Week 5

When confronted by the unknown or unexpected, we react, often so quickly that we end up in conflict without realising how it came about. This response to conflict may be represented as a cycle:

• Relationships - are connections to the world around us – people, food, experiences etc. and are based on our previous interactions. As you return to the top of the cycle, your relationship may have altered depending on your response at each stage.
• An Event - is the trigger or action that is inconsistent with your normal relationship (and usually a negatively perceived interaction).
• Emotion - is your internal response to this trigger. In our attempt to rationalise why the event occurred, we often rely on
• Assumptions - without knowing all the facts.
• The Boundary -is your decision about how to act outwardly in response to the event, while the Reaction is the execution of the decision.
• Outcome - is the impact your external reaction on the situation/relationship. How you chose to respond determines whether the outcome is positive or negative.

Inside the red oval is where you can respond effectively and resolve the problem OR to respond impulsively and escalate the conflict.

Self-Directed Learning

Think of at least three situations when you have been involved in a conflict. Copy and complete the following table in your journal, reflecting on any common themes you notice.

How would you describe your response to conflict?

(Managing Conflict, University of Otago)

According to psychologists there are four types of intelligence:

• Intelligence Quotient (IQ)
• Emotional Quotient (EQ)
• Social Quotient (SQ)
• Adversity Quotient (AQ)

^{(Adversity Quotient (AQ), 2020)}

Our first reaction to any situation is an emotional reaction, which can be defined as the ability to:

• Express and control our own emotions.
• Understand, interpret, and respond to the emotions of others.

During times of conflict, EQ assists us in managing our interactions with others. People with high EQs are empathetic and sensitive to the feelings of others.

If we are aware of the behaviours in others that upset or irritate us, we are less likely to be caught off guard. We can remind ourselves:

Self-Directed Learning

Watch this segment from the 2015 movie Steve Jobs. It begins as a business discussion between Steve Wozniak (Seth Rogen) and Steve Jobs (Michael Fassbender) and a request by “Woz” to recognise employees who were feeling ignored and disrespected.

Once everyone in the group has viewed the segment, discuss the following as a class:

1. Why does the discussion deteriorate so rapidly?
2. What emotions are at play here?
3. How could Woz have delivered his message more effectively?
4. How do other team members respond to the situation? (Including the stage manager.)

Human beings are very complex, and have many differences in their personalities and how they handle conflict situations. Understanding this is an important part of a strategy to resolve conflict in a positive way, and there are many psychology sites online which attempt to categorise how different types of personality react in a conflict situation. As with many subjects relating to human psychology and behaviour this is not an absolute, but a useful guide.

Self-Directed Learning

Speculate on what the top ten causes of conflict in the workplace might be. Focus on your intended workplace. Kitchens and hospitality establishments have particular

Once you have completed your own list, research at least three different sources and compile your own list top ten causes of conflict in the culinary workplace. (Remember to cite your references.)

Select one of the items on the list and discuss strategies a business could take to manage this cause of conflict.

Conflict is inevitable and occurs in every organization. It is not difficult to list negatives of poorly-managed workplace conflicts. They can cause resentment, low morale, staff turnover, physical conflict and become an emotional and financial drain on a business when ignored. But the outcome doesn’t have to be negative - conflict can provide numerous opportunities for a business when managed effectively.

There are three ways to view organisational conflict:

• The traditional view assumes all conflict is bad and should be avoided wherever possible.
• The interactionist view sees conflict as beneficial to a business and something to be encouraged.
• The contemporary or human relations view accepts conflict as inevitable – beneficial if handled well, but negative if handled poorly. (https://www.iedunote.com/views-of-conflict)

Watch the video of Patrick Lencioni explaining the Conflict Continuum here.

Does this model your attitude towards conflict?

Identify the key messages in the article and pinpoint what you consider to be the most important outcome of conflict.

Self-Directed Learning

Giving and receiving feedback is essential for continuous improvement but can be a prime source of conflict if not handled professionally. Constructive feedback is a two-way process, yet most literature focuses on the skills of the person delivering the feedback.

Watch the HBR video ‘Get Better At Receiving Feedback’ here.

• Explain the three ‘triggered reactions’ we have when receiving feedback.
• List some hints about how to react when receiving feedback to maximise the benefits to your performance in the workplace.

Conflicts within the workplace highlight areas of stress, but resolution of these stresses is an opportunity for understanding, tolerance and growth. Conflict resolution progresses a business.

One of the key principles of constructive conflict resolution is the concept of no “winners” and “losers” in the conflict – instead a mutually agreeable and workable solution should be sought. There are five major styles of conflict management:

• Compromising.
• Accommodating.
• Avoiding.
• Competing.
• Collaborating.

^{(Thomas-Kilmann Instrument (TKI), n.d.)}