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Managing Workplace Conflict Manager


Title: Managing Workplace Conflict Author: kgarth Last modified by: y baby Created Date: 10/30/2008 12:51:40 AM Document presentation format: On-screen Show (4:3) – PowerPoint PPT presentation

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Title: Managing Workplace Conflict Manager

Managing Workplace ConflictManagers
TrainingCalifornia State Training Center
  • Cant We All Just Get Along
  • Rodney King

  • Introduction and Housekeeping
  • Learning Objectives
  • Learning Skills
  • Discussion and Application
  • Wrap Up and Feedback

Kimberley Garth-James, PhD., believes in Getting
Along At Work My education and experience
include doctorate and masters degrees in public
administration (management) and, 20 years in
public service. Skills Trainer and Educator,
Project Manager and Public Relations
Expert Hobbies Reading and Jogging
  • A Collaborative Approach to Learning
  • Expectations of Trainer
  • Cell Phones
  • Sidebar Conversations
  • Breaks
  • Questions and Answers
  • Post-Notes

Learning Objectives
  • Based on a review of the conflict
  • management literature and feedback from
  • government workers, we developed the
  • following course objectives
  • To define conflict and identify its sources
  • To understand workplace conflict and how it
    prevents getting along at work.

Learning Objectives (continued)
  • Learn the conflicts that challenge you as a
    manager in your workplace.
  • Learn from the your mistakes and how to better
    manager difficult employees.
  • Learn approaches to help you successfully manage
    the workplace and getting along at work.

  • After taking this course you should learn
  • these skills
  • How to identify conflict factors at work.
  • Apply approaches to impact conflict at work.

Skills (continued)
  • To help you demonstrate that getting along in
    the workplace is tied to improving job
    satisfaction and worker productivity.
  • Effectively comply with your responsibility as a
    public manager, which includes managing conflict.

Conflict At Work
  • Hundreds of people are victims of workplace
    violence. Would you agree?
  • What stories have you heard?
  • Labor organizations say that workplace violence
    is the biggest problem facing employees and

Conflict Is?
  • Some people think of conflict as it is defined
  • in Government Code 87300, which requires
  • state agencies adopt a Conflict-of-Interest
  • code.
  • Refers to economic interests and politics

Definition of Conflict
  • Conflict is defined as workplace violence a full
    range of behaviors
  • disruptive, aggressive, or hostile behavior.
  • emotional abuse

Definition of Conflict (continued)
  • Results in
  • personal injury, property damage
  • impedes the normal course of work
  • causes fear among workers, managers, and clients
    for their safety

State Definition and Policy
  • Zero Tolerance Policy
  • Government Code Sections 12940-60. Managers must
  • All individuals have the right to be safe from
    harassment, abuse and threats.
  • They execute their responsibility to safeguard
    the health, welfare, and rights of their
    employees, and visitors.

State Policy (continued)
  • In fact, it is the employer's legal
    responsibility to provide a safe and healthful
    workplace for employees.
  • (California Labor Code section 6400.)  
  • Must attend trainings

Sources of Conflict At Work
Conflict Factors Challenge Managers
  • Conflict challenges supervisors and managers
  • who spend 30 to 40 of their time on
  • managing
  • Workplace anxiety
  • Worker distrust
  • Low morale that adversely affects productivity
  • Dysfunctional work teams
  • Job stress and home life problems
  • SOMETIMES physical injury or death.
  • CASE Example

  • State Worker Exacts Revenge
  • On a bright summer afternoon a middle-aged man
    state worker rode up the
  • elevator to his job as he routinely did for 10
    years. Today, he was toting a black
  • satchel on a dolly similar to the kind lawyers
    use except that his contained two
  • pistols, a handgun and hundreds of rounds of
    ammunition. This was the day
  • he planned to get even with a co-worker that had
    formerly said something to
  • anger him. No one took notice of the man as he
    strode down the hall to the co-
  • workers cubicle carrying the black bag. The
    people inside received no warning
  • before the man suddenly fired upon them. Managers
    didnt know what to do.
  • He continued his rampage, shooting those who
    attempted to warn their
  • colleagues. He sought out and shot employees who
    tried to hide and others who
  • were trapped in their offices. As SWAT teams
    surrounded the floor his two pistols jammed, and
    the desperate gunman took his own life with the
    remaining weapon. The
  • unsuspecting state agencys management learned a
    hard lesson that even the
  • most seemingly sheltered environments are not
    immune to violent crime.
  • They have since instituted an emergency plan and
    better access control
  • procedures as well as added training on how to
    use the new internal warning
  • systems among other precautions.
  • Think about this scenario. What would you do to
    prevent and manage this situation?

Successfully Impact Workplace Conflict/Violence
  • Pre-hire Screening
  • Check References
  • Human Resource Trainings
  • Skills trainings to handle difficult employees,
    and manage stress

Successful Conflict Management Skills (continued)
  • 3. Attend the supervisors training on how to
    manage conflict
  • 4. Access Resources
  • Know your resources on how to impact workplace
    conflict (violence) http//

  • Use Workplace Violence Forms
  • Osha Fact Sheet On Workplace Violence
  • http//
  • Use Workplace Violence Forms
  • Osha Fact Sheet On Workplace Violence
  • http//

  • Read Books
  • Conflict Resolution, Morton Deutsch, New Haven
  • Invite law enforcement to the workplace
  • Discuss violence and prevention

Successful Conflict Management Skills (continued)
  • 7. Use Commonsense and Risk Management
  • Use your agencys emergency management plan on
    how to handle dangerous situations (people,
  • Be good listener
  • Use a Mediator and Facilitator
  • 8. Impact (reduce) domestic violence in the
  • http//

Managers Must Comply With State Law
  • Document threats of violence, violence in the
  • Report domestic violence to executives and comply
    with agency rules, including contacting law
  • Discuss the Zero Tolerance of no violence in the
    workplace with staff at regularly meetings
  • Offer stress sessions after traumatic incidents
  • (Source California Labor Department and Office
    of Safety and Health Act (OHSA))

Wrap Up
  • Review Course Objectives
  • Feedback
  • Comments from Post-Its
  • Evaluations

  • Government Code 87300, requires state agencies
    adopt a Conflict-of-Interest
  • "Assets and income of public officials which may
    be materially affected by their official actions
    should be disclosed and in appropriate
    circumstances the officials should be
    disqualified from acting in order that conflicts
    of interest may be avoided."Gov. Code section
    81002(c)"No public official at any level of
    state or local government shall make, participate
    in making or in any way attempt to use his
    official position to influence a governmental
    decision in which he knows or has reason to know
    he has a financial interest."Gov. Code Section