Skills Needed To Resolve Conflicts Successfully Training Ppt

Slide 1

This slide showcases key skills that an individual should develop to resolve workplace conflicts successfully. The key skills listed are effective communication, emotional intelligence, stress management, empathy, and impartiality.

Slide 2

This slide provides an overview of the significance of effective communication in resolving workplace conflict. It also includes information about both the verbal and non-verbal components of communication.

Slide 3

This slide indicates how to prevent workplace disagreements from escalating by asking the right questions, and rephrasing what the other person is saying to showcase your genuine interest in resolving the conflict.

Slide 4

This slide lists multiple nonverbal cues that prove to be effective in resolving workplace conflicts, such as mirroring reactions, maintaining eye contact, nodding, using facial expressions, and adopting a calm tone of voice.

Slide 5

This slide provides information about the definition of emotional intelligence i.e., the capability to identify, understand, and manage one's own as well as teammates' feelings to respond in a proactive and non-reactive way in conflict situations at the workplace. It also explains how high EI is a beneficial skill in recognizing and comprehending employees' emotional turmoil and use this to prevent any conflict from escalating.

Slide 6

This slide provides an overview of major components of emotional intelligence as a skill. These are self-­ awareness, self-­ management, social awareness, and relationship management.

Slide 7

This slide presents the four-quadrant matrix to resolve workplace conflict using Emotional Intelligence. The major quadrants of 2-by-2 EI framework are self-awareness, self-management, social awareness, and relationship management.

Slide 8

This slide indicates the strategies to become aware of the team’s emotions to minimize workplace conflict. The techniques highlighted are conducting team meetings and developing informal communication channels.

Slide 9

This slide showcases the difference between low and high emotional intelligence people at the workplace in terms of leadership, working, and communication style.

Slide 10

This slide provides information on adverse impacts of stress, i.e., impairment of logical thinking. It also contains details on how effectively releasing stress in a tense situation can prevent conflicts from escalating.

Slide 11

This slide lists the multiple ways in which stress hampers workplace conflict resolution. Stress directs hits our ability to detect and be aware of emotions; interpreting the other person's body language; communication of our needs in a clear manner.

Slide 12

This slide highlights multiple methods to handle stress in conflict resolution, i.e., managing stress triggers and engaging one or more senses while interacting with parties in conflict.

Slide 13

This slide illustrates multiple approaches to handling workplace stress effectively. The strategies are tracking stressors, setting work-life boundaries, practicing problem-solving, talking to someone, practicing mindfulness, exercising regularly, and eating healthily.

Instructor's Notes:

Strategies to deal with workplace stress are:

• Track Stressors: Keep a note of things that cause you stress; it may be activity, a person a situation. Identify a pattern, if any, and limit exposure to these stressors. Limit exposure to such activities
• Set Work-Life Boundaries: Draw well-defined work-life boundaries and stick to these. For example, avoid checking work emails at home
• Practice Problem-solving Approach: Deploy the problem-solving approach to complex tasks using specific steps like defining a problem, brainstorming solutions, and developing an action plan. 
• Talk to Someone: Seek guidance from someone senior in the organization to put things in perspective
• Practice Mindfulness: Practice mindfulness to tackle stress at work as it allows you focus on the present with a mindset of openness, acceptance, and curiosity. 
• Exercise Regularly: Do regular exercise to lift mood and increase energy levels; physical activity releases endorphins that act as natural painkillers.
• Balanced Diet: Stress can lead to chronic overeating, especially food with high sugar. Regular consumption of unhealthy food in an invite to ill-health

Slide 14

This slide provides information regarding the definition of empathy. It also details habits/strategies that can help one become more empathetic towards others. These are offering trust, support, respected, shared experiences and responses that come from kindness and caring.

Slide 15

This slide highlights how empathy can be used to resolve workplace conflicts. The key is retaining objectivity no matter how difficult the conversation becomes; being non-judgmental in understanding the other's stated position or point of view.

Slide 16

This slide showcases the empathy mind map to understand employee behavior better to prevent workplace conflicts. The major sections of the empathy mind map are who are we empathizing with? What do they need to do? What do they think and feel?

Slide 17

This slide showcases the strategies to make conflict resolution talks more empathetic, such as practicing active listening, asking questions, using conversation fillers, and body language that welcomes and encourages others to vent out. Appropriate eye contact is an absolute must.

Slide 18

This slide highlights the major empathy blockers that one must be careful about such as domination, manipulation, disempowerment, and denial. When empathy blocker statements are used, it leads to conversation closure. These are a complete NO-NO during conflict resolution talks.

Instructor's Notes:

The major empathy blockers that limit conflict resolution conversations are:

Domination:

• Threatening: “Do it or else.”
• Ordering: “Don’t ask me why. Just do it because I said so.”
• Criticizing: “You don’t work hard enough.”
• Name-Calling: “You’re neurotic.”

Manipulation:

• Withholding Relevant Information: “If you knew the “big picture” you would see it differently.”
• Interrogating (Micro-managing): “How many hours did this take you?”
• Praising to Manipulate: “You are so good at report writing, I would like you to do this one.”

Disempowerment:

• Diagnosing Motives: “You are very possessive.”
• Untimely Advice: “Why didn’t you do it this way?”
• Changing the Topic: “Yes, it is a worry…by the way, did I tell you I applied for a new job?”
• Persuading with Logic: “There’s nothing to be upset about, and it’s all quite reasonable. We do this, and then we do that.”
• Topping: “I crashed the car last week,” and you follow with “When I smashed up my car.”

Denial:

• Refusing to Address the Issue: “There is nothing to discuss as I cannot see any problem.”
• Reassuring: “Don’t be nervous.”

When empathy blocker statements are used, it leads to conversation closure, so one must avoid them as much as possible during conflict resolution talks.

Slide 19

This slide lists the multiple tips to practice impartiality during conflict resolution talks, such as staying calm and mindful of tone, not involving past issues in an ongoing conflict, and never turning the conflict as being only about an individual.