Conflict Management 101

CONFLICT MANAGEMENT 101

Major portion of this presentation are from:U.S. Agency for International Development; Training of

TrainersManual: Conflict Transformation and Peace Building in RwandaAuthors: Babu Ayindo and Janice Jenner from the Center forJustice and Peace building Core Negotiation Skills: One Day Primer from Velsoft TrainingFuture Leadership, Old Issues, New Method by Douglas

Johnson IIUnderstanding Conflict: University of Vermont and Pacer

CenterCollated by Rimalyn SiribanNo copyright infringement intended. For study purposes only.

COURSE OBJECTIVE:

FIRST PART1. Definition of Conflict2. Functions of Conflict

3. Causes or Sources of Conflict4. Avoiding Deep Chaos

5. Management of Deep Chaos6. Power

COURSE OBJECTIVE:

SECOND PART8. Conflict Mapping 9. Conflict Analysis

10. Personality Profile11. Roles Played in Conflict

COURSE OBJECTIVE:

THIRD PART12. Communication Tools

13. Terms and Conditions in Conflict Resolution

14. Thinking gray and freeFOURTH PART

14. Basic Outcomes of Conflict 15. Ministry Positioning Statement

Conflict is a natural and necessary part of our lives. The paradox of conflict is that it is both the force that can tear relationships apart and the force that binds them together.

This dual nature of conflict makes it an important concept to study and understand.

U.S. Agency for International Development; Training of Trainers Manual: Conflict Transformation and Peace building in Rwanda

DEFINITION OF CONFLICT

“Conflict” usually refers to a hostile encounter, a collision of divergent

ideas, interests, or persons.

Synonyms include “disagreement”, “clash”, “divergence”, “argument”,

“quarrel”, “discord”.

Conflict is the collision of differing desires.Blessed are the Peacemakers by Neil Anderson and Charles Mylander

Conflict is a difference in opinion or purpose that frustrates someone’s goals or

desires- Attorney Ken Sande

Conflict begins when people disagree, often sharply. It emerges when people want

their own way and believe it is the right way.

Blessed are the Peacemakers by Neil Anderson and Charles Mylander

People hold competing loyalties, fight over limited resources and want

power to bring about change. That could start good and end up bad.

People creates problems, and problems have process, a history.

Conflict is an inevitable and

necessary feature in every organization. The challenge facing leaders is not elimination of conflict, but rather, how to effectively address conflict when it arises. In an organization in conflict, leadership should organize a body or a panel are called on to serve as a mediator.

Conflict Resolution require particular skills and techniques to tackle the issues in a constructive fashion.

Conflict can be managed negatively through avoidance at one extreme and the use of threat of force at the other.

Conflict can be managed positively through negotiation, joint problem solving and consensus building.

Some of our learned responses are constructive, but others can escalate conflict and raise the level of danger. How we choose to handle confrontation is largely based upon our past experience in dealing with conflict and our confidence in addressing it.

One can start to change destructive responses to conflict by learning to assess the total impact of negative responses and acquiring confidence in using tools and techniques of professional peacemakers.

Constructive conflict management is much a science as an art. It is based on a substantial body of theory, skills and techniques developed from decades of experience in international peacekeeping, peacemaking and peace building.

Acquiring better understanding of the conceptual tools and skills professional managers use can help gain confidence in addressing conflict in a manner which resolves the issues and maintains or even strengthens relationships.

Blessed are the Peace Makers, Neil Anderson and Charles Mylander

Understanding conflict and seeking right solution require a biblical worldview, and that requires an understanding of the spiritual battle that is going on in the heaven lies, spiritual realm.

FUNCTIONS OF CONFLICT

We all know how destructive conflict can be.

Conflict can have positive side, one that builds relationships; creates coalition; fosters

communication; strengthen institutions;and creates new ideas, rules and law.

Our understanding of how conflict can benefit us is an important part of the foundation of

constructive conflict management.U.S. Agency for International Development; Training of Trainers Manual: Conflict

Transformation and Peace building in Rwanda

1. Conflict helps establish our identity and independence.

2. Intensity of conflict demonstrates the closeness and importance of

relationships.3. Conflict can build new relationships.

4. Conflict can create coalitions.5. Conflict serves as a safety-valve

mechanism which helps to sustain relationships.

6. Conflict helps parties assess each other’s power and can work to redistribute power in a

system.7. Conflict can build new relationship.

8. Conflict establishes and maintains group identities.

9. Conflict enhance group cohesion through issue and belief clarification.

10. Conflict creates or modifies rules, norms, laws and institutions.

5 CAUSES OF DISPUTE AND CONFLICTS

1. DATA OR INFORMATION

CONFLICT

2. RELATIONSHIP

CONFLICT

3. VALUE CONFLICT

4. STRUCTURAL

CONFLICT

5.INTEREST CONFLICT

1. DATA OR INFORMATION CONFLICT

- involves lack of information and misinformation, as well as differing views on what data are relevant, the interpretation of that data and how the assessment is performed.

2. RELATIONSHIP CONFLICT

- results from strong emotions, stereotypes, miscommunication and repetitive negative behavior. It is this type of conflict which often provides fuel for disputes and can promote destructive conflict even when the conditions to resolve the other sources of conflict can be met.

3. VALUE CONFLICT

- arises over ideological differences or differing standards on evaluation of ideas or behaviors. The actual or perceived differences in values do not necessarily lead to conflict. It is only when values are imposed on groups, or groups are prevented from upholding their value system, that conflict arises.

4. STRUCTURAL CONFLICT

- is caused by unequal or unfair distributions of power or resources. Time constraints, destructive patterns of interactions and non-conducive geographical or environmental factors contribute to structural conflict.

5. INTEREST CONFLICT

- involves actual or perceived competition over interests, such as resources, the way a dispute is to be resolved, or perceptions of trust or fairness.

An analysis of different types of conflict the parties

are dealing with helps the intervener determine

strategies for effective handling of disputes.

Future Leadership, Old Issues, New Method by Douglas Johnson II

1. Internal Division – widening the gap between the needs and wants of people and the possibilities of satisfying them.

AVOIDING DEEP CHAOS

2. External Division – which is linked to the organization’s ability to adapt to its environment.

AVOIDING DEEP CHAOS

All accepted methods of control loose their value in a state of Deep Chaos. Means such as education, training, and rewards do not work.New Directions are necessary. Studies reveal that only chaos can cope with chaos.

MANAGEMENT OF DEEP CHAOS

We do know that a state of deep chaos is a transition that may lead to either transformation or disintegration of the system.The leader’s role is to prevent disintegration and to assist the organization in its transformation and renewal.

Attempts to motivate people by preaching, pressure, rewards and punishments generally lead to failure. The problem is not one of applying pressure to change the existing state, but how to free the organization from the binds it itself has created. The models are filters through which organizations perceive reality and give meaning to incoming information.

The Beauty of Christ through Brokenness KP Yohannan

The work of brokenness is a beautiful thing. It causes our lives to become the sweet fragrance before God that was intended to be. But we can also delay the work of brokenness by not realizing that God is the One working behind the difficult scenes of our lives. Self-love always delays the process of brokenness.

Power is an inherent, often confusing part of any human interaction, including conflict. To successfully analyze and intervene in a conflict, the power dynamics in the situation must be understood. Some types of power are easy to see and comprehend; others are much more difficult.

1. POSITIONAL POWER

Power is based upon the role, or position, an individual occupies in society. It is passed from one individual to another as he or she moves in or out of the role.

2. RELATIONAL POWER

does not reside in a particular individual but is a property of social relationships. For example, when you listen to a friend speak and respect her opinion, you gave her power. When she listens to you and respects your opinion, you are given the power. In relationships, power is fluid and hard to measure. It can be expanded or limited as you interact.

3. POWER OF FORCE

refers to physical strength and coercive mechanism (like guns) Individuals may use their own strength to impose their will upon others.

4. 44. POWER OF STATUS

comes from wealth or social standing within a society. Individuals can use their money or their social and family ties to maintain a situation that is to their advantage or to get what they want.

5. POWER OF KNOWLEDGE AND EXPERTISE

refers to the additional credit and influence given to those in a society with a special knowledge and expertise. Power comes from what they know.

5. POWER OF A GROUP

comes from people acting together for a cause. The phrase “people-power” is often quoted. It refers to the individuals when part of a group. Labor unions and mass protest, movements have power because of their numbers.

For those involved in conflict resolution efforts, there are 3 central concerns regarding roles of other actors. One is to ensure that the necessary roles to each type of activity (e.g. convener, envisioner, or facilitator) are being filled.

The second is to ensure that the roles players work cooperatively to achieve common goals.

CONFLICT ANALYSIS: CONFLICT MAPPING

To begin to deal with the spiritual root of conflict, pray this simple prayer, Lord, open my eyes to

false desires and selfish desires.

TOOLS FOR CONFLICT ANALYSIS: CONFLICT MAPPING

1. Identify all stakeholders2. Assess stakeholders’

relationships3. Assess power dynamics

4. Identify and assess alliances

TOOLS FOR CONFLICT ANALYSIS: CONFLICT MAPPING

5. Identify and carefully evaluate some possible entry points for investigation and intervention

6. Assess intervener relationships with stakeholders

7.Assess your own position regarding issues and actors

CONFLICT RESOLUTION OR PEACE PROCESS

1. A conflict resolution / peace process is an opportunity for the education of the whole

organization.2. Conflict causes disequilibria (lack or loss of

equilibrium; instability) within other realms of existence, hence the need for efforts of

resolution.3. In the process of responding to conflict, we

must still respect humans by saving their face and avoid embarrassing and or

shaming people. U.S. Agency for International Development; Training of Trainers Manual: Conflict Transformation and Peace building in Rwanda

CONFLICT RESOLUTION OR PEACE PROCESS

4. The language of conflict resolution should encourage resolution by avoiding

embarrassment and breaking barriers.5. Face saving creates the space for self-

examination and invites all the parties to listen to each other.

6. The process of resolving conflicts should be inclusive. The language was designed

to accommodate different level of meaning so that everyone was included.

CONFLICT ANALYSISConflict analysis is the process of looking critically

at a particular conflict to understand the 1. Causes2. Context

3. Participants4. Stakeholders and others aspects of the conflict.

Too often, people attempt to intervene in a conflict before understanding it, with less than positive results. A thorough conflict analysis provides a basis for determining interventions that will have increased possibilities of success.

The following questions and dilemmas are ones that are useful in a conflict analysis process:

1. Who are the parties relevant to the conflict situation?

2. What are the positions of each party in the conflict?

3. What are the needs and interests of each party? [In other words, what are they saying without saying?

what lies beyond the spoken word?]

The following questions and dilemmas are ones that are useful in a conflict analysis

process:

4.What is the relative power, status, and resources of each part in the

conflict? 5. What are the processes they are

using to pursue their interest in conflict with each other?

6. Within what framework, structure or system is the conflict taking place?

process:

7. How are the decisions being made and conflict resolved/ transformed in

the situation?8. What the external factors impact

the conflict? 9. What outcome does each party

expect?

process:

10. What are the possible changes as the result of the resolution /

transformation of the conflict at following levels:a. Personal

b. Relationalc. Structural / Systems

d. Culture e. Spiritual

THOMAS-KILMANN MODEL16 personality types

respond to conflict according to their

preferences.

MEYERS BRIGGS TEMPERAMENT INDICATOR

1. How we gather Energy Introvert or Extrovert2. How we gather data Sensor or INtuitive

3. How we make decisions Thinker or Feeler

4. How we organize our lives Judge or Perciever

“If we could read the secret of history of our enemies, we should find in each person’s life sorrow and suffering enough to disarm all hostility.”-Henry Wadsworth Longfellow

Tomstuart.org

Through their thirty-plus years of working with the MBTI instrument, Damian Killen and Danica Murphy have developed a model for applying type to how people respond to conflict situations.

Killen and Murphy believe that the dichotomy in which people have the greatest difficulty using their non-preferred function is Judging-Perceiving.

Conflict caused by this tension is accentuated when coupled with a difference in the decision-making process (Thinking-Feeling).

THOSE WITH A PREFERENCE FOR THINKING FOCUS MOST STRONGLY ON:

1.What the conflict is about2.Opinions and principles3.Analyzing and tolerating

differences4.Maintaining a firm stance

THOSE WITH A PREFERENCE FOR FEELING FOCUS MOST STRONGLY ON:

1. Who is involved2. Needs and values

3. Accepting and appreciating differences

4. Ensuring give and take

Tomstuart.org

THOSE WITH A PREFERENCE FOR JUDGING TEND TO:

1. Seek resolution2. Focus on the past and future

3. Be concerned primarily with the outcome of the situation

4. Experience satisfaction once the conflict is over

Tomstuart.org

THOSE WITH A PREFERENCE FOR PERCEIVING TEND TO:

1. Seek clarification2. Focus on the present

3. Be concerned primarily with the input of participants

4. Experience satisfaction once the conflict is being addressed

Tomstuart.org

TJ’s – decisive, planned, and organized; at times critical and

blunt.TP’s – objective; searches for what

is right; at times stubborn.FJ’s – warm; seeks harmony; at

times wants to smother with kindness.

FP’s – sensitive; attuned to people’s needs; at times worry for everyone.

COLLABORATING

COMPETING

ACCOMODATIN

COMPROMISIN

AVOIDING

Source: Kenneth W. Thomas and Ralph H. Kilmann (1974),Thomas-Kilmann Conflict Mode Instrument. Tuxedo, NY: Xicom Inc.

COLLABORATINGESFJ ENFJ

COMPETING

ENTJ ESTJMales

ACCCOMODATINGESFJ ENFJ

COMPROMISINGENTJ ESTJ Females

ISTP INTP ESTP ENTP

AVOIDINGINTJ ISTJISFJ INFJ

COMPETING: ENTJ ESTJ MALES

behavior is based on a high attempt to satisfy one’s own interests and a low attempt to satisfy the other party’s interests. A person chooses to use power to win with his or her position. The downside of this style is that it intimidates others to the point where problems may go underground and develop into actions that escalate the conflict.

Competing: Being assertive and pursuing your own concerns, sometimes at expense of others.

Understanding Conflict: University of Vermont and Pacer Center

COMPETING:ENTJ ESTJ MALES

1. Standing up for your rights or beliefs

2. Being assertive.3. Pursuing your own beliefs,

values and concerns.4. At times, asserting your opinion at

the expense of others.

COMPETING IS BEST USED WHEN:

1. The issue is vital to you, your family, or your organization, and you need to stand up for

your values and beliefs. 2. It appears that someone needs to take

charge of a challenging situation.3. There is an emergency or question of safety

and a quick decision needs to be made. 4. An unpopular course of action needs to be

implemented (i.e., you need to enforce rules in a situation involving safety or discipline).

COMPETING PERSONAL AND PROFESSIONAL COSTS

1. This style generally sets up “win-lose” situations.

2. It’s difficult to promote democratic decision-making and/or creative problem-solving when a competing style is used often.

3. The sense of power gained by individuals using this style does not create an inclusive

environment for others.4. Frequent use of a competitive style can

escalate anger and conflict.5. If you use this style all of the time, people

may develop a negative view of you.

ACCOMODATING: ENFP AND ESFP MALES

behavior is based on giving up one’s own interests in order to satisfy the other party’s interests. A choice is made to yield. This style is appropriate when the issue is not of great importance to you and harmony is, or when the other party has all the power. The downside is that if used excessively, neither you nor others have an opportunity to understand your real strength.

Accommodating: Letting go of your own ideas in order to satisfy others’ interests above your own.

ACCOMODATING: ENFP AND ESFP MALES

1. Letting go of your own ideas in a conflict, often for the purpose of

satisfying someone else’s interests above your own.

2. Being cooperative, conceding to the wishes of others.

3. The opposite of competing.4. A quick way to resolve a conflict.5. May involve selfless charity or

generosity.

ACCOMODATING IS BEST USED WHEN:

1. The issue is more important to the other person than to you.

2. You want to demonstrate that you are reasonable, and/or you realize that you are

wrong.3. You recognize that by ending the conflict

through accommodation, you will not risk losing everything.

4. It’s important to preserve harmony or avoid disruption.

5. You believe that the sense of cooperation you are building now will enhance relationships in a

way that will be beneficial over time.

ACCOMODATING: ACCOMODATINGPERSONAL AND PROFESSIONAL COSTS

1. If used too often, an accommodating style may deprive you of the influence, respect, and recognition you deserve.2. Your professional growth may be slowed if you don’t give yourself the chance to offer your own ideas and

perspectives. 3. The person(s) to whom you make accommodations may get their desired

results, but the underlying cause of conflict may remain unaddressed.

Resentment can occur on the part of all involved.

COMPROMISING: ENTJ AND ESTJ FEMALES, AND THE ISTP, INTP, ESTP, ENTP OF BOTH

GENDERS.

behavior in which each party sacrifices some of this or her is also a fallback process when collaboration is not going to produce a fully win/win solution. This downside is that there may be missed opportunity for a more creative solution that would increase resources, productivity and satisfaction.

Compromising: Middle ground between competing and accommodating, where you give up some of your ideas but not all of them.

COMPROMISING: ENTJ AND ESTJ FEMALES, AND THE ISTP, INTP, ESTP, ENTP OF BOTH

GENDERS.

1. Compromising is the middle ground between competing and accommodating, in which each of the people involved in a conflict

gives up some things and not others.2. Compromise can be thought of as “sharing

the pie” or “splitting the difference.”3. It requires both assertiveness (e.g., standing

up for what is really important to you) and some level of cooperation (being willing to

give up that which is less important to you).

COMPROMISING IS BEST USED WHEN:

1. All or some of the issues being discussed are situation are moderately

important to you.2. The people involved realize that it is

more important to solve the problem than to “win.”

3. There is a sense that it is possible to reach a “fair” or temporary settlement.

4. A quick middle-ground solution makes sense and brings at least partial

satisfaction to all involved.

COMPROMISING PERSONAL AND PROFESSIONAL COSTS

1. Compromises may cover up the “real issues” and lead to a future power struggle.

2. Over-use of compromising may result in a climate of constant negotiation and/or

“game playing.” 3. The fact that “everybody wins” may make

you feel like a group of individuals rather than a real team.

4. You may experience a sense of personal cost if you “give in” on values and beliefs

that are very important to you.

If you are too agreeable you are likely to end up feeling like your needs are not being met. Sometimes you have to risk making a stand.

People who are prepared to disagree with you are likely to be more trustable.

AVOIDING: INTJ, ISTJ, ISFJ, and INFJ

behavior in which there is no attempt to satisfy either one’s own or the other party’s interests is found. A choice is made to remain apart from interactive engagement on the issue. This style is appropriate when the issue is of no importance to you or when used as a strategy to buy time for thinking or “cooling down,” or if the other person has unyielding power over you. The downside is that issues may persist and remain unresolved.

Avoiding: Not addressing the existence of conflict.

AVOIDING: INTJ, ISTJ, ISFJ, and INFJ

1. Withdrawing from a “hot” situation.2. Deciding that this is not a high

priority issue for you.3. Waiting for a more appropriate time

to deal with the conflict.4. Concerned that a confrontation

may be damaging to you or others.

5. Don’t feel you have the power or authority to address the issue.

AVOIDING IS BEST USED WHEN YOU ARE:

1. Deciding that you don’t want to take on a particular conflict.

2. Choosing not to engage in a particular conflict.

3. Not addressing the existence of a difficult issue or conflict.

AVOIDING PERSONAL AND PROFESSIONAL COSTS

1. Important decisions may happen without your input.

2. You may have important information, input or perspectives that others don’t

have.3. Underlying interests/issues that really

are important to you may not get resolved.

4. Over time, your silence may make you feel like your opinions don’t really

matter.

COLLABORATING: ESFJ AND ENFJ

behavior that seeks a way to satisfy fully both parties interests a win/win solution is found. Issues are examined that are important to both people and commitment is made to exploration of alternative resolutions that address all concerns. The downsideis that the process may involve more time than is available.

Collaborating: An approach in which people go beyond their own interests and solutions to create something new.

COLLABORATING: ESFJ AND ENFJ

1. An approach in which people go beyond their own interests and

solutions to create something new. 2. Asserting your own self interests,

while respecting and cooperating with the interests of others.

3. Meeting the interests of all parties to the maximum extent possible.4. “One for all-all for one.”

COLLABORATION IS BEST USED WHEN:

1. You want to find a solution that meets all needs and doesn’t

compromise anyone’s critical beliefs, values, or outcomes.

2. You are using a team approach in which you are trying to equalize

power, gain commitment, and merge insights.

3. You have time to work towards a true collaborative solution.

4. You have authority to implement the solution.

COLLABORATING PERSONAL AND PROFESSIONAL COSTS

1. Real collaboration may take a lot of time. It requires lots of

investment in terms of time, energy and hard work.

2. Problems that need to be solved very quickly or in the face of

threats to safety may not be the best candidates for collaborative

approaches.

COLLABORATING PERSONAL AND PROFESSIONAL COSTS

3. Collaboration cannot happen unless team members have a sense of trust and

respect for one another, as well as a sense of shared participation and power.

4. There is a need for all group members to check in with each other to make sure that

true collaboration is occurring. All members need to feel hear and included. If not, this may lead to some people feeling

that one or two people are resolving issues while others are accommodating.

ROLES PLAYED IN CONFLICT SITUATIONS

This extensive list of roles shows the complexity and maintaining peace process. The range of skills, knowledge, resources, and aptitude required to be effective in these roles is unlikely to be found in one person or intervening body. Whether by design or happenstance, when a number of actors are engaged in different aspects of intervention work, there are certain challenges that will emerge.

EXPLORER

Carries messages between parties and reassures them about the room for negotiation and notes areas of common ground.

ANALYST

Conducts political, social or economic analysis of the conflict to assist other interveners in determining causes of conflict courses of action.

DESIGNER

Helps parties and interveners in creating a resolution process which will appropriately and effectively address the conflict issues.

ANALYST

Conducts political, social or economic analysis of the conflict to assist other interveners in determining causes of conflict and courses of action.

COMMUNICATOR

serves as the communication interface between parties involved in the process and those outside the process, such as the media, general public or international community.

DECOUPLER

Find ways for external parties who have become involved in the conflict to disengage while saving face and attempts to engage other external actors who can play less biased roles in endorsing the process or encouraging parties to participate.

UNIFIER

Helps with intraparty negotiations to repair divisions and assist them in creating a common understanding of the conflict and their goals and objectives.

ENSKILLER

Empowers parties with the skills required to negotiate, communicate interests, analyze scenarios and research aspects of the conflict.

EDUCATOR

Provide expert opinion or technical information to parties about aspects of the conflict issues.

ENVISIONER

Helps parties think about the conflict and possible solutions in new ways by using creative option generating processes or bringing relevant data.

EVALUATOR

Helps parties access possible solutions and their impact on the resolution of the conflict.

GUARANTOR

Ensures that parties do not incur unacceptable costs either through involvement on the process or if the process breaks down.

LEGITIMIZER

Ensues that parties to accept the process by granting their moral, political or financial approval.

FACILITATORAssists parties in communicating to one another by creating a safe process for discussions, framing or reframing the issues and parties’ understanding of the conflict and fostering a forum for effective listening and problem solving.

ENHANCER

Brings in resources to expand the options for settlement or reward participation in the process.

ENFORCER

Monitors agreements and codes of conduct so that the momentum for the process can be sustained.

RECONCILER

Prepare parties for long-term relationship-building activities which are designed to reduce patterns of negative behaviors, destructive stereotyping and miscommunication.

INFORMATION- unprocessed data of every description which may

be used in the production of intelligence. The meaning a human assigns to data.

KNOWLEDGE- facts, including procedures, that have been learned

and can be reproduced from memory.

WISDOM- use of judgment to give knowledge relevance with

specific situational context; soundness of judgment about the nature of people and the world.

TRANSITION STATEMENT

1.SMG2.PPF

3.PREP4.PROBE

South East Asia Speakers and Trainers Bureau

1.Story (Good for giving2.Message advice or for 3.Gain framing your

personal testimony)

4 Elements of a good story:1. Character2. Scenario 3. Conflict

4. Resolution

SMGMessage and Gain should be 1 sentence each onlyor no longer than10 seconds total.

Story can be 1:50 minutes long fill it with details.

SMGTRANSITIONAL STATEMENTS

1. I remember when….

2. My message is…3. So that…

SMGTRANSITIONAL STATEMENTS

1. Naalala ko….2. Ang mensahe

ko…3. Upang…

1.Past (Good for 2.Present disagreeing3.Future without

being too disagreeable)DIPLOMACY

PPFTRANSITIONAL STATEMENTS

1. In the past….2. Now a days…3. I hope that in the

future…

PPFTRANSITIONAL STATEMENTS

1. Dati….2. Ngayon…3. Sana sa

hinaharap…

PREP1. Position (Good for 2. Reason convincing3. Example people about4. Position your own

convictions. Is very

persuasive when given clear, and specific

examples)

PREPTRANSITIONAL STATEMENTS

1. I believe that….2. Because…3. For example…4. That is why I believe

that…

PREPTRANSITIONAL STATEMENTS

1. Naniniwala ako….2. Dahil / kasi…3. Halimbawa…4. Dahil diyan naniniwala

ako…

PROBE1.Praise (Good for 2.Request presenting before3.Options hostile crowd, or a4.Best Option skeptical audience. 5.Explain But requires that

your facts are complete and accurate)

PROBETRANSITIONAL STATEMENTS

1. Thank you for ….2. My request is that…3. Our options are…4. I therefore recommend

that…5. So that…

1. Salamat sa ….2. Ang aking hiling…3. Ang ating mga

pagpipilian…4. Akin ngayon

iminumungkahi …5. Upang…

PROBETRANSITIONAL STATEMENTS

3 COMMUNICATION STEPS TO DIFUSE TENSE SITUATIONS

Before tensions get worse, leaders should turn down the heat and get everyone back on track.

1. Empathize. Listen, and then show that you’ve heard by recapping how it looks from the member’s point of view.

2. Offer support. Demonstrate commitment to offer to lending a helping hand if the situation gets worse.

3. Invoke higher principles. To get perspective to remind people of vision, purpose and principles that make the frustrations worth enduring.

HANDLING HECKLERS

1. Ask as many people as you can.2. Write down all their questions and discuss

later.3. Ask them to share what they know.

4. Leave them alone.5. Affirm and acknowledge only with “thank

you”.6. Have an assistant approach and intercede

for you.7. Declare a short break and pacify in private.

ARGUING 101

1.Go on the defensive by asking questions.2. Be truthful.

3.Appeal to the interests of the other person.

4.Defend what is defensible.

The Contrarian, from Renegade Pastors of Nelson Searcy

THINKING GRAY

- not to form opinions about ideas or people unless you have to.

A well developed ability to them to think gray is the best defense a leader can have against this kind of assault in his intellectual independence.

Value of suspending binary instincts – free from all restraints.

Binary Thinking

- Good or bad; true or false; black or white- Instant in their judgment

THINKING GRAY

- not to form opinions about ideas or people unless you have to.

A well developed ability to them to think gray is the best defense a leader can have against this kind of assault in his intellectual independence.

Value of suspending binary instincts – free from all restraints.

Flip Flopping

- A leader have an argument against the proposition and decides that the proposition

must be false

THINK GRAY. THINK FREE.

THINK GRAY- not to form opinions about ideas or

people unless you have to.THINK FREE

- train yourself to move several steps beyond traditional brainstorming by

considering really outrageous solutions and approaches.

Listen first, talk later, and when you listen, do so artfully.

Experts can be helpful but there is no substitute for your own critical

thinking and discernment.

Beware of pseudoscience masquerading as incontrovertible

fact or unassailable wisdom; it typically will do nothing to serve your interests or those of the organization.

Never make decision until you have to.

THE 5 BASIC OUTCOMES

One party prevails[2] [5] Transcendence

[4] Compromise

[3] Withdrawal

+ [5]One party prevails

[1,2] ONE PARTY PREVAILS

1. The Rule of Man: Fight it out, might is right

(to be avoided)2. The Rule of Law: Adjudicate, some

principle (like, need, taste)

3. The Rule of Chance: Some random method

4. Compensation: Broadening (triangle), deepening (double conflict)

[3] WITHDRAWAL

1. Walk away from the situation2. Destroy or give away the orange

3. Just watch the orange4. Put it in the freeze

[4] COMPROMISE

1.Cut the orange 2.Squeeze the orange

3.Peel the orange; divide the slices

4.Any other division

[5] TRANSCENDENCE

1. Get one more orange2. Get more people to share the orange3. Bake an orange cake, have a lottery,

divide the proceeds4. Sow the seeds, make plantation,

take over the market

Creating a new reality.

1. FORCE. Parties have virtually no opportunity to present their case.

2. ADJUDICATION. Parties have opportunity to present their case but third party, appointed by

state, imposes solution.

3. ARBITRATION. Parties can choose arbiter and whether the outcome will be binding. However,

solution is imposed by outsider and may be imposed by law.

SPECTRUM OF RESPONSE TO CONFLICT:

4. NEGOTIATION. Parties formulate issues and find resolution. However, the final solution might depend on the relative power of the parties.

5. MEDIATION. Mediator tries to eliminate obstacles to negotiation that they may include power

imbalances. The parties determine the outcome.

6. RECONCILIATION. The process searches for solution but also fundamentally alters relationship.

All parties must equally invest and participate.U.S. Agency for International Development; Training of Trainers Manual: Conflict

Transformation and Peace building in Rwanda

SPECTRUM OF RESPONSE TO CONFLICT:

CONFLICT RESOLUTION: TERMS AND DEFINITIONS

1. COOPERATIVE PROBLEM SOLVING

is an unassisted procedure which includes formal and informal discussions between individuals or groups. With this process, parties work jointly to determine the nature of their differences and look for creative alternative which will allow them to meet their needs, desires or concerns.

2. NEGOTIATIONPositional Negotiation parties make offers and offers and counter offers which they feel will resolve the conflict. These exchange of offers typically start to converge on a solution which both parties find acceptable.

Interest Based Negotiation is designed for parties who have a need to create or maintain healthy relationships. In this type of process, parties discuss the issues which face them and express the interests, values, needs that they bring to the table.

3. MEDIATION refers to a process through which a third party provides procedural assistance to help individuals or groups in conflict to resolve their differences. Mediation is a voluntary process and its success is linked to the vesting of the decision-making authority in the parties involve in the dispute.

3. MEDIATION is a voluntary process and its success is linked to the vesting of decision-making authority in the parties involved in the dispute.

The mediator structures the process in a way which creates a safe environment for parties to discuss the conflict and find solutions which will meet their interests.

3. MEDIATION refers to a process through which a party provides procedural assistance to help individuals or groups in conflict to resolve their differences.

It may be more important that the mediator is known and trusted by the parties to the conflict rather than being seen as impartial.

4. MEDIATOR usually an independent, impartial person who has no decision-making authority. It may be more important that the mediator is known and trusted by the parties rather than being seen as impartial.

The mediator structures the process in a way which creates a safe environment for parties to discuss the conflict and find solutions which will meet their interests.

5. FACILITATION is an assisted process which is similar to mediation in its mediation in its objectives; however, facilitated processes typically do not adhere to a tightly defined procedure. In this type of proceeding, the facilitator works with parties to increase the effectiveness of their communication and problem-solving abilities. The facilitator may be either a third party or a person within one of the groups who is able to provide procedural assistance and to refrain from entering into the substance of discussion.

6. ARBITRATION is a form of dispute resolution where a third party makes the decision on the outcome of the dispute. Typically, the parties appoint the arbitrator to render this decision.

7. CONFLICT RESOLUTION

is a broad term which refers to the many ways disputes are resolved. Conflict resolution is a progression from an order based on coercion to one based on voluntarism. It creates a relationship not characterized by hierarchy but one marked by equality, participation, respect, mutual enrichment and growth. The term also refers to addressing the causes of conflict and seeking to build new and lasting relationships between hostile groups.

8. BARGAININGwhere interested parties go over their agreements and negotiates changes, sometimes one term at a time. This is the stage where hostility and anger can become evident, as the parties work on fine details of an agreement.

Core Negotiation Skills: One Day Primer Velsoft Training

MAIRE DUGAN’S CONFLICT FOCI

SYSTEM

Immediate Short – Range Decade Generational

Action Planning Thinking Vision

(3-6 months) (1-2 years) (5-10 years) (20+ years)

System

Design of Social Change

Preparation and

TrainingDesired Future

CrisisIntervention

We all need to get on the same end of this rope and pull in the same direction.

If we do, nobody can defeat us along the run.

-Tommy Lasorda

Our past gives us pride and joy because of the many virtues this past has shown us as ours. Above

all, not only do we have a revolutionary tradition, we are also a

heroic people.-F. Sionil Jose

Why we are poor

We must think of duty, what we must do, of the work ahead so

that we may develop into a very strong people.

-F. Sionil JoseWhy we are poor

Conflict Management 101

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