Resolving Employee Conflict Within Your Organization

Transcription

1 Resolving Employee Conflict Within Your Organization National Center for Farmworker Health ~ Midwest Stream Forum for Agricultural Worker Health November 2, 2016 Ann Hogan, M.Ed., SPHR, SHRM-SCP S 1

2 Leadership and Why Conflict Resolutions is Important 2

3 Objectives Today Learn the causes of conflict Learn the reasons it is important to resolve the conflict Learn the methods that you may use to resolve Learn the resolution process for conflict Learn how to hold a meeting with the involved parties 2016 Ann 3 Hogan Consulting, LLC

4 What causes conflict? Individuals that have a disagreement Communication styles No respect for the other team member or members Stressful situations while in clinic 2016 Ann 4 Hogan Consulting, LLC

5 2016 Ann 5 Hogan Consulting, LLC

6 2016 Ann 6 Hogan Consulting, LLC

7 Importance of managing conflict 7

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9 Conflict where is it 9

10 How do you look for conflict S Are people truly working together or in a few silos? S Has absenteeism gone up in the team? S Are s between individuals respectful? S Is someone complaining? S What is the grapevine telling you? 10

11 S Review your employee satisfaction results? S Is someone by passing the chain of command to get what they need? S Are your teams accomplishing there tasks and goals? S Is someone feeling as though they are bullied? 11

12 Managing Conflict S Somehow you hear about the conflict S Someone comes to you and complains, but usually they don t want you to do anything S Another co-worker complains because someone isn t pulling their weight, but they don t want to get anyone in trouble 13

13 Resolution Methods 14

14 When conflict arises it can look like S A supervisor calls in exasperation because they just don t know what to do S Someone over hears a heated argument and calls to let you know S You hear about it through the grapevine always pay attention to the grapevine 19

15 Step 1 Listen S Remain Calm and Objective S Usually a decision doesn t need to be immediate which gives you time to gather all facts S Speak to the parties involved first, then others if necessary S Ask clarifying questions, as needed 20

16 Step 2 Clarify S Once you have listened to both parties it is time to clarify exactly what the conflict is about S When you speak to them be sure to not import your own biases into the situation S Use active listening skills to make sure they know you understand and hear how they are feeling S Find out what their goal is and if they have any ideas of how to resolve 21

17 Step 3 Establish a Goal S With all parties determine what the goal is moving forward S Determine what barriers there are to reaching the goal S Brainstorm ideas for resolution, not necessarily with the parties they don t have complete control over the outcome S The patient or the organization needs come first in most situations 22

18 Step 4 Acknowledgment S What does the future look like how will the parties interact S Put agreements in place verbal or written S The parties must own their portion of steps moving forward S Discuss what the next steps are if resolution is not affective 23

19 Getting Ready to meet with the Employees S Identify where you are going to meet with the employee or employee s S Usually pick somewhere neutral, or pick a office that projects authority S Make sure you have more time then you have allotted S At their clinic site may or may not be a good idea 24

20 S Who is going to be at the meeting S Someone to direct the meeting S Someone to take notes of the meeting S Schedule the meeting don t just show up or call them in without prior notice as this can create a lot of emotion S When scheduling the meeting, be sure to tell the individuals why you would like to meet with them and realize this may create anxiety on their part but reassure them you just want to speak to them 25

21 Environment of the meeting S Have a draft set of questions ready who, what, why, where, how and when is a good place to start S Decide where you are going to sit S Next to someone is more conducive to a discussion S Sitting across a desk from someone is more authoritative or at the head of the table 26

22 Scheduling the Meeting S Don t make an emergency out of the situation unless it truly is one S Be respectful that they are seeing patients or supporting patients being seen S Be respectful of their schedules, yet make sure they know that this meeting is a priority and is important 27

23 At the start of the Meeting S Talk to each party separately S Greet and shake each person s hand S Discuss why the meeting is necessary S To get there side of the story people like to be heard S Be open and honest with each person 28

24 S Inform them that there can be No Retaliation for talking to you and discuss what this would look like S Discuss the need for confidentiality on their part so you can really look into the situation objectively and fairly S Discuss why you are not necessarily going to keep this confidential need to know 29

25 During the Meeting S Set your ground rules S Set your goals of the meeting both are valued members of the team and the goal is to have a productive team environment where patients are cared for S Use active listening skills so you know you have comprehended the problem between the parties 30

26 S Focus on behavior S If the situation presents itself during the initial meeting, let them know what needs to change to move forward S Be sure to let them know if they can t work it out with you then that will force you to make a decision 31

27 Findings S Don t let your personal values influence your decision, but allow the organization s values influence the outcome S Make the decision based upon what is best for the organization not for each individual S Inform both parties of decision 32

28 Moving Forward S Monitor the situation S Check in with the parties as often as you committed to S Openly discuss with them what is working and what is not S If the situation is not resolving, you may want to consider mediation 33

29 Review: What to do when you have conflict S Recognize S Respond S Address S Decision making time S Continue to monitor 34

30 Recognizing conflict S Pay attention to what others are saying S How are people behaving S Look for disrespect between people S Pay close attention to the grape vine 35

31 Respond S Do NOT ignore it S Respond timely 36

32 Address using the steps

33 Set the tone of the meeting Clearly set expectations of all parties in the beginning Listen, Listen, Listen Don t promise anything is confidential 38

34 S Be prepared for the meeting S Have questions written down S Hear their side of the story first S Ask clarifying questions 39

35 Address S Identify where the disagreements are S Identify where they agree this might be more important S Inform everyone that a decision will be made S Meet with each person to discuss findings 40

36 Decision Time S A decision is necessary 41

37 Monitor S Do what you say S Follow up with both parties on a regular basis 42

38 Review of the objective for today What are the causes of conflict Why is it important to resolve the conflict What methods can you use to resolve it (1-4) What is the resolution process for conflict How to hold a meeting with the involved parties 43

39 Questions Thank You Ann Hogan, M.Ed., SPHR, SHRM-SCP