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To teach sharing, set up a co-operative activity in which children have to share a limited set of resources.
Children are not always aware of the connection between their own behaviour and its social consequences.
This course will teach you the difference between assertiveness and aggression, the benefits of being assertive and when to be assertive. Senior HR executives spend up to 20% of their time in litigation activities, most of which relate to conflict in the workplace. Roberts believes that training in conflict dynamics can empower workplace coaches to achieve better conflict resolution. Since conflict resolution has such a significant impact upon workplace performance, gaining expertise in this field has many worthwhile benefits. The following diagram (Figure 2), adapted from Callanan and Perri, depicts the balance between assertiveness and cooperativeness in relation to the defined five styles for conflict resolution.
The ordered, or traditional view of organisational conflict, in which all workplace conflict is believed to be dysfunctional.
The functional view of organisational conflict, in which workplace disagreements are viewed as a productive force for stimulating employees to increase their knowledge and skills, leading to a contribution through innovation and productivity improvement. Through these actions, the bully attempts to create an imbalance of power, which can be exploited for his or her own benefit. Increased numbers of grievance cases and potential employment tribunal claims if problems are not addressed adequately. Supervisors often spend a large proportion of their time dealing with personality clashes and acting as peacekeepers for squabbling employees. The climate of the workplace itself may have a significant influence upon the generation, or reduction of workplace conflicts.
Employers may often consider that it is kinder to dismiss a troublesome employee on redundancy grounds, rather than taking them through a disciplinary process leading to dismissal for misconduct.
Workplace conflict resolution may be simplified by providing staff with the following: (a) written contracts, (b) written discipline and grievance procedures, and (c) a detailed staff handbook. Chauncey DePree, a professor at the University of Southern Mississippi, and Rebecca Jude, a principal from the law firm Jude & Fude, write that the monitoring of email and Internet use has become a necessity within growing numbers of organisations. Inexpensive software packages have made it feasible to rapidly detect and to act upon misuse. Kelly Mollica, a leadership development specialist with the Centre Group, and associate professor of business at Bethel College in the United States, writes that it is important that managers do not become involved in the resolution of all workplace conflicts. Listen and support employees involved in a conflict without automatically taking ownership of the problem.
Provide ongoing employee training in conflict resolution, beginning with self-assessments relating to conflict-management styles and the pros and cons of using a particular style.
Communicate clear expectations that employees are expected to attempt to resolve conflicts before approaching a manager for help. Create a culture in which conflict management is valued by treating it as a core job competency. Continually remind employees to focus on behaviour, not personalities, thus avoiding creating animosity or damaging relationships.
Have an open-door policy letting employees know that you are available to coach them on how to work through specific situations, and schedule follow-up meetings for specific cases.
No workplace will ever be totally devoid of conflict, which is a natural outcome in an environment where employees with varying priorities, ideas and behaviours must work together toward a common goal. Establish a Connection: Both verbal and non-verbal language should be used to create an atmosphere of interest and genuine concern.

Negotiate a Resolution: Once the customer has agreed on a course of action, the decision should be documented with a copy given to the customer. All conflicts tend to have a high emotional content, and so emotional intelligence plays an important role when resolving workplace issues. An understanding of these factors can assist managers to create trusting relationships, perform more effectively under pressure, make better decisions, and defuse potential workplace conflicts. Whilst there are numerous social opportunities at school, most of the time social interaction is unstructured. Janice Dreachslin, professor of health policy and administration at Pennsylvania State University, and Diane Kiddy, director of governmental affairs at Universal Health Services Inc., underscore the fact that managing workplace conflicts consumes a significant amount of time and energy. However, the art of leadership is to know what style is appropriate to use at any given time. Traditional organisations aim to create perfectly defined job responsibilities, authorities and associated job functions. In this type of organisation, the keys to success are believed to be found not in structure, clarity and orderliness, but rather through creativity, responsiveness, and adaptability. Bullies typically lack empathy and so usually will not understand the impact of their behaviour until confronted face-to-face.
In the final analysis employers must protect their employees from psychological harm, while providing a work environment that supports a sense of dignity and emotional well-being. Generally, the causes of conflicts are less important than the disruptive and distracting behaviour that they produce.
This documentation is not only a legal requirement, it is also an invaluable tool for ensuring that staff are clearly aware of their rights and responsibilities.
Employers are responsible for illegal, discriminatory or offensive communications that are transmitted over their systems or viewed by others from a company computer screen.
Managers seeking to deal with all such conflicts will be drawn away from more important work, create a climate of dependency and deprive employees of the opportunity of solving their own problems. Incorporate observable and measurable criteria, based on guidelines or protocols for resolving conflict, into job descriptions and performance reviews. The listener mirrors the speaker by repeating small segments of what they have heard, whilst asking for confirmation if the comments are correct. In Hickok’s opinion, this step is an important key for lifting difficult interactions onto more positive ground. Behaviour change contracts should spell out in detail what is desired, with confirmation being given by the parties involved regarding their willingness to commit to what has been requested. Often the person yelling the loudest feels the greatest lack of control and, deep down, is seeking someone who will understand his or her pain. This cements the agreement and partnership in the problem-solving process and gives feelings of control back to the customer. Dreachslin and Kiddy [2] cite Daniel Goleman of the Consortium for Research on Emotional Intelligence. You will also learn how to recognise and deal with fear, and how it's effect on assertive behaviour. Organisational research suggests that a collaborating style leads to enhanced organisational flexibility. However, if the parties involved understand the nature of conflict, then it is possible to harness its positive energy and direct it toward problem solving and organisational improvement. This functional view of conflict regards conflict resolution as a mechanism for providing employees with ongoing operational feedback. The physical and emotional impact upon individuals that experience bullying is significant.

An effective way to do this is via a group conversation, which involves all the people affected by the bully’s behaviour, including the bully and the bullied people. Bullies cause significant harm to staff and the workplace, and for this reason they should not be tolerated.
Harmful workplace behaviour may range from shouting matches and name calling to nasty tricks involving sabotage or destruction of property, which may perhaps lead to actual violence.
Should the employee appeal to an employment tribunal and it be found that there was no real redundancy situation, the dismissal would be deemed unfair. Sexually explicit, graphically violent or racially inappropriate web sites open to view by co-workers may be used to support claims of discriminatory behaviour or a hostile work environment. Mirroring does not necessarily indicate agreement, but reveals that the speaker has been heard and understood. Commonly, speakers want others to recognise the emotions that they are experiencing, and an empathetic statement can confirm this, whilst not necessarily indicating complete agreement with the point of view expressed.
Mirroring, validation, empathy and behaviour change contracts can enable conversations to be carried out in a safe and respectful way.
By exploring options through asking questions and eliciting customer feedback, the communication process is more likely to move towards a productive course of action.
Friendly Kids, Friendly Classrooms : Teaching Social Skills and Confidence in the Classroom.
Generally, these are not related and result in a deficit in an individual employee’s skill or motivation. In addition, the collaborating style used with the accommodating style tends to lead to positive organisational climates when compared with the other styles. This type of organisation is modelled on a smoothly running clock, where each part has is place and function. In this environment, organisations manage positive conflict while avoiding situations where conflict might erode team cohesiveness and productivity.
The idea behind the group conversation is to expose the bully and help them understand how it feels to be bullied.
Emails sent by managers may also be used by employees to prove claims of corporate misconduct.
Mirroring also helps to slow the pace of the interchange, allowing more time for calm thought. Using this methodology, participants are able to respond to each other’s viewpoints after listening closely to what has been said without necessarily relinquishing their own position.
This will hopefully enable the bully to begin to understand, and to think before behaving badly in the future. Since emails can appear to be very informal, managers and employees are more likely to record matters in them they would be most unlikely to put in a letter. Validation and empathy help to find common ground between the two parties, while behaviour change requests allow them to state very clearly what is required. However, in practice, many organisations are characterised by constant change, and therefore require frequent adaptation. However, unlike letters, emails enable impulsive and thoughtless comments to be forwarded to thousands of people with the touch of a button.
At the same time, it can suppress any positive outcomes that might have arisen from healthy disagreements.

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