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Rock, Paper, Scissors
Employee Conflict Resolution
Rock
Paper
Scissors
EMPLOYEE CONFLICT RESOLUTION
OCTOBER 2-4, 2016
MISSOURI HOSPICE & PALLIATIVE CARE ASSOCIATION CONFERENCE
JUDY WAECHTER RN, CRRN
Objectives
1. Know how to asses individual reactions to conflict in order to better
manage attitudes.
2. Demonstrate how to analyze conflict solutions to determine best approach to
achieve desired outcomes
3. Develop a Conflict Resolution Strategy that fosters teamwork.
4. Describe use of the STAR technique.
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https://www.youtube.com/watch?v=GnB3MpUfv_k
https://www.youtube.com/watch?v=GnB3MpUfv_k
Conflict Reaction Profile
Conflict occurs because of perceived
differences and the meaning we attach to
them more than the differences themselves.
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The Role of Perceptions in Conflict
A - Ambiguity
P – People (others)
P - People (myself)
E - Expectations
A - Aggression
R - Resources
Things are not always as they A-P-P-E-A-R
A – Is this situation ambiguous? Are the responsibilities of the parties
ambiguous?
P – Are the parties different in how they think about the situation?
P – Have the parties brought personal issues from old conflicts into the
current situation?
E – Is the situation different than what either party expected it to be?
A – Has one party been aggressive, abusive, or violent to the other?
R – Is there really a shortage of resources, or are there creative ways to
meet everyone’s needs?
Strategies for Reducing Conflict
Identify the Conflict Situation:
Process
Role
Interpersonal
Direction
External
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https://www.youtube.com/watch?v+KY5TWVz5ZDU
Process Conflicts
How much control do I have over this process conflict?
Identify the root cause of the problem and analyze the improvement opportunity.
Talk to the owner of the process.
Describe the problem and get agreement.
Suggest a workable solution and action plan.
Follow-through on the plan and give recognition to the owner of the process.
Role Conflicts
Exactly how do I perceive my role in relation to the others involved in this issue?
Take responsibility for clarifying your role with other involved
 Be prepared to change your perception of your role.
Show your willingness to be flexible in achieving your organization's goals.
Stay positive. View any role change in terms of the opportunities it presents.
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Interpersonal Conflicts
How much do my personal biases and prejudices affect this relationship?
Write down 3 behaviors that you could change in order to reduce the conflict in this
relationship. Commit to following through on these changes for at least 3 months.
Ask the other person involved how you could defuse the existing conflict.
Encourage feedback that might seem brutally honest.
Put yourself in their position. How do you think they view your commitment to
reducing conflict in your relationship. Why?
Make a list of 5 strengths that you see in the other person. Then list 5 ways that
improving this relationship would benefit you.
https://www.youtube.com/watch?v=cVHoku5QUOw
Direction Conflicts
Am I clear on the direction or vision?
Clarify the discrepancy so that it can be easily described in neutral words and
take action.
Ask permission to address the discrepancy with the other person in a friendly,
nonconfrontational way and gain agreement.
Use “I” and “we” messages rather than “you” messages.
If there is a difference in values, always go with the higher value.
Make authentic commitments.
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External Conflicts
How much control do I have over this factor?
Choose to fight battles that are worth the price.
Put your energy into things you “can do” rather than complain about what you ‘can’t
do”.
Do something good for others.
Maintain perspective and a sense of purpose.
Talk to someone you trust.
STAR
Situation/Task (ST) the person or group faced, such as a
problem, business opportunity, special challenge, or routine
task.
Action (A), such as what the person’s or group’s said or did,
or failed to say or do, to handle the situation or task.
Result (R), the consequences of what the person or group did.
STAR
Alternative Action - what the person might have said or done instead
Enhanced Result - why the alternative action might have been more
effective
Specific - compare current performance to goals
Timely - as soon as possible
Balanced - balance developmental feedback with positive feedback
About the performance or behavior - not on the person
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2 Minute Challenge:
State
Wait
Remind
Ask
Agree
This is What I saw
For a response
This is what I need to see …
What will you do to make sure this
will happen?
So, we agree that …
Team Conflict Resolution Strategies
11 Steps to Win/Win Team Conflict Resolution Strategies
1. Clearly define and agree on the issue that is causing
a conflict between team members.
2. Prepare, do your homework, and be specific.
3. Have a positive attitude.
4. Walk in the other person’s shoes.
5. Look for similarities
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Team Conflict Resolution Strategies
11 Steps to Win/Win Team Conflict Resolution Strategies
6. Deal with facts, not emotions.
7. Present facts and evidence, provide suggestions and alternatives.
8. Establish open communication. Listen first, talk second.
9. Demonstrate interest in the other persons point of view.
10. Explore options and possible solutions together.
11. End on a positive note; reaffirm the goals.
Individual Conflict Resolution Plan
1. Specific Conflict
2. People Involved
3. Plan of Action
4. Results Expected
5. Accountability Partner
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Q&A
Bibliography
www.dalecarnegie.com ; Internal Conflict Resolution (2008)
Team Conflict Resolution Strategies (2013)
STAR; Development Dimensions International, Inc. (2005)
First, Break All the Rules; Marcus Buckingham and Curt
Coffman, copyright 1999
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