This document discusses dealing with conflict in the workplace. It begins by defining conflict and listing sources of conflict such as competition for resources, personality clashes, and external factors. It then discusses the value of conflict in promoting creativity and problem solving. Common responses to conflict like avoiding, smoothing, forcing, and compromising are presented. Examples of destructive conflict that should be managed, like refusal to cooperate and sabotage, are provided. The document also discusses different conflict management styles and provides tips for dealing with various difficult personality types in conflict situations.
40. Destructive conflict must be identified and managed to reduce its negative effects. Unfortunately, the destructive elements of conflict are present simultaneously with its positive or constructive elements – it swirls together! 9
42. Five Most Common Conflict Management Styles 11 High Win-Lose Competition Win-Win Collaboration ASSERTIVENESS Compromise Lose-Lose Avoidance Lose-Win Accommodation Low ACCOMMODATION High
43. A Win-Win Approach Typical Tactics - Stating your views about the issue or problem in clear, nonjudgmental language - Clarifying the core issues by sorting out areas of agreement from areas of disagreement - Listening carefully to each person’s point of view 12
60. The Tank Pushy and ruthless, loud and forceful, or with the quiet intensity and surgical precision of a laser, the task assumes that the end justifies the means. Expect no mercy. Your goal: Command respect. 16
61. The Sniper This covert operator identifies your weaknesses and uses them against you, through sabotage behind your back or well-aimed putdowns in front of the crowd. Your goal: Get all his “snipes” and objections on the table. 17
62. The Know-It-All This person knows 98% of anything. Just ask! They will tell you what they know – for hours at a time – but won’t take a second to listen to your clearly inferior ideas. Your goal: To open their mind to new information and ideas. 18
63. The Think-They-Know-It-All This character does not know much, but does not let that get in the way. Exaggerating, bragging, misleading, and distracting, these legends-in-their-own minds pull you off track. Your goal: Give their bad ideas the hook, and replace with more acceptable solutions. 19
64. The Grenade They blow their tops, they’re unable to stop, and shrapnel hits everyone in range. Then the smoke clears, the dust settles, and the cycle begins building to critical mass again. Your goal: Take control of the situation before the person starts to lose it if possible. 20
65. The “Yes” Person Quick to agree, slow to deliver, the Yes Person leaves a trail of non-commitments and broken promises. Though they please no one, Yes People over commit to please. Your goal: Get commitments you can count on, and HOLD THEM ACCOUNTABLE! 21
66. The “Maybe” Person When faced with a crucial decision, they keep putting it off until it’s too late - but there comes a point when the decision makes itself. Then, it’s nobody’s fault but their own. Your goal: Help them think decisively. 22
67. The “Nothing” Person You won’t know what’s going on because they tell you nothing! No verbal feedback. No nonverbal feedback. They seal their mouths and stare past you as if you’re not there. Your goal: Persuade the person to talk. 23
68. The “No” Person They say that “What goes up must come down.” And what comes down must never be allowed to get back up again. Doleful and discouraging, they drive others to despair. Your goal: Getting them to transition into a problem-solving mode. 24
69. The Whiner They wallow in their woe, whine incessantly, and carry the weight of the world on their shoulders. Your goal: Form a problem-solving alliance. 25
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