict Management ?

Orientations to Conflict. :

Orientations to Conflict. There are three orientations to conflict: The lose-lose orientation - is a type of conflict that tends to end negatively for all parties involved. A win-lose orientation - results in one victorious party, usually at the expense of the other. The win-win orientation - is one of the most essential concepts to conflict resolution. A win-win solution arrived at by integrative bargaining may be close to optimal for both parties.

The 5 Diplomatic Conflict Styles :

The 5 Diplomatic Conflict Styles According to Kenneth W. Thomas and Ralph H. Kilmann, there are five Diplomatic Conflict Styles (DCS) that a manager can use: Avoidance Competing Accommodation Compromise Collaboration


A void i ng Ig n ori n g the conf l ic t ho p in g t h a t i t wil l b e solved itself

Avoidance :

Avoidance Avoiding an issue is one way a manager might attempt to resolve conflict. This type of conflict style does not help the other staff members reach their goals and does not help the manager who is avoiding the issue and cannot assertively pursue his or her own goals. However, this works well when the issue is trivial or when the manager has no chance of winning.


Ac c ommodating Giving op p osin g side w h a t i t wants


Accommodation Here the manager is one who cooperates to a high degree. This may be at the manager's own expense and actually work against that manager's own goals, objectives, and desired outcomes. This approach is effective when the other person is the expert or has a better solution.


Collaborat i ng Decidi n g whic h i s ac c ep t ab l e to everyone


Collaborating Here, Managers become partners or pair up with each other to achieve both of their goals in this style. This is how managers break free of the win-lose paradigm and seek the win-win. This can be effective for complex scenarios where managers need to find a novel solution.


Compromi s ing Giving awa y (posit i on , clien t s) f o r the g o o d o f org a nizat i on betwe e n two powerf u l part i es


Compromising This is the lose-lose scenario where neither person nor manager really achieves what they want. This requires a moderate level of assertiveness and cooperation. It may be appropriate for scenarios where you need a temporary solution or where both sides have equally important goals.


Competing Com p et e first. Y o u win , your word s win!


Competing This is the win-lose approach. A manager is acting in a very assertive way to achieve his or her own goals without seeking to cooperate with other employees It may be at the expense of those other employees. This approach may be appropriate for emergencies when time is of the essence.

Diplomatic Process of Resolving Conflict:

Diplomatic Process of Resolving Conflict Identify the source of the conflict Look beyond the incident. Request solutions. Identify solutions both disputants can support. Commit parties to an Agreement.

1. Identify the source of the conflict. :

1. Identify the source of the conflict . The more information you have about the cause of the conflict, the more easily you can help to resolve it. To get the information you need, use a series of questions to identify the cause, like, “When did you feel upset?” “Do you see a relationship between that and this incident?” “How did this incident begin?” As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open up to you.

2. Look beyond the incident. :

2. Look beyond the incident . Often, it is not the situation but the perspective on the situation that causes anger to fester and ultimately leads to a shouting match or other visible—and disruptive—evidence of a conflict. The source of the conflict might be a minor problem that occurred months before, but the level of stress has grown to the point where the two parties have begun attacking each other personally instead of addressing the real problem. In the calm of your office, you can get them to look beyond the triggering incident to see the real cause. Once again, probing questions will help, like, “What do you think happened here?” or “When do you think the problem between you first arose?” Assertiveness Training Classroom Seminars Onsite Seminars Gain more confidence, decisiveness and respect through assertiveness

3. Request solutions. :

3. Request solutions. After getting each party’s viewpoint on the conflict, the next step is to get each to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?” As mediator, you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language. Just listen. You want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away from finger pointing and toward ways of resolving the conflict.

4. Identify solutions both disputants can support. :

4. Identify solutions both disputants can support . You are listening for the most acceptable course of action. Point out the merits of various ideas, not only from each other’s perspective, but in terms of the benefits to the organization. (For instance, you might point to the need for greater cooperation and collaboration to effectively address team issues and departmental problems.)

5. Come to an Agreement. :

5. Come to an Agreement. The mediator needs to get the two parties to shake hands and agree to one of the alternatives identified in Step 4. Some mediators go as far as to write up a contract in which actions and time frames are specified. However, it might be sufficient to meet with the individuals and have them answer these questions: “What action plans will you both put in place to prevent conflicts from arising in the future?” and “What will you do if problems arise in the future?” This mediation process works between groups as well as individuals. Having conflict or dealing with conflict can be stressful. Register to attend our webinar to learn how to be resilient to workplace stress.

Healthy and Unhealthy ways of managing:

Healthy and Unhealthy ways of managing and resolving conflict UNHEALTHY HEALTHY Inability to compromise or see other persons side. Ability to seek compromise and avoid punishing Explosive, angry, hurtful, resentful reactions Calm, non-defensive and respectful reactions Withdrawal of love resulting in rejection, isolation and abandonment Readiness to forgive and forget and to move past the conflict without holding resentments or anger Fear and avoidance of conflict; the expectation of bad outcomes Belief that facing conflict head on is the best thing for both sides

Conflict Management Skills:

Conflict Management Skills Good and a patient listener The pitch and the tone have to be taken great care of Adopt a positive attitude Never criticize anyone or make him feel small Prefer the conference room, board room or any suitable place for presentations, seminars and discussions The superiors must ensure that the team members are assigned responsibilities according to their KRAs and specializations Avoid gossips and rumors


Conflicts must be avoided at workplace so that employees do not carry tensions back home and are able to give their best to benefit themselves as well as the organization.

Importance of Conflict:

Importance of Conflict Management Facilitates employees to concentrate on their work. Strengthens bonds amongst employees Helps finding a middle way – an alternative to any problem and successful implementation of any idea. Motivates employees to strive hard to live up to the expectations and contribute to the organization in the best possible way. Prevention is better than cure.

Closing Story:

Closing Story The story of a young boy and the fortune teller.

Thank you for your attention:

Thank you for your attention

Thanks for Your Attention:

Thanks for Your Attention QUESTIONS?

References Used:

References Used Vladimir Petrovsk . Diplomacy as an instrument of good governance. Source: Modern Diplomacy. Ed by J. Kurbalija (1998). Retrieved on Oct.30,2018 from https://www.diplomacy.edu/resources/general/ diplomacy-instrument-good-governance Ikupolati , Mike P. The Strength and Relevance of Diplomacy in Conflict Management & Governance. Oct, 5, 2018 CIPDM Induction/training Lecture in Port Harcourt. Sarumi, Oyewole. Identifying Leadership & Management Approaches to Governance with Diplomacy as a Tool for Conflict Resolution. Oct.13, 2018 CIPDM Induction/training Lecture in Abeokuta. Chas. W. Freeman , Sally Marks . Diplomacy. https://www.britannica.com/ topic/diplomacy

authorStream Live Help