conflict management in the workplace - md expo · 70% of managers believe managing conflict to be...
TRANSCRIPT
![Page 1: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/1.jpg)
Conflict Management in the WorkplaceCorrie Schumacher, Global Marketing & Field Resources
MD Expo – October 17, 2019
![Page 2: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/2.jpg)
What is Conflict?
2
Psychology of Conflict• A psychic struggle, often unconscious, resulting from the
opposition or simultaneous functioning of mutually exclusive impulses, desires, or tendencies.
Reality of Conflict• An incompatibility between two or more opinions, principles, or
interest.• Mental struggle resulting from incompatible or opposing needs,
drives, wishes or external/internal demands• A serious disagreement or argument, typically a prolonged one.
Merriam-Webster
![Page 3: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/3.jpg)
What’s the Big Deal?
85% of US employees regularly deal with conflict at some level spending an average of 2.8 hours per week dealing with it!
• 34% attribute it to increased stress• 33% is caused by heavy workloads• 29% deal with conflict almost constantly• 27% have witnessed personal attacks• 25% have seen it result in sickness/absence
70% of managers believe managing conflict to be critically important• 31% think they handle it effectively – 78% of employees disagree!
Estimated $359 billion in lost hours per year!
3
![Page 4: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/4.jpg)
Poll
How many of you feel pretty confident in your ability to manage conflict right now?
4
![Page 5: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/5.jpg)
What Would Help?
Understanding the causes of conflict…• Knowing how to communicate effectively to resolve conflict,
or avoid it in the first place• Being able to deal with “difficult” personalities• Thinking Win/Win
5
![Page 6: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/6.jpg)
Causes of Conflict in the Workplace
6
• Personality clashes/egos• Stress• Excessive workloads• Ineffective supervision and management• Substandard performance• Differences in beliefs/values
(facts/perceptions)• Competition for resources• Non-compliance with policies and
procedures• Confusion/duplication with
responsibility/authority
• Semantics (ambiguous words/tone)• Passive aggressive behaviors• Lack of communication• Resistance/fear of change• Generational Tensions• Inconsistency• Professional Disrespect• Inner Conflict• Lack of recognition• Cultural Differences• Negative Attitudes
![Page 7: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/7.jpg)
Where do I Start?
7
That’s a lot of conflict…
What can I do about it?
![Page 8: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/8.jpg)
Conflict Management Skills
• Address problems quickly• Assert feelings without blaming• Brainstorm win/win solutions• Compromise to accommodate• Meet with all involved• Creativity in problem-solving • Designate sanctions for non-compliance• Draw out perceptions and feelings• Identify triggers to conflict• Forgive transgressions• Formalize agreements
• Active listening• Separate person from the problem• Show respect• Add space between stimulus and response• Use “I” message• Model reasonable dialogue• Ask clarifying questions• Principled negotiation• Set ground rules• Know appropriate methods• Willingness to receive feedback
8
![Page 9: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/9.jpg)
Causes of Conflict in the Workplace
• Address problems quickly
• Assert feelings without blaming• Brainstorm win/win solutions• Compromise to accommodate• Meet with all involved• Creativity in problem-solving • Designate sanctions for non-compliance
• Draw out perceptions and feelings
• Identify triggers to conflict• Forgive transgressions• Formalize agreements
• Active listening• Separate person from the problem• Show respect
• Space between stimulus and response
• Use “I” message• Model reasonable dialogue
• Ask clarifying questions• Principled negotiation• Set ground rules• Know appropriate methods• Willingness to receive feedback
9
![Page 10: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/10.jpg)
10
![Page 11: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/11.jpg)
Could it be Me?
11
![Page 12: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/12.jpg)
Emotional Self-Awareness
12
![Page 13: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/13.jpg)
Emotional Self-Awareness
13
![Page 14: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/14.jpg)
Stimulus vs. Response
14
Common Practice: React Emotionally
Highly Effective Practice: Exercise Freedom to Choose
![Page 15: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/15.jpg)
Now that I’m Here, What’s Next?
15
![Page 16: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/16.jpg)
16
![Page 17: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/17.jpg)
Skill 1 – Control Your Emotions
What strategies do you use for creating space between stimulus and response?
17
![Page 18: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/18.jpg)
Active/Empathic Listening
Active Listening (Seek first to understand…)• Information – get a clear picture• Affirmation – affirm, acknowledge, explore the problem• Inflammation – Responding to complaint or attack on you
18
![Page 19: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/19.jpg)
Active Listening - Information
Aim of the speaker: Get across what is wanted so there is no confusionTask of the listener: Get details, confirmation, clarity
• Ask Questions• Check Back• Summarize
Collect information, avoid jumping to solutions• Enquire about needs, concerns, hidden premise• Does the speaker want a solution?
19
![Page 20: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/20.jpg)
Active Listening - Information
Question types:• How do you see it all? (general)• How much does that cost? (specific)• If the they say “I can’t” ask “what happens if you do?”• If they say “They always” ask “is there a circumstance in which
they don’t?”• If they say “it’s too many or too much” or “too little or too
few” ask “compared to what?”
20
![Page 21: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/21.jpg)
Active Listening - Information
Example:
Statement: “This machine doesn’t have as many features as our old one!”
Question: “What do you need it to do?”
21
![Page 22: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/22.jpg)
Active Listening - Affirmation
Aim of the speaker: Talk about the problemTask of the listener: Listen for understanding without
the intent to reply, acknowledge what the speaker is feeling
Empathic Listening• Reflect back without probing, judging or interpreting• Ask clarifying questions• Confirm and explore feelings if time and receptiveness is present
22
![Page 23: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/23.jpg)
Active Listening - Inflammation
High emotion = engage empathic listening– Control emotion, don’t exhibit defensiveness– Deal with speaker emotion, make sure they feel heard– Acknowledge their side
Listener wants to get the speaker to confirm that they feel hearde.g., “Yes, that’s what I said.”
23
![Page 24: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/24.jpg)
Active Listening - Inflammation
As a listener, what can you change?– Might need to change my approach– Don’t take the bait and retaliate– Don’t start justifying– Don’t act defensive– Stay in active/empathic listening until speaker is calm– Use phrases like, “it’s making you really mad,” “I can see how
upset you are,” “You feel like you reached your limit,” “Have I got that right?” “So when I do ___ you get really frustrated with me.”
24
![Page 25: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/25.jpg)
Skill 2 – Use Empathic/Active Listening
“I have never in my life seen a worse product…”
“I have been at this job for more than 20 years, and I don’t think I need to be here.”
25
![Page 26: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/26.jpg)
“I” Messages
• Used to state your case without putting others on defense
• Describes how you see or feel about an issue• Delivered not to force action but to state what you
need
26
![Page 27: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/27.jpg)
An “I” Message
is not…• about being polite “soft” or “nice”• a resolutionis…• a conversation starter• about being clear in communication
27
![Page 28: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/28.jpg)
“I” Message
What to expect from an appropriate “I” statement• Unlikely to do harm• A step in the right direction• Certain to change the current situation in some way• Can open up possibilities you may not yet see
28
![Page 29: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/29.jpg)
“I” Message
When… I hear a voice raised at me
I feel… threatened and get defensive
What I would like… is to discuss this issue with you without either of us feeling defensive.
29
![Page 30: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/30.jpg)
“I” Message
Rephrase the following statements:1. You make me angry!2. You never listen to me.3. You’re always giving out incorrect information.4. You always act helpless when an issue comes up.
30
![Page 31: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/31.jpg)
Skill 3 – Using “I” Messages
Poll
What is your confidence level in creating “I“ messages?
31
![Page 32: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/32.jpg)
Recognizing “Difficult” Personalities
• The “Bulldozer” - Abusive, abrupt, pushy• The “Exploder” – Outbursts filled with rage• The “Complainer” – Finds fault with everything• The “Clam” – Silent, “yes” or “no”, grunt• The “Wet Blanket” – “It won’t work”• The “Know-It-All” – Expert on all matters• The “Staller” – Habitually indecisive
32
![Page 33: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/33.jpg)
The “Bulldozer”
• Time to run out of gas• Don’t worry about being polite• Forcefully; no apologies• Don’t cut down• Negotiation
33
![Page 34: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/34.jpg)
The “Exploder”
• Gain self-control• Neutral phrase• Serious• Private setting
34
![Page 35: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/35.jpg)
The “Complainer”
• Listen• Don’t argue or apologize• State the facts• Put in writing• “How do you want the discussion
to end?”
35
![Page 36: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/36.jpg)
The “Clam”
• Open-ended questions• Wait for response• Extra time• Comment on what is happening
36
![Page 37: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/37.jpg)
The “Wet Blanket”
37
• Be alert• Optimistic but realistic• Don’t argue• Don’t offer solutions• Raise questions
![Page 38: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/38.jpg)
The “know-it-all”
• Be prepared• Listen and paraphrase• Don’t over-generalize• Watch your responses
38
![Page 39: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/39.jpg)
The “Staller”
• Be open• Acknowledge past
problem• Give support – deadlines• Assign responsibility
39
![Page 40: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/40.jpg)
Pre-empting Conflict
• Acknowledge known concerns• Address and acknowledge emotion• Reaffirm the path to communication • Project confidence• Establish “parking lot” up front
40
![Page 41: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/41.jpg)
Preparing for Conflict
• Adjust your frame of mind• Consider your counterpart’s viewpoint• Look at Big Picture/organizational context• Prepare you message for different scenarios• Choose the right time and place• Express your feelings ahead of time
41
![Page 42: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/42.jpg)
Conflicts With Customers
• Identify problems - Active/Empathic Listening• Focus on solutions - Separate the person from the problem• Clarify – Ask clarifying questions• Get help – bring parties together/collaboration• Check for satisfaction • Follow up
42
![Page 43: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/43.jpg)
Conflict Resolution: Win/Win Approach
43
There are two people in a kitchen. There is only one orange left and both of them want it.
What would you expect as the solution?
![Page 44: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/44.jpg)
Conflict Resolution: Win/Win Approach
44
One person now goes to the juicer and starts squeezing but the orange is too small to add the flavor she wanted. The other, with some difficulty, begins to grate the rind of the orange to flavor a cake.
What if they compromise and cut the orange in half?
What could have been different?
![Page 45: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/45.jpg)
Win/Win Approach
45
Premise: I want to win and I want you to win too
Approach: Focus on underlying needs How to: Probe below the surface with questions like
• Why does that seem to be the best solution to you?
• What’s your real need?
• What’s the outcome or result that you want?
![Page 46: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/46.jpg)
Win/Win Approach
46
Strategies
• Recognition of individual differences and desired outcomes
• Openness to adapting your position based on new information
• Attack the problem, not the people
![Page 47: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/47.jpg)
Case Study
47
During a training session, a customer continuously complains and speaks out against everything (including the training itself)
What would be the appropriate method(s) for dealing with her?
What skills would you employ?
![Page 48: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/48.jpg)
Case Study
A co-worker is giving a presentation and providing information that is incorrect. How do you re-direct?
What would be the appropriate method(s) for dealing with her?
What skills would you employ?
48
![Page 49: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/49.jpg)
Case Study
A misunderstanding or misinterpretation of information causes your customer to attack you verbally
What would be the appropriate method(s) for dealing with her?
What skills would you employ?
49
![Page 50: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/50.jpg)
Conflict Resolution: Creative Responses
Perfection Hat• Right or wrong?• Do I measure up?• Life is a struggle• Mistakes are unacceptable• Judgement• Don’t take chances• I have to be right• Low self-esteem!
50
Discovery Hat• Exploration• Possibilities• Acceptance• Inquiry• Alternate views• High self-esteem• Play• Enthusiasm
![Page 51: Conflict Management in the Workplace - MD Expo · 70% of managers believe managing conflict to be critically important • 31% think they handle it effectively – 78% of employees](https://reader035.vdocuments.net/reader035/viewer/2022070112/60539d7fe6ac8d07a6055c3f/html5/thumbnails/51.jpg)
THANK YOU!
51