Lunch and Learn Leadership Development

Transcription

1 Lunch and Learn Leadership Development Conflict Management 10 January 2018 Presented by Don Riley, Professor, APM Department, DAU-South

2 Objective Recognize different behaviors in dealing with conflict and stress.

3 Communication or Conflict? Video link: Intro video

4 Problem and Solution The Problem We re not achieving maximum results in. (your pressing issue/conflict) The Solution Get to the root cause of obstacles and achieve desired results.

5 A Dysfunctional Team Let s watch a typical interaction between a team member and the team leader. Brittney is about to be asked to do something she thinks is impossible. Video link: CC1_Britiney_Overview_Setup

6 What Is a Crucial Conversation?

7 How Does She Do? Let s see how Brittney responds. What would you call her approach? Give it a name. What will the results be? Video link: CC1_Britiney_Overview_Silence

8 A Different Approach Let s give Brittney another chance. What would you call her approach this time? Video link: CC1_Britiney_Overview_Violence What will the results be?

9 We Toggle between Silence & Violence Silence doesn t work, so we get frustrated. When we get too frustrated, we jump to violence.

10 When It Matters Most We Do the Worst This is your brain.

11 When It Matters Most We Do the Worst This is your brain during a crucial conversation. Video link: Parking Lot Rage We are left to deal with the most complex and challenging conversations of our lives with the same set of skills we d use to deal with a salivating predator.

12 Solution to the Problem When we start having these conversations effectively, we will see our issues get solved and our bottom line improve. We can t keep handling these conversations the way we have in the past and expect to get better results. The only way that people and organizations are ever able to get the results they want is through enacting certain skills Crucial Conversations skills

13 The Power of a Few Skills Video link: CC1_Britiney_Overview_Skills What if Brittney were to bring Crucial Conversations skills to the same problem we saw earlier? Would a mere handful of skills make a real difference? Let s see.

14 Benefits Brittney used Crucial Conversations skills and the conversation took a positive turn toward dialogue. Brittney has helped set the company on a positive course that will save money and service customers. If more of our people used these skills, how would it affect our issues around?

15 Managing Conflict Causes of Stress and Conflict What s your style? Conflict Management Methods Conflict Management Model & Tool Summary

16 Stress 2 - Reasons for Stress in Organizations I Know Something You Don t Know You Know Something I Don t Know

17 Stress

18 Style Under Stress Silence describes people who withhold their ideas and opinions from others. It could be that an individual sugar coats or waters down their meaning in order to keep some hidden. Or, perhaps they share none of their meaning and withdraw completely. Violence describes people who compel others through attempts to control, being disrespectful, or making harsh, verbal attacks. When you consider functional teams or groups of people, the goal is not to balance the dynamics of silence or violence. Both are hurtful and dysfunctional. Rather, the desired result is to move your teammates away from both silence and violence and toward honest and open dialogue. The costs of silence are enormous. If, when the meeting becomes stressful, teammates clam up, don t fully advocate their ideas, or understate the importance of issues; then the problems cannot be solved, progress is very slow, and innovation and creativity are almost impossible.

19 Under Stress Situations can escalate quickly! Video link: Fried Green Tomatoes

20 Style Under Stress This 12-question quiz reveals your natural tendencies to move toward silence (masking, avoiding, or withdrawing) or violence (controlling, labeling, or attacking). Before you start, read through the following points: RELATIONSHIP Think about the relationship you want to improve with your boss, coworker, direct report, friend, or family member and keep this relationship in mind. CIRCUMSTANCE Next, think of a tough situation one you might have handled poorly or avoided altogether. APPLY Now, with that situation in mind, respond to the statements on the following pages as either true or false. (do only the first 12!) Complete the style under stress (12 questions)

21 Style Under Stress Understand how YOU deal with stress Recognize when others are in silence/violence Focus toward honest and open dialogue (i.e. COMMUNICATE) The costs of silence/violence is enormous

22 Causes of Conflict Differences in Goals Communication Expectations Styles Experiences Attitudes Priorities Values Personalities Functional Agendas Complete the Conflict Styles Quiz Handout

23 Ways of Dealing With Conflict Avoidance Denial or withdrawal; min people and min task Competition Power dominance; min people and max task Compromise Negotiation; mid people and mid task Accommodation Suppression or smoothing over; max people and min task Collaboration Integration; max people and max task

24 Ways of Dealing With Conflict High Accommodation Collaboration PEOPLE Compromise Low Avoidance Competition Low TASK High

25 Summary We all have different conflict style preferences as do others at work. One conflict style may not fit all situations. Important to identify the impact of YOUR conflict style preferences and challenges as a leader in working effectively with others.

26 Managing and Resolving Conflict Questions?