Overview of the webinar

This webinar includes:

Functional organizational conflict:

   - Is constructive, healthy and cooperative

   - Is when the parties are talking and focused on achieving a mutually acceptable outcome

   - Generates new perspectives and ideas

   - Allows options to be debated

   - Enables Individuals and teams to grow

   - A component of high-performing teams

During functional conflicts we feel:

   - Optimistic

   - Full of ideas

   - Heard

   - Valued

   - rusted

   - Respected

Dysfunctional Organizational Conflict:

   - Generates little if any benefit to the parties

   - Negatively impacts the well-being of the parties and organization

   - Hijacks time, energy and trust

During dysfunctional conflicts we feel:

   - Vulnerable

   - Angry

   - Frustrated

   - Anxious

   - Attacked

   - Stressed

Ineffective approaches to managing conflicts include:

   - Ignoring it and hoping it will go away

   - Not discussing the issues objectively

   - Premature judgments/conclusions

   - Using intimidation and inappropriate use of power

These ineffective approaches are triggered by four universal, instinctive responses to conflict:

   - Fight: confront the issue and stand our ground

   - Flight: run away and fight another day

   - Freeze: do nothing and wait to see what happens

   - Fall: yield and give in

However, effective leaders and negotiators know when and how to utilize each of the five conflict resolution strategies:

   - Waiting and Avoiding – ‘The Turtle’

   - Accommodating – ‘The Teddy Bear’

   - Using Power – ‘The Shark’

   - Compromising – ‘The Fox’

   - Collaborating – ‘The Owl’

Area Covered In The Webinar

I. Managing Conflicts with Individuals


What is interpersonal conflict?

What causes conflict?

Functional vs. dysfunctional conflict

Words that lead to conflicts

Resolving conflicts by asking questions

Our four instinctive responses to conflicts

Five conflict resolution strategies

Managing conflict with the AEIOU model

    i) How to resolve conflicts by separating:


Solutions from the problem

Commonalities from differences

Future from the past

Negotiation from emotions

Process from content

Options from preferences

    ii) How collaboration:


Is more pleasurable and respectful

Can produce better abn longer-lasting results

Builds relationships

Encourages learning

Inspires novel thinking and ideas

    iii) Tips for Collaborating During a Conflict


Recognize that conflict can be a positive experience

Try to see the issues from the other party’s point-of-view

Focus on satisfying both parties’ interests vs. defending your position

Commit to resolving the underlying issues

Speak with clarity and without judgment

Seek alternatives that are focused on shared interests

II. Managing Conflicts within Teams


Functional Conflict is a Component of High-Performance Teams and Organizations

Utilizing the Action Planning Conflict Resolution Process which:

Obtains from the participants their proposals for resolving the issues causing the conflict

Then facilitates the participants discussing their proposals, developing and implementing an action plan to resolve the conflict

Benefits of the Action Planning Conflict Resolution Process:

     - Issues addressed are current and of the highest priority to the participants

     - All participants have an equal voice in the process throughout each step creating maximum participation, buy-in and ownership

     - Maximum candor since names are not associated with the participants’ responses

     - Saves meeting time by being able to immediately display and begin discussing the participants’ proposals

     - Results in an action plan - that has a ‘life’ after the planning meeting - with accountabilities and deadlines for addressing the issues

III.    Action Planning Conflict Resolution Process Steps:


Identifying the issues causing the conflict

Obtaining the participants’ proposed initiatives for resolving each issue

In a planning meeting:

    - Reviewing and discussing the anonymous proposals

    - Developing an action plan with team accountabilities and deadlines

Implementing the action plan in teams

Evaluating the results of the action plan

Why should you attend?

Interpersonal conflict occurs daily when:


We perceive that someone is impeding on or threatening our needs or goals

Two or more persons seek to possess the same object, resource, position

People maintain incompatible goals, values, or motives

Conflicts can be caused by differences in:


Information - do we have the same data?

Perceptions - do we see things from different backgrounds and experiences?

Roles/priorities - do we have different status or positions that cause us to take a different stand?

Relationships/assumptions - do we have the trust level needed to address the issue?

Conflict is a product of our uniqueness, and so it is inevitable - its absence would be abnormal. Some kinds of conflict can contribute to the health and well-being of an organization. Other kinds of conflict can be detrimental to an organization and/or its employees, but conflict is only one component of a relationship. Often, we are not in conflict with the other person but with that component. Success is addressing that component vs. attacking the other person or defending our ego.

About the speaker

Pete Tosh

Years of Experience: 35+ years

Pete Tosh is Founder of The Focus Group, a management consulting and training firm that assists organizations in sustaining profitable growth through four core disciplines: • Implementing Strategic HR Initiatives • Maximizing Leadership Effective