Resolving Conflict Skills

Welcome to this topic of resolving conflict skills.

Our aim in this module is to:

• Learn action plan steps to resolve conflict issues.
• Apply the action plan process to resolve a situation.

In and around the worksite, every staff member will likely need to be led differently.

Some staff will thrive on encouragement, support, and feedback, whilst others prefer to 'just get on with it.' The key here is to adapt to each staff member and interact with them accordingly. You must recognize that people's expectations can differ from yours, and what you may think is a minor issue could feel like a major issue to your staff member.

Therefore, approach and treat each conflict situation with importance and value. Getting the best from each staff member and handling situations effectively is one of the most satisfying parts of a supervisory role.

In all cases of conflict or disruption, it is advisable to liaise with your Project Manager to discuss strategies and approaches for each staff member.

Remember, your superiors may have a different view on the importance of a particular situation and want to deal with it directly. Aside from gaining their input, the supervisor must be aware of any 'fires' or potential problems that may ignite amongst your team or site contractors.

Now that we have found out that conflict is normal, and in some cases, it can be healthy and part of relationships.

After all, two people can't be expected to agree on everything. Since relationship conflicts are inevitable, learning to deal with them positively is crucial and can keep your personal and professional relationships strong and thriving.

What is the problem?

Now comes the moment when you've decided that you need to talk to a team member about a circumstance that has happened.

This situation can often be difficult for you as a leader because people's emotions and feelings of self-worth come into play. One way to keep a positive focus is to think of this as a problem-solving activity. Reflect on what the background to this conflict might be. What are the possible issues?

Plan your approach

This situation could escalate into a bigger problem, so think to yourself:

Remember, positive intent is to have a reason for having this particular conversation and clarify your intent to improve the situation for the parties involved, for example, understanding, collaboration or teamwork.

If more people are involved, consider how to approach the other person to inquire about their perspective. To the other parties, this is an invitation, so you need to enquire what is a good time or place for them.

Note at this point, your general approach should include the following:

• Your positive intent
• An invitation to talk when it suits them.

The actual conversation

You should start this conversation by sharing your perspective of the situation, recognizing that this is just your perspective and that the parties involved might differ in their opinion.

Remember, it is always good practice to phrase what happened in terms of what a documentation would have shown. This can eliminate defensive reactions and keep the conversation neutral.

Keep your conversation simple and directed towards a goal. In most cases, it would be that of problem-solving.

Remember to listen

When people in conflict situations get upset, their words rarely convey the issues and needs at the root of the problem.

When we listen to what is felt and said, we connect more deeply to our emotions and those of others.

Being a positive listener in this way strengthens us, informs us, and generally makes it easier for others to hear us.

Tips for being a better listener

• Listen to the reasons the other person gives for being upset.
• Ensure you understand what the other person is telling you—from their point of view.
• Repeat the other person's words, and ask if you have understood correctly.
• Ask if anything remains unspoken, giving the person time to think before answering.
• Resist the temptation to interject your point of view until the other person has said everything they want and feels you have listened to and understood their message.

When listening to the other person's point of view in this conversation, you should always try and follow up your responses constructively.

If site supervisors are inconsistent, it confuses team members trying to do the right thing.

It also gives difficult employees more licence to push out the boundaries. Staff members of authority should only set standards they are determined to enforce.

Having an "Action Plan" with a step-by-step process to follow is great for maintaining situational consistency. Applying your action plan steps in the correct order can greatly increase your success in the conflict situation you are dealing with.

The basic 9-step process below has been adapted from "Conflict Management", produced by the "UK Chartered Management Institute" (CMI), to deal with such situations at work.

Conflict Action Plan

This particular basic 9-step action plan process has been adapted from "Conflict Management", produced by the "UK Chartered Management Institute" (CMI), to deal with such conflict situations at work.

1. Identify the Issue: The first step is to identify and clarify the specific issue or problem that is causing the conflict. Ensure that you understand the root causes and any underlying factors contributing to the conflict.

2. Gather Information: Collect relevant information and data related to the conflict. This may include reviewing documents, talking to involved parties, and gathering all the facts to make an informed assessment.

3. Clarify Perspectives: Encourage all parties involved to express their viewpoints and concerns. Listen actively and empathetically to understand each person's perspective on the issue.

4. Analyze and Evaluate: Analyze the information and perspectives gathered to assess the situation objectively. Identify common ground, differences, and potential solutions.

5. Generate Options: Brainstorm potential solutions to the conflict. Encourage creativity and think about various approaches that can address the issue and meet the needs of all parties involved.

6. Evaluate Options: Assess the pros and cons of each potential solution. Consider the impact on all stakeholders and the organization as a whole. Determine the feasibility and practicality of each option.

7. Choose a Solution: After a thorough evaluation, select the best solution that is most likely to resolve the conflict effectively. Ensure that all parties agree to the chosen solution.

8. Implement the Solution: Put the chosen solution into action. Develop an action plan, allocate responsibilities, and set a timeline for implementation. Monitor progress to ensure the solution is working as intended.

9. Review and Learn: After the conflict has been resolved, conduct a post-implementation review. Assess the effectiveness of the solution and gather feedback from involved parties. Identify any lessons learned and consider preventive measures for future conflicts.

Problem solve together

Effective problem-solving involves supporting and involving respectful, solution-focused approaches to challenges.

As worksite leaders, you should look for any possible solutions or even ask parties to suggest appropriate actions to resolve these raised issues of concern. This requirement can often be difficult for you as a team leader because people's emotions and feelings of self-worth come into play.

One way to keep a positive focus is to think of these situations as a problem-solving activity.

Basic phases of problem-solving

• Brainstorming any or all potential ideas with the parties involved without filtering them.
• Pick the ideas the parties want to continue with.
• Be open to all suggestions and try not to use the words "No" or "But" and replace them with "Could do" or "and".
• Remain off the defensive as this psychologically shuts down our minds.
• Summarise the solution or solutions and finish in a constructive or "positive" manner.

That's the end of module three.  Let's hear a summary of what we've covered so far.