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Resolving Conflict: Coming Together Is A Beginning. Keeping Together Is Progress. Working Together Is Success

Supervisory training on how to teach employees to resolve differences by using I statements and role-play scenarios until they are confident in their ability to use I statements.

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mmwellauer
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85 views

Resolving Conflict: Coming Together Is A Beginning. Keeping Together Is Progress. Working Together Is Success

Supervisory training on how to teach employees to resolve differences by using I statements and role-play scenarios until they are confident in their ability to use I statements.

Uploaded by

mmwellauer
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Resolving Conflict

Coming together is a beginning.


Keeping together is progress.
Working together is success.

- Henry Ford

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1. After completing this course, you will be able to use the Guide
to Using I Statements for employee to resolve their differences
with each other in real time.

2. Understand the possible root causes of conflict between
employees.

3. Benefits of Conflict

4. What your employees need from you to resolve differences.


Todays Session
3
Conflict is..
...the condition in which
peoples concerns the
things they care about
appear to be
incompatible (opposite)
with anothers point of
view.
I dont agree!
I see things differently!
4
Reasons we may have conflict in the
workplace and with those around us

Difference of Opinion
Lack of Role Clarity
Differences in values
Lack of information
Unable to Communicate Effectively
Not Listening to Others
Lack of Respect for Others
Mistrust
Fear
Unclear expectations
Not feeling valued





5
Barriers in Conflict
Behavior that is
Rigid
Irresolute
Intrusive
Aloof
Explosive

6
Benefits of Conflict
Negative feelings are a signal of conflict in
the workplace
Once conflict is acknowledged, issues are
brought to the surface
In an attempt to resolve conflict, stronger
personal connections, transparency and
trust can be formed.
When employees can resolve their own
conflicts, we have a chance to discover
innovative solutions .
7
Formula for Success
Teach employees how to communicate with each
other so conflicts are resolved quickly

Team ability to resolve
differences
+
=
High performance, High
patient satisfaction/safety
Why are employees so afraid to do this?
8







What Employees Need From You
1. Communicate your expectations
When you are upset with a colleague or your colleague is upset
with you, Id like you to address it directly with the person. Im happy
to help you prepare for that conversation and role-play it with you,
but its important to your professional development to be able to
resolve differences.

2. Keep it Simple
a) How to use the Guide for Constructive Feedback, I
Statements and Active Listening Techniques
3. The WIFM
a) Be seen as a highly effective professional with leadership
potential
b) Improves transparency and builds trust within the team
c) Increases team performances
d) Enhances patient satisfaction and safety

4. Be supportive

9
AN EASY-TO REMEMBER GUIDE
FOR CONSTRUCTIVE FEEDBACK

When an employee is being bullied,
harassed, or intimidated.
When an employee is unable due to
cultural or personality issues.
When the conflict is with a manager.
Employees Cannot Resolve This
Teach Employees These Steps
Listen

Understand

Respond
10
Listen
Listening requires you to be
willing to consider the other
persons views.
I noticed you seemed upset when
you came back from lunch and I was
doing the bandage change for one of
your patients. Will you tell me why
this bothered you?
Be totally present
no internal conversation/rebuttal
Congruent verbal and non-
verbal body language.

11
Understand
Verify your interpretation of what you
heard is correct.
Restate or summarize points made.
To confirm areas of agreement or
disagreement


It sounds like you are most concerned about ______.
Is that correct?

What you disagree with is _______________. Is that correct?

From your point of view the problem is ________________.
Am I on track?

12
Respond
13
I Statements EXPLANATION
1. "When you . . . "
Start with a "When you . . ." statement that describes the
behavior without judgment, exaggeration, labeling,
attribution, or motives. Just state the facts as specifically
as possible.
2. "I feel . . . "
Tell how their behavior affects you. If you need more
than a word or two to describe the feeling, it's probably
just some variation of joy, sorrow, anger, or fear.
3. "Because I . . ."
Now say why you are affected that way. Describe the
connection between the facts you observed and the
feelings they provoke in you.
4. (Pause for discussion) Let the other person respond.
5. "I would like . . ."
Describe the change you want the other person to
consider
6. "Because. . ."
. . . And why you think the change will alleviate the
problem.
7. "What do you think?"
Listen to the other person's response. Be prepared to
discuss options and compromise on a solution.
ACTIVE LISTENING SKILLS
14
15
TECHNIQUE PURPOSE LEAD-IN
Paraphrasing
Verify understanding by listener
stating in his or her own words the
speakers communication

What I heard you say was. . .
You believe . . .
You mean that . . .
Restating
To show you are listening and
understand what is being said.
To check your meaning and
interpretation.
Direct statement of speakers
communication
Reflection of
Feeling
Acknowledge the expectations or
feelings of the speaker

You feel humiliated.
You appear to be feeling . . .
You seem very passionate
about . . .
Clarifying
Gather additional information to
clarify speakers intent

Could it be that . . .
Tell me more about that . . .
What would that look like?
Teach Active Listening Skills

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