APTA Webinar Series:Supervisory Skills Training for

New Transit Operations

and Maintenance Supervisors

Conflict Management Skills

for New SupervisorsWednesday, June 22, 2011

2-3:30 p.m. Eastern Time

Participant Call-In Information:

U.S. Toll Free: 1-888-299-4099

Canadian Toll Free: 1-866-682-1172

International Toll: 1-302-709-8337

Verbal Pass Code (to be given to the operator): VN62418

You must dial in to hear the audio transmission.

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APTA Webinar Series:

Conflict Management Skills

for

New Transit Supervisors

Why the series…

• APTA Member Survey

– Supervisory Skills Training, a number one priority

• Supervisory Skills Training Advisory Panel –

– Cross section of Industry

• Key core competencies for new supervisors

• Focus for webinar series:

– Communications

– Developing Others

– Interpersonal Skills

– Managing Work

2

Advisory Panel Representation

• AbelineTransit Management/CityLink

• Capital Metropolitan Transportation Authority

• Eastern Contra Costa Transit Authority

• Educational Data Systems, Inc.

• Metropolitan Atlanta Rapid Transit Authority

• National Transit Institute

• Orange County Transportation Authority

• Port Authority of Allegheny County

• Southeastern Pennsylvania Transportation Authority

• Transportation Learning Center

• Utah Transit Authority

• Washington Metropolitan Area Transit Authority

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What to Expect …

• Context setting – Agency and program

background

• Presentation - Featured topic

• Online audience Q&A

– Submit questions via the web

– Questions read and addressed aloud during the webinar

• Wrap up

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Audience Q&A

To submit a question or comment to our presenter, please type it into the Chat (Q&A) box on your screen and then click on the send arrow located at the bottom of the box.

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Industry Presenter:

Conflict Management Skills

Ms. Inez Colon, Director

Employment and Development

Port Authority of Allegheny County

Pittsburgh, PA

Computer Courses – 8

Customer Service - 22

Security - 3

Supervisor/Soft Skills - 39

Writing - 6

Conflict Management

Obj

ectiv

es

Understanding the nature of conflict

Assessing and understanding one’s own natural or most typical approach

to dealing with conflict

Gaining the knowledge needed to identify modes and select the best

one to make conflict work in constructive ways

Developing the skills needed to collaborate

I believe . . .

Your Conflict Attitude

I believe conflict:

Hurts relationships Strengthens relationships

Should be avoided Should be resolved

Resolution is based on status and power

Resolution is based on equality of power

Disregards differences of opinion

Recognizes and appreciates differences of opinion

Has nothing to be gained from it

Can generate growth

Is about blame Is about understanding

Produces a winner and a loser Can produce a win-win resolution

Condition in which

people’s concerns--the

things they care about--

appear to be incompatible

Conflict

Causes of Conflict

• Personal differences – Difficult to resolve

• Information differences – Communication

• Role incompatibility

– Reconciling goals & responsibilities

• Environmental stress– Stress management

Conflict Management

Conflict Unmanaged

Focus on difficulty in disagreement leading

to frustration, confusion and

sometimes, violence

Un-Managed

Hampers productivity

Causes inappropriate behaviors

Lowers morale

Causes more conflict

Un-Managed

Learn about a problem from

different views--leading to creative ideas and solutions

Managed

Managed

Prevents escalation

Focuses on issue

Avoids personalization

Creates solutions

Builds relationships

Achieves workplace goals

How We React

Childhood messages

Watching others

Our own past experience

COOPERATIVENESS

COMPETING COLLABORATING

COMPROMISING

AVOIDING ACCOMMODATING

Think of a time when you had a disagreement with a

colleague at work. How did you manage to work it out?

Think of a time you had a conflict between you and

someone in higher management? How did you get

your point across?

Think about a time when you helped to successfully

mediate in a conflict at work? How did this make you

feel?

Understanding Your Style

• Thomas-Kilmann Conflict Mode Instrument (TKI)

To learn more about completing a TKI, visit www.cpp.com or www.i-

leadonline.com/TKIinfo.asp

Imposing or dictating a decision

Arguing for conclusions that fit

your data

Hard bargaining

Co

mp

eti

ng

Benefits

Asserting your position

Possibility of quick victory

Self-defense

Costs

Strained work relationships

Decreased initiative & motivation

Possible escalation & deadlock

Co

mp

eti

ng

Sorry, but as the boss that’s my decision.

Our sales show a decline. You need to

redesign the product.

Co

mp

eti

ng

Co

lla

bo

rati

ng Combining insights into a richer

understanding

Reconciling interests through a

win-win solution

Communicating and learning

Benefits

High-quality decisions

Resolution and commitment

Strengthening relationships

Costs

Time and energy

Psychological demands

Vulnerability riskCo

lla

bo

rati

ng

Co

lla

bo

rati

ng You need us to fund Project X but I need

Project Y. How can we do both?

I can understand why you would find this

procedure frustrating. What do you view as

the major stumbling block?

Co

mp

rom

isin

g

Exchanging concessions

Taking turns

Meeting half way

Benefits

Speed and expediency

Fairness

Maintaining relationships

Costs

Partially sacrificed concerns

Suboptimal solutions

Superficial understandings

Co

mp

rom

isin

g

Co

mp

rom

isin

g

You think he’s outstanding but I think his

performance is average. Suppose we say

‘above average’?

Suppose I pay this time and you pick up

the tab next time.

Avo

idin

g

Side stepping issues that are

unimportant, complex or dangerous

Postponing discussions until a later

time

Steering clear of people you find

troublesome

Benefits

Reducing stress

Saving time

Setting up more favorable conditions

Costs

Delays

Resentment

Declining working relationshipsA

vo

idin

g

Avo

idin

g

Maybe--we’ll see

If she calls again, I’m not in!

Acco

mm

od

ati

ng

Doing a favor to help someone

Obeying an authority

Deferring to another’s expertise

Benefits

Restoring harmony

Building relationships

Choosing a quick ending

Costs

Sacrificed concerns

Loss of respect

Loss of motivation

Acco

mm

od

ati

ng

Acco

mm

od

ati

ng

I’d do it differently, but it’s your call.

I didn’t think of that; you’re right.

Man

aged

Co

nfl

ict

1. Present the conflict issue

2. Get curious

3. Identify underlying concerns

4. Develop a shared purpose

5. Generate solutions

6. Rank the options and agree on the best

solution for everyone

7. Devise a plan for implementation and

evaluation

Seven Steps to Collaboration

Scenario: The Employee Who Needs Help Resolving a Problem with a Higher LevelCo-Worker

Setup: This scenario involves an employee who collects inventory data from other, higher ranking co-workers in the organization and compiles the data into critical monthly reports. One of these higher level co-workers has been negligent about giving the employee the needed data on time. So the employee decides to ask her manager for help.

Scenario: The Employee Who Needs Help Resolving a Problem with a Higher LevelCo-Worker

Setup: In this scenario, the manager uses some effective techniques for helping the employee resolve her problem. Notice how the manager tries to build the employee's confidence and assertiveness.

What conflict mode did the manager recommend the employee use in this scenario?

Competing Collaborating Compromising Avoiding Accommodating

Scenario: The Employee Who Needs Help Resolving a Problem with a Higher LevelCo-Worker

Setup: In this scenario, the manager uses some effective techniques for helping the employee resolve her problem. Notice how the manager tries to build the employee's confidence and assertiveness.

Think of a time when you had a disagreement with

a colleague at work. How did you manage to work

it out?

Think of a time you had a conflict between you and someone

in higher management? How did you get your point across?

Think about a time when you helped to successfully mediate

in a conflict at work? How did this make you feel?

Competing / Collaborating / Compromising /

Avoiding / Accommodating

Competing

Collaborating

CompromisingAvoiding

Accommodating

Con

tact

Info

rmat

ion Inez Colon

Director Employment and Development

Port Authority of Allegheny County

icolon@portauthority.org

412/566-5351

Ref

eren

ces

• Thomas-Kilmann Conflict Mode Instrument (TKI)

• Institute for Leadership – Beyond a Rock and the Hard Place -

• MindTools – Conflict Resolution Resolving conflict rationally and

effectively – http://www.mindtools.com/pages/article/newLDR_81.htm

• Terry Hildebrandt 2009 – Seven Steps for Conflict Resolution Using

Collaboration

Burning Question? Share your thoughts and contribute to the dialogue!

To ask a question, press * 1 on your handset and the operator will place your question in queue.

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Industry Presenter:

Conflict Management Skills

Ms. Inez Colon, Director

Employment and Development

Port Authority of Allegheny County

Pittsburgh, PA

Additional Resources

• http://www.apta.com/newsupervisor/

– Proposed Core Competencies for New Transit Supervisors

– APTA Member Skills Development and Training Needs Report

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Future session

• June 23, 2011 - SMART Goals and Employee

Development Plans for New Supervisors

• To access past recordings:

• http://www.apta.com/newsupervisor/

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