CoNFLict Resolution For Managers - Pre-assessment

The informal conflict resolution system is designed specifically to provide managers with the tools to assess, manage, resolve or refer a workplace conflict.

The inhibitory refex describes the way people make peace, not war.

No information shared during a managerial conflict resolution session should be repeated by anyone for any reason to another person. The exception is when there is a potential threat or harm to oneself or another person. Then, that potentially harmful or threatening behavior can be reported.

When we establish and get agreement from the people in conflict that there will be no "walk-aways," and no "power-plays," we are helping at least two people to work against their very nature, which is why they have not been able to work through their conflict in the past; one or both are either walking away (avoiding) or using power-plays (confronting in a combative manner).

In order to ensure that the process works effectively, and to expect a good outcome, you want to ask for voluntary agreement from both employees to attend a session with you. If either employee would prefer to meet with someone else, other than yourself, that's a viable option.

This workplace conflict can be best described as a "crisis" because: (1) the relationship is on the verge of being terminated,"(2) the conflict is caused by a party's violation of law or ethical requirement, and (3) there is risk of a physical violence or other extreme retailiation or reaction.

The manager clearly states the problem that two employees' behavior has contributed to and delegates the responsibility to the employees to identify the solution to the problem. The manager does not find the solution for them.

Based upon our backgrounds and experiences in conflict, we develop our perceptions, thoughts, underlying assumptions and beliefs about conflict (i.e., it's good, bad, neutral, etc.). These underlying assumptions and beliefs are directly connected to the emotions we experience; which subsequently, lead to our behavior in conflict.

When both employees reach an agreement, it should be in writing because a written agreement helps to ensure that both parties are clear about the terms and conditions of the agreement. It provides a record of the agreement that can be referred to in case of any disputes or misunderstandings in the future. A written agreement also helps to protect the rights and interests of both employees and provides a level of legal protection.

Clearly, threatening someone, yelling, screaming, or using hostile gestures is a means of holding onto a position or view and pressuring someone else to see things in one way. These are clearly coercive behaviors that are typically used as "power-plays."

One operational definition of conflict is a "condition that exists between people who are task interdependent, one or more people are angry, one or more people place blame, and one or more people use behaviors that create a business problem." In other words, when peoples' individual behavior (negatively) impacts: a relationship, performance, or some other area of the business, conflict may exist. This definition is helpful to identify whether or not a workplace conflict exists that you, as the manager, may consider resolving yourself; or referring to someone else.

In conflict, where we perceive a potential or actual threat, we naturally tend to avoid and/or walk away, or we stand-up and confront. This is the way we are wired as human beings. When either approach proves not to work, there is a better way.

Two people talking face-to-face, about the problem, without distractions, long enough to find a solution is what we call the "Essential Process."

The Retaliatory Cycle in conflict follows a predictable path through three aspects of human experience: perceptions, thoughts, assumptions or beliefs, which comprise a frame of reference for making sense out of what is going on; feelings of anger, fear, or hurt, which supply the energy our bodies need to act quickly in protecting ourselves from perceived danger; and behaviors (verbal and nonverbal) that are taken in attempting to protect oneself in response to the perceived threat or risk. This sequence of events demonstrates how conflict escalates and repeats itself, with each person's behavior triggering a response from the other person.

Although none of the behaviors described help to constructively resolve conflict, talking to or including others in a conflict (i.e., to take sides), does not help to constructively resolve the issues.

To break The Retaliatory Cycle, changing the way you act is the most appropriate way. When faced with conflict, reacting impulsively and retaliating can perpetuate the cycle of aggression and hostility. By consciously choosing to respond differently and altering our actions, we can disrupt the cycle and promote more positive and constructive outcomes. This involves practicing self-control, empathy, and seeking peaceful resolutions rather than engaging in retaliatory behavior. Changing our actions can help create a more harmonious and understanding environment, leading to a healthier and more productive way of resolving conflicts.

The answer "when performance and productivity expectations are met" is not a cost factor in conflict because it implies that there are no negative consequences or costs associated with conflict resolution. In reality, conflict can still have costs even when performance and productivity are met, such as strained relationships, decreased collaboration, and missed opportunities for growth and innovation. Therefore, this option does not contribute to the overall cost of conflict.

When two employees are allowed to talk out their issues (confronting each other) for as long as it takes (over time) without interruption, long enough to find the solution, the "natural forces toward harmony" accrue and a breakthrough is achieved. This is the point at which both employees begin to engage in behaviors (conciliatory) that help them to move forward in a more positive and constructive manner.

When one employee holds onto his/her viewpoint or position, this does not help to resolve the conflict in which both employees' needs and interests are met.

This is a blip. A disagreement without anger can be resolved by one or both employees using their everyday social and interpersonal skills. They could be expected to talk out their differences and come to some understanding and agreement.

An ideal agreement between two employees should be fair and balanced to ensure that both parties are treated equitably. It should also be behaviorally specific to clearly outline the expected behaviors and actions of each employee. Additionally, including timeframes in the agreement will help establish deadlines and ensure accountability. Lastly, having the agreement in written form will provide a clear and tangible reference for both employees. The manager's approval is not necessary for the agreement to be ideal, as it depends on the specific circumstances and organizational structure.

The correct answer is "breakthrough." This term refers to a significant development or achievement that occurs after a period of hard work or struggle. It implies a shift in attitude from individual competition to collaborative problem-solving, emphasizing the collective effort to overcome challenges. The other options, "break through," "brake through," "The Breakthrough," and "The Break Through," are not grammatically correct or commonly used phrases to describe this concept.

A conciliatory gesture involves showing vulnerability and a willingness to resolve conflicts or improve relationships. Apologizing for wrongdoing demonstrates humility and a desire to make amends. Revealing personal information about oneself indicates trust and a willingness to connect on a deeper level. Taking responsibility for behavior shows accountability and a commitment to self-improvement. Acknowledging something positive about the other person demonstrates empathy and a willingness to see their perspective. Expressing a willingness to move forward in a constructive way shows a commitment to finding a resolution and improving the relationship.

Managerial conflict resolution is appropriate when there is a "simple" workplace conflict and the manager is trained to facilitate conflict resolution. This means that the conflict between the employees is not severe or complex, and the manager has the necessary skills and training to effectively mediate and resolve the conflict. In this situation, the manager can step in and help the employees find a mutually agreeable solution, improving their working relationship and maintaining a productive work environment.

The three primary tasks of a manager to consider when using managerial conflict resolution are to keep both employees talking to each other, sit, listen and wait, and support conciliatory gestures made by either employee. By encouraging open communication between the conflicting parties, the manager can help them express their concerns and perspectives. By patiently listening and waiting, the manager allows both employees to fully express themselves before intervening. Additionally, by supporting conciliatory gestures, the manager promotes a collaborative and cooperative environment, encouraging the employees to find a mutually acceptable solution.

The given correct answer is "The Essential Process, essential process, the essential process, Essential Process". This answer suggests that there is a specific process, referred to as "The Essential Process," that is considered to be the better way of resolving conflict. This process is likely to be described or explained in further detail elsewhere.

The given correct answer for this question is "The Conciliatory Cycle, Conciliatory Cycle, conciliatory cycle, the conciliatory cycle." This describes a cycle where one person's conciliatory gesture triggers the other person's inhibitory reflex, leading to another conciliatory gesture, and so on. The use of capitalization or lack thereof does not change the meaning of the term.

Clearly, a readiness to end the session in no way indicates that both employees have reached an agreement with a "win-win" resolution that is acceptable to both. Talking about options as a solution to the problem, although beneficial, does not in and of itself is not a force toward harmony.

The steps included in managerial conflict resolution are: deciding whether or not you will conduct managerial conflict resolution, talking to each employee separately, planning the time and the place for a meeting with you and the two employees involved in the conflict, holding a three-way meeting with you and the two employees involved in the conflict, and follow-up. These steps involve assessing the need for conflict resolution, gathering information from each employee, scheduling a meeting to address the conflict, facilitating a discussion between the involved parties, and ensuring that the resolution is implemented and monitored.

A "simple" workplace conflict is one in which you, as the manager, can resolve yourself using managerial conflict resolution.