The Cost of Conflict

con-flict [v. kuhn-flikt; n. kon-flikt] THE COST OF verb (used without object) 1. to come into collision or disagreement; be contradictory, at variance, or in opposition; clash noun 1. a fight, battle, or struggle, especially a prolonged struggle; strife 2. controversy; quarrel: conflicts between parties CONELICY Where does conflictoccur? Everywhere! 43% 48% 43% Conflict occurs within the family, in our friendships and relationships, and in the workplace. Human resources? Top three business sectors reporting frequent conflict Charity/not-for-profit organizations Catering In the workplace, the main causes of conflict include:3 Personality clashes/warring egos |49% 34% Stress Heavy workloads/inadequate 33% resources Poor leadership from the top of the organization 29% Lack of honesty and openness 26% Poor line management 23% Lack of role clarity 22% Lack of clarity about accountability 21% Interdependence At its core, conflict is a result of ifferencesThese can be Meaning you have to work with or rely on another person. Without interdependence, there is usually no conflict. differences between one or more people's values, two things: responsibilities, temperaments, sources of information, experience and much more. If there are no differences between parties, there is usually no conflict. In the U.S., conflict in the workplace costs employers well over $1B every year, yet it's the single most preventable cause of lost revenue.4 $1B 85% 36% of employees deal with conflict to some degree. In the U.S., 36% of employees deal with conflict "always" or "frequently."5 Conflict is a time drain Typical managers spend 20% - 40% of their time responding to employee conflict. Employees spend 2.8 hrs/wk dealing with conflict.7 ço$T of Stress Conflict significantly increases personal stress, which decreases employee engagement and costs employers over $1.5B annually. How does conflict make you feel?9 Demotivated - it's such a distraction 21% Angry and frustrated 18% Nervous - sick to my stomach 9% Sleepless and stressed 9% Nothing - I'm used to it | 19% Confident - the issues have been aired 12% Effect on employee retention Workplace conflict is a decisive factor in more than half of employee departures and OVer of cause-related terminations. 10 %90% Cost of Replacement This means that losing even a Replacing an employee costs 150% -200% more manager making $60,000 a year could cost a company $90,000 or more to than that employee's total compensation.11 replace. "You can educate people on how to preempt their own conflict." Wangari Maathai, Nobel Peace Prize recipient Tools OF THE Trade Thomas-Kilmann Conflict Mode Instrument tki. The Thomas-Kilmann Conflict Mode Instrument (TKI) is the world's best-selling tool for helping people understand how different conflict-handling styles affect interpersonal and group dynamics-and for empowering them to choose the appropriate style for any situation. Competing • Trying to satisfy your own concerns at another's expense Collaborating • Trying to find a win-win solution that completely satisfies both people's concerns Compromising • Trying to find an acceptable settlement that only partially satisfies both people's concerns Avoiding • sSidestepping the conflict without trying to satisfy anyone's concerns Accommodating • Trying to satisfy the other person's concerns at the expense of your own 40 YEARS CONFLICT RESOLUTION Developed by: tki. Ken Thomas Ralph Kilmann Two Dimensions of Conflict: There are two independent forces at work when we talk about how people typically solve conflict. These forces are independent of one another, and each of the five conflict-handling modes can be charted out based on these two dimensions: 1 Assertiveness Trying to satisfy your own concerns 2 Cooperativeness Trying to satisfy your teammate's concerns Below are each of the five conflict-handling styles outlined in the TKI assessment. 12 COMPETING COLLABORATING COMPROMISING AVOIDING ACCOMMODATING UNCOOPERATIVE COOPERATIVE COOPERATIVENESS Adapted from the Thomas-Kilmann Conflict Mode Instrument, p. 7, (CPP, Inc.: 2007). https://www.cpp.com/en/tkiitems.aspx?ic=4813 15 Time it takes to complete minutes the TKI assessment "Developing effective conflict management as a core competency can be accomplished easily with the TKI and can generate an immediate and measurable return on the investment." Dr. Randall Wade, Business Technology Chair Rogue Community College, Grants Pass, Oregon What About Conflict Management Training? 22% 43% In the U.S., only 22% have received conflict training as part of a leadership development program, while of employees have received some type of 44% training to deal with workplace conflict. 43% have had no conflict training at all. 13 Conflict is nearly Of those who've had conflict training: unavoidable, stresses people and emotionally 31% 28% drains them, and is a financial burden on said the training let conflict "get to" proactive in addressing them less. said they're more situations that involve companies of all sizes. some sort of conflict. 15 But conflict can also be a source of progress "Creativity comes from a conflict of ideas." and innovation. Donatella Versace 33% 76% 41%* Want to learn found that conflict led to a better solution of employees have seen a conflict lead to something found that it led to a better understanding of other people to some problem or change16 positive more... Visit cpp.com/tki40th 1. See http://dictionary.reference.com/browse/conflict?s=t. 2. CPP, Inc. "CPP Global Human Capital Report: Workplace Conflict and How Businesses Can Harness It to Survive" (Mountain View, CA: 2008), 8. 3. "CPP Global Human Capital Report," 10. 4. See http://cfrmediation.com/ (January 6, 2012). 5. "CPP Global Human Capital Report," 3. 6. Center for Resolution, "Conflict in the Workplace: The One Thing Costing Every Employer" (2013), 7. See http://cfrmediation.com/. 7. "CPP Global Human Capital Report," 5. 8. "Conflict in the Workplace," 7. See http://cfrmediation.com/. 9. "CPP Global Human Capital Report," 7. cpp The Cost of Conflict Copyright 2014 by CPP, Inc. All rights reserved. The TKI and CPP 10. See http://cfrmediation.com/. 11. See http://cfrmediation.com/. 12. Thomas-Kilmann Conflict Mode Instrument, 7. CPP, Inc. 2007. 13. "CPP Global Human Capital Report," 14. 14. "CPP Global Human Capital Report," 15. logos are trademarks or registered trademarks of CPP, Inc., in the United States and other countries. 15. "CPP Global Human Capital Report," 17. 16. "CPP Global Human Capital Report," 15. Explore the TKI Model ASSERTIVENESS UNASSERTIVE ASSERTIVE Personal stress Employee engagement