E.A. Lewis - Conflict Resolution Techniques

Focus on what you can control; how you play the game rather than winning or losing
Write down one to three goals that you want to accomplish that will increase your chance of success, process not outcome related, specific, controllable, positive.
Share them with someone as you commit to your goals.
Put the paper inside your shoes, pockets, or somewhere close.
When the game or task is over, read your goal and know you held to your commitment.

Cooling Off Hotheads

Be aware of threatening situations and plan how to handle irate individuals.

Stand or sit slowly and calmly. Listen attentively and do not interrupt.
Be polite and listen attentively, let them vent. Call your backup person or security.
Acknowledge how important the issue is and reflect it to them “Here’s what I heard you say…is that correct?” Then offer choices “Here’s what we can do…”
Re-explain what you will do with a follow-up time and place as you escort them to the door or the appropriate person for help.
End the conversation politely.
Report and document the event.

Mediating Conflict

Use the Conflict Resolution Covenant: “We agree to…”

Attack the problem not each other.

Focus on things we can do.

Not place blame.

Collect the facts.

Own our problems.

Listen to understand.

Take the time we need.

Encourage and respect each other and our ideas.

Prepare: Gather the facts, be neutral, and relate the problem to their performance.

Start by stating the problem as a mutual one to be solved, not a win-lose struggle. Get agreement on this before continuing.
Ask each person to share his version of the problem, stating only the facts.
Ask each person to state the other person’s viewpoint.
Ask each person to confirm the accuracy of the restatement
Ask each person to suggest a solution…negotiate.
Ask each person to restate their agreement.
Schedule a follow-up meeting

Tough Love

Helping fellow employees cope in the workplace

Employees bring two types of problems:

Personal Problems: Let the employee vent. Just be a sounding board for them to say what they need to say. Beware that too much time here will enable a victim mentality. Let them say what they need to say, then it's back to work.

Performance Problems: Listen, collect data, ask for solutions, and offer resources. When work is not getting done, you need to understand why. Listen to what they have to say, identify the level of performance and any roadblocks they may be experiencing. Then you can effectively start to look for solutions.

Maintain the Three R’s of Good Management

Resist

Resist the urge to offer advise right away. Help them grow through discovery.

Resources

Build knowledge and skills through training and development opportunities.

Refer

Use other and better sources of help and support.

Improve Your Listening Skills by

Develop an active listening posture.
Eliminate annoying habits.
Keep your emotions in check.
Ask questions.
Don’t jump to conclusions.
Try to stay focused.

Inhibitors To Listening

People don’t always say what they mean.
People don’t always understand their own feelings.
It’s sometimes difficult to put into words.
The same words have different meanings for different people.
We sometimes hear only what we want to hear.
People are thinking about what they are going to say next.

Testimonials

“E.A. Lewis Consulting was hired to assist in efforts to improve morale in a warehouse environment. Ernie achieved such positive results that we expanded his project to include our sales and management teams. Ernie was also instrumental in our efforts to implement cost saving procedures. I would highly recommend E.A. Lewis Consulting.”

- George Evanoff

General Manager

"I have hired Ernie for eight years as a trainer for my Leadership Toledo classes and will continue to do so. He does a terrific job as an individual and team developer. He is bright, active, fun and creative. Ernie is also a wonderful volunteer to many organizations and causes. He is an all around class act! Contact Ernie. You will be glad you did.”

- Dave Schlaudecker

Executive Director

Leadership Toledo

“I have known Ernie for over ten years and have always been impressed by his professionalism, knowledge and experience. He truly cares for his clients and helps them to reach peak performance.”

Jan Weakland

Sales and Marketing Capabilities Project Manager, BP

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Staying Cool in the Clutch

Cooling Off Hotheads

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