Conflict Analysis Conflict in the Workplace

By: Jessica Collins

WHAT MAKES THIS A CONFLICT?

* Expressed Disagreement* I expressed my concerns with the schedule

change* She expressed she didn’t want to change it

because she wanted a vacation* I expressed anger non verbally through the

change in color of my face* She expressed anger non verbally by leaving and

slamming a door

WHAT MAKES THIS A CONFLICT?

* Interdependence* I need her to be fair with scheduling* I depend on her for ordering equipment* I depend on her to make appointments* She depends on me to assist the doctor with

procedures she doesn’t know how to do* She depends on me to give her information on

patients who are hospitalized

WHAT MAKES THIS A CONFLICT?

* The Felt Need for Resolution* I felt resolution was needed because my job was

on the line* I also didn’t want there to be tension between us

because I still considered her a friend* I would assume she wouldn’t want hard feelings

between us either

SCARCE RESOURCE OF CONFLICT

The schedule was the focus of the conflict; however, time off from work is the detailed item within the conflict

Unproductive Conflict CommunicationThe first 3 minutes of a conflict set the path for orientation and in this conflict

the first 3 minutes is when it escalated

Schedule change announced

• My face gets red and is questioned

Calmly voice my disagreement

• She gets up from chair and starts to

raise her voice

She walks out of room slamming

the door• Now I am even

more mad and nothing is resolved

Communication Patterns Used

Productive Conflict Communication Recognition of other’s

concerns- expressed understanding of why she wanted the schedule.

Asking for Clarification- When my alternative ideas were rejected I asked her to again tell me what was needed to accomplish satisfaction.

Compromise and contracts- Willing to compromise and work when I had class and work after 2 on most days with the exception of Monday.

* Unproductive Conflict Communication* Poor listening- left the room

on several occasions.* Preoccupation with self-

didn’t care about anyone but her getting time off.

* Cross-Complain- complaining of how much time it took to complete the schedule.

* Hostile Mind Reading- she immediately got defensive when she saw my face turn red without me saying anything.

* Counterproposals- had a minor reason of why each alternative idea would not work.

Approach to Conflict

Cooperation/Collaboration

* Spoke in calm voice and gave valid reasons for disagreement

* Tried to approach her again with alternative schedules ideas

Avoidance

* Raising her voice and leaving when conflict arose

* Silent treatment* Intimidation tactics

to try and avoid being approached

Response to Conflict

* Voice Response* I directly let her know

what the disagreement was

* I gave suggestions for alternative schedules

* Exit Response* Every time I tried to

talk to her about the conflict she left and slammed the door.

* She refused to talk * She avoided

possible solutions

The doctor used the neglect response because he minimized the seriousness of the problem

My Response Her response

Orientation to Conflict

* She lost a hardworking trained employee and friend

* She probably ended up not getting her vacation due to being short staffed

* She is having to hire and train a new employee

* I had to leave because I felt the situation was unhealthy to stay in

* I ended up leaving a job that I loved

* I am missing out on additional training for a career

Lose Lose

FUTURE CONFLICTFocus more on the relationship between us.

Maybe I should have realized we were no longer equals.

Should have given her more time. Even though I did wait until the situation had cooled down, I think I should have given her a day more to contemplate my situation and possibly achieve dual perspective.

Shown grace. This may have relieved tension in the office and opened the door for better communication.

Jessica Collins