Empathy Is Key To Resolve Conflicts Training Ppt

Slide 1

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 2

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 3

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 4

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 5

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.