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With Conflict Resolution Nothing is Straightforward and Simple

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conflict

The style of problem solving and conflict resolution is the most important factor in determining group effectiveness. Research has shown that the predominant mode of conflict resolution that characterizes leadership and management groups is the most significant variable in determining whether or not companies are profitable.

The manner in which managers resolve problems and overcome conflict within their organizations may appear of little consequence as long as the problem is solved and the conflict is eliminated. However, managers must understand the group dynamics that impact solutions and their consequences.

There are various modes of conflict resolution that come into play in the workplace. Some define the group by the norms accepted. Other styles of conflict resolution may be appropriate to the circumstances surrounding the problem. Nothing is straightforward and simple.

It is important for managers to understand the complexity of problem solving and conflict resolution. There are specific methods and techniques that managers should use and apply to be consistently effective. However, they should recognize there are other styles of conflict resolution that can be more effective, depending upon the circumstances and the makeup of the individuals involved. Managers must learn to recognize all modes and when they are best applied.

There are a variety of conflict resolution modes that managers will find to be common in the workplace. It should be noted that most groups often act in ways that contain one or more of these styles in their efforts to deal with conflict:

Smoothing and Avoiding

These groups tend to be comprised of accommodating individuals who, when a problem or conflict occurs, will tend to define it in a manner that minimizes the differences between individuals. Their objective is to maintain the status quo within the group. As a whole, this method of conflict resolution is destructive because it does not address the central issues or actually resolve the sources of conflict. Consequently, these issues tend to fester within the group and will emerge later as a larger issue.

The group norms that identify the smoothing and avoiding behavior include individuals who tend to withdraw when attacked in order to avoid conflict. Additionally, individual group members tend to keep their feelings and remarks in check so that they don’t surface. This effectively masks internal conflict and prevents the manager, as well as the group, from identifying the undercurrents that are present.

Confronting and Problem Solving

This form of conflict resolution represents the healthiest behavior. The members of this group tend to be collaborators. They will define the problem relative to the total organization’s needs versus their own. The outcomes of this group are interdependent if the total group benefits from the solution.

The group norms that identify the confronting and problem solving behavior include individuals who feel it is important to bring out and confront the differences of opinion and perspective within the group. They also feel that all solutions to conflict should be open and fair to all involved and to the organization as a whole. The group will tend to arrive at answers and solutions by reason rather than the application of personal power and authority.

Confronting and problem solving behaviors are generally the most effective mode for resolving group conflicts.

Bargaining and Forcing

This form of conflict resolution behavior favors and is beneficial to specific power groups and personal agendas. It takes a winning-at-all-costs slant that positions one group against another. The problems tend to be defined in terms of the stakes of each group. The participants and the atmosphere are confrontational and adversarial. The outcome favors one group at the expense of all others.

The group norms that typify bargaining and forcing behaviors include individuals who will seize the advantage whenever possible and compromise when the advantage is the other group’s. Individuals will tend to maximize the benefits for themselves over the other individual members.

Excerpt: Conflict Resolution: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Unresolved Conflict is Corrosive to Leadership

The Challenge of Handling Conflict

“Dissent, Even Conflict Is Necessary, Indeed Desirable”

Handling Workplace Complaints, Concerns and Issues

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

The Proper Use of Feedback Builds Consensus

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feedback

Productivity is enhanced and empowerment achieved when leaders solicit, then act upon employee feedback, ideas and concepts. Soliciting and acting upon feedback is the essence of leadership. The proper use of feedback allows leaders to build consensus among their employees and give them ownership of the ideas and concepts to be implemented within the organization.

There are critical differences between managers and leaders. Managers tend to direct and control without soliciting feedback and building employee consensus.

Leaders, on the other hand, build their strength from group consensus, acting as facilitator rather than controller. They understand the power and synergy of combining ideas and working together to achieve mutual goals.

The more involvement leaders seek from their employees, the easier it will be to implement new ideas, resolve nagging problems, minimize conflict and move the organization forward.

Leaders will find the more proficient they are in working with their employees and soliciting their input, the smoother things will run as many problems and headaches experienced in the past are eliminated.

The ideas and concepts created by employees during the feedback process can be easily implemented using the following techniques either in a group setting or individually.

Initiate Dialogue

The feedback process begins with the initiation of a dialogue between the leader and employee(s). This should include a clear and concise presentation of the problem or circumstance being addressed.

Whenever possible, a presentation of background material, including any and all supporting facts, should be included in order to afford employees a complete overview of the situation.

Research has shown that by providing employees with the complete information concerning a specific problem, they are more responsive, feel more involved and in the decision making process, and are more productive when the ideas are implemented.

Solicit Feedback

Once the dialogue has been initiated and the facts presented to the employees, the leader should solicit feedback from them and open the floor to discussion.

Respectfully Accept All Feedback

All ideas and feedback should be respectfully accepted and considered. One individual should be assigned to write the ideas down on a whiteboard or large sheet of paper for the group to see.

The leader should make sure no derogatory remarks are made as an individual presents an idea or gives their feedback. A failure to do so will further limit contributions from more reluctant members of the group. Leaders should solicit feedback from each individual in their group, even if they have to ask for it.

Group Similar Ideas & Concepts

Together with the members of the group, the leader should brainstorm to combine ideas and concepts. Often individuals communicate the same idea or concept, but in different ways.

The leader should facilitate the discussion and direct the grouping and combination of related ideas and concepts. They should make sure that the entire group agrees and is in consensus when performing these tasks.

Build on Ideas and Concepts

Once ideas and concepts have been combined, the leader should facilitate additional feedback and brainstorm ways to build and expand upon them. Leaders should make sure that all members of the group are involved and that their additional feedback is solicited. As new points are added and expanded upon, the group should always reach consensus before moving forward.

Prioritize

After adequate discussion has been concluded and the group has run out of new ideas, a consensus should be reached regarding prioritization of the refined ideas/concepts.

The basis for prioritizing each of the ideas should be that which best meets the criteria for resolving the problem or situation presented at the beginning of the discussion.

Assess Feasibility

Every organization has a limited amount of human, financial and physical resources. Leaders will find that the group will typically develop a number of ideas; however, available resources make it impossible to implement each of them. Therefore the group must determine which ideas are feasible under current organizational constraints. Remaining ideas can be tabled for further discussion when additional resources become available or after the initial ideas have been implemented.

Formulate a Plan

Once the final ideas have been selected, then under the leader’s direction the group should formulate a plan to implement them. A specific goal, timeline as well as individual responsibilities are assigned for every aspect of the plan. Additionally, a reporting and measurement mechanism should be included for overall accountability for the plan’s implementation.

Related:

Building Employee Support Requires Interactive Leadership

7 Ways to Use Change to Increase Performance

Encourage Questions to Improve Open Communication

Focusing Your Employees on Future Performance

Excerpt: Improving Communication in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

January 29, 2013 at 1:20 pm

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