advertisement

TMA World Viewpoint 34: A Guide To Constructively Managing Conflict

33 %
67 %
advertisement
Information about TMA World Viewpoint 34: A Guide To Constructively Managing Conflict
Business & Mgmt

Published on November 1, 2013

Author: StevenParkinson

Source: slideshare.net

advertisement

A Guide To… Constructively Managing Conflict

2 Constructively Manage Conflict Four Strategies Collaboration can be broadly defined as: “ People with different skills and perspectives co-creating ‘something’ that none of the individual members could have created alone. ” © Transnational Management Associates Ltd. All Rights Reserved.

3 Constructively Manage Conflict Given the growing competitive importance of collaboration, many organizations are seeking to minimize hierarchies, tear down silo walls, hire team players and develop more collaborative leaders and cultures. © Transnational Management Associates Ltd. All Rights Reserved.

4 Constructively Manage Conflict These are much needed initiatives, but they don’t really get to the root of why collaboration can be so hard to embed in an organization: Self-interest. © Transnational Management Associates Ltd. All Rights Reserved.

5 Constructively Manage Conflict Would you collaborate if you felt it wasn’t in your best interests to do so? If you want your people to collaborate more, show them how it connects to their wants and needs. WHAT CAN YOU DO? © Transnational Management Associates Ltd. All Rights Reserved.

6 Constructively Manage Conflict 1 2 3 4 Identify real collaboration opportunities Find and communicate successes Reward and recognition Learning and Development © Transnational Management Associates Ltd. All Rights Reserved.

7 Constructively Manage Conflict 1 Identify real collaboration opportunities  Sometimes we behave as though collaboration is a moral crusade, but collaboration in the workplace is a means to an end, not an end in itself. Don’t just wave a collaboration banner around the organization. It’s too vague, not action specific and can easily be ignored.  Look for opportunities where collaboration really makes sense, e.g. where the problem is difficult to define or where creativity and improvisation are needed.  Show people where collaboration makes their jobs and lives easier and more satisfying. © Transnational Management Associates Ltd. All Rights Reserved.

8 Constructively Manage Conflict 2 Find and communicate successes  We can revise value statements to promote collaboration, but the impact is likely to be minimal and may even breed cynicism. Find collaborative successes – particularly in your organization – and show how it works, don’t just say it works. © Transnational Management Associates Ltd. All Rights Reserved.

9 Constructively Manage Conflict 2 Find and communicate successes  People need concrete examples of shared accomplishment, not just PR for the collaboration cause. A real story, in which the people involved in a collaborative effort speak authentically of their shared and personal challenges and of how they worked through them to a successful outcome, is worth a thousand balloons.  Let the story demonstrate how self-interests and shared interests morphed into our interests. © Transnational Management Associates Ltd. All Rights Reserved.

10 Constructively Manage Conflict 3 Reward and recognition  Reworking the reward and recognition system to encourage collaboration behaviours can help. If 20 percent of my salary is based on how well I collaborate with others on my team – or with those outside of my team – I will most likely look at collaboration through a different set of eyes. © Transnational Management Associates Ltd. All Rights Reserved.

11 Constructively Manage Conflict 3 Reward and recognition  We should, however, look at self- interest more broadly than just financial rewards. Self-interest comes in many forms. Many people want to collaborate because of intrinsic rewards like the positive feeling of belonging to a community, or the increased job satisfaction from working with supportive and highly competent colleagues. Some also see the personal benefits to their longer-term careers of learning to work collaboratively. The benefits of financial rewards are often short-lived. © Transnational Management Associates Ltd. All Rights Reserved.

12 Constructively Manage Conflict 3 Reward and recognition  Many people are starved of meaning in their work, and cash doesn’t satisfy that self-interest (at least beyond a certain level of income). © Transnational Management Associates Ltd. All Rights Reserved.

13 Constructively Manage Conflict 4 Learning and Development © Transnational Management Associates Ltd. All Rights Reserved.  Reward and recognition don’t equip you with the mindsets, behaviours and skills to collaborate effectively with others. Sometimes we simply ask people to collaborate better without answering the ‘how’ questions. The ‘why’ questions are important, but the how questions and answers pack the most power in the workplace.

14 Constructively Manage Conflict 4 Learning and Development  A lack of understanding of the collaborative process, skills and tools can quickly bring a wellintended effort to its knees. I’m not going to be interested in collaborating with others if I feel unprepared and in danger of appearing incompetent. Human beings can collaborate. We wouldn’t have survived as a relatively successful species if we couldn’t find the means to work together and create that ‘something’ that wasn’t there before. © Transnational Management Associates Ltd. All Rights Reserved.

About Us 15 Webinar Constructively Manage Conflict Twitter Blog Viewpoints and articles Visit www.tmaworld.com/insights to discover the latest Publications Written by Terence Brake, Director of Learning & Innovation at TMA World. thinking from our experts on global, collaborative, crosscultural and virtual working. There you’ll find links to our: © Transnational Management Associates Ltd. All Rights Reserved. Our new Borderless Working e-book series

16 About Us Constructively Manage Conflict Visit www.tmaworld.com/insights to discover the latest thinking from our experts on global, collaborative, cross-cultural and Above all we’d like to hear from you directly, so please don’t hesitate to send any comments, questions or feedback to us at: enquiries@tmaworld.com virtual working. Or visit our website: www.tmaworld.com © Transnational Management Associates Ltd. All Rights Reserved.

Add a comment

Related presentations

Canvas Prints at Affordable Prices make you smile.Visit http://www.shopcanvasprint...

30 Días en Bici en Gijón organiza un recorrido por los comercios históricos de la ...

Con el fin de conocer mejor el rol que juega internet en el proceso de compra en E...

With three established projects across the country and seven more in the pipeline,...

Retailing is not a rocket science, neither it's walk-in-the-park. In this presenta...

What is research??

What is research??

April 2, 2014

Explanatory definitions of research in depth...

Related pages

A Guide To Successfully Managing Conflict | TMA World

TMA World Viewpoint 34: A Guide To Constructively Managing Conflict from TMA World . Transcript. 1. A Guide To… Constructively Managing Conflict. 2.
Read more

A Guide to Managing Absence - Documents - docslide.net

... the Irish Business and Employers Confederation Employee Absenteeism A Guide to Managing Absence ... connect with new people over the world A Guide ...
Read more

Conflict Resolution Skills: Building the Skills That Can ...

Be respectful of the other person and his or her viewpoint. ... conflict. Resolving Conflict Constructively and ... and managing conflict ...
Read more

Group conflict - Wikipedia, the free encyclopedia

Group conflict, or hostilities ... identified parallels between individuals and the collective world views of groups on the ... but if used constructively ...
Read more