Conflict management

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    05-Oct-2015
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Conflict management

Transcript of Conflict management

  • Conflict ManagementKharafi NATIONAL

  • Course ObjectivesUnderstand what conflict is and how it can escalateBe able to recognize the five most common conflict resolution styles and when to use themIncrease positive information flow, through non-verbal and verbal communication skillsDevelop effective techniques for intervention strategiesStrengthen staff trust and moraleBecome more confident of your ability to manage conflicts to enhance productivity and performance

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  • Defining Conflict

    From an organizational point of view, conflict can be viewed as anything that disrupts the normal routine. Conflict is also the hostility caused when you strived for the outcomes you prefer, and thus prevent others from getting the outcome they want.

    Are there other definitions that work for you?

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  • Defining Conflict

    Some assumptions about conflict:

    Conflict is avoidable.Conflict produces inappropriate reactions by the persons involved. Conflict creates a polarization within the organization.

    What are some positives and negatives aboutconflict?

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  • Types of Conflict

    Inner conflictInterpersonal conflictGroup conflict

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  • Types of Conflict

    Twelve Roots of Interpersonal ConflictBasic DifferencesPrejudice/BiasNastiness/StubbornnessSensitivity/HurtDifferences In Perception/ValuesDifferences Over FactsDifferences Over Goals/PrioritiesDifferences Over MethodsCompetition For Scarce ResourcesCompetition For SupremacyMisunderstandingUnfulfilled Expectations

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  • Types of Conflict

    Roots of Group ConflictGoal segmentation and rewardsMutual departmental dependenceUnequal departmental dependenceFunctional unit and environmentRole dissatisfactionRole ambiguitiesCommon resource dependence

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  • Open Conflict vs. Hidden Conflict

    There are two ways of dealing with conflict. We can be open and up front about it We can keep it hidden and let it smolder inside us

    Group QuestionsCan you think of times when you have been open about a conflict you are experiencing with another person?Can you think of a time when you were more covert or hidden about how you were really feeling? Why did you sometimes feel okay about speaking up?What held you back when you were keeping your conflict hidden?

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  • Spontaneous and Reflective Action

    Those who are extroverts are notorious for opening their mouth and putting their foot in it. This is spontaneous behavior: neither thinking things through nor considering the consequences before we speak.However, introverts are usually more reflective. This means they think before they speak, but they also self-censure to the point that what needs to be said doesnt get verbalized.

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  • Johari Window

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  • Johari Windows The Johari StylesA Turtle: Low Trust and Low RespectAn Owl: High Respect and Low TrustA Bull in the China Shop: High Trust and Low RespectA Picture Window: High Trust and High Respect

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  • Session Seven: Stages of Conflict

    Latent ConflictPerceived ConflictFelt ConflictManifest ConflictConflict Aftermath

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  • Stages of Conflict

    Stage 1: Mild DifferenceStage 2: DisagreementStage 3: DisputeStage 4: CampaignStage 5: LitigationStage 6: Fight and/or War

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  • Conflict Outcomes

    Strategies For Dealing with ConflictLose-Lose Win-LoseWin-Win

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  • Strategist For Resolutions

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  • Strategy GAME Win As Much as You Can

    4 X's: Lose $1.00 each3 X's: Win $1.00 each1 Y: Lose $3.002 X's: Win $2.00 each2 Y's: Lose $2.00 each1 X: Win $3.003 Y's: Lose $1.00 each4 Y's: Win $1.00 each

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  • Conflict Resolution Style Questionnaire

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  • Active Listening

    Steps to Active Listening

    Listen for total meaning. Respond to feelings. Note all cues.

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  • Paraphrasing

    Paraphrasing is another skill that is critical to your efforts to resolve conflict. It helps clarify what is being said by both parties in the disagreement.

    The key to paraphrasing in a conflict situation is to remain calm and collected, as you restate what you believe theyve said.

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  • Powerful Questions

    Questions can:

    Gather additional information.Clarify information.Help lead the other person to an insight not yet his or hers.

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  • 7 Steps to Ironing Things Out

    Remove all masks.Identify the real problemCommunicate in a manner certain to be receivedGive up a must win attitude.Develop several possible solutions.Evaluate options and select a solution.Acknowledge and preserve the value of the relationship.

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  • The Conflict/Opportunity Test

    What is the conflict? Who are the players?If this conflict is resolved, what are the benefits?If this conflict is not resolved, what are the payoffs or benefits for me?If the conflict is not resolved, what harm can follow?If this conflict is resolved, will the benefit create a better situation than before the conflict arose?Whatever the outcome, can I see that the conflict added a positive dimension to the potential outcome?

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  • Conflict and its Resolution

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  • Conflict and its Resolution

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  • Facilitating Conflict

    There is a danger of being in the midst of a difficult situation without recognizing it. Prepare. Gather as much information as you can about how the other person /group might be thinking and feeling. Try to understand their perspective.Know your own hot buttons. What makes you react or get angry?

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  • Facilitating Conflict

    Facilitating conflict has two distinct steps:

    Venting: This involves listening to people so they feel heard, and so that built up emotions are defused. People are rarely ready to move on to solutions until their emotional blacks have been removed.

    Resolving the issue: This means choosing the right structured approach to get to solutions. This can be a collaborative problem-solving activity, compromising, accommodating, or consciously avoiding.

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  • Setting Norms

    What behaviors and rules should we adhere to if we find ourselves getting into serious disagreements? What can we do to ensure that we have a good debate instead of a heated argument?

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  • Making an Intervention

    During any workshop or meeting, there are many occasions when you will need to make an intervention. The definition of intervention is: any action or set of actions deliberately taken to improve the functioning of the group.Intervening is like holding up a mirror to the participants so that they can see what they're doing and take steps to correct the problem.

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  • Making Interventions

    Word interventions by:Describe what you're seeing.Make an impact statement. Redirect the person's behavior(s).

    Examples:"I'm noticing that ..." "I'd like to offer this observation. ..." "Let's stop for a moment and look at what's happening here." "It strikes me that ..." What are people experiencing right now?

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  • Making Interventions

    Deal with resistance using these steps.

    Step 1 Invite the resistor to express his or her resistance while you listen actively, paraphrase and offer empathy.Tell me why you feel this way?What happened last time?

    Step 2After all the concerns have been acknowledged, ask questions to prompt the resistor to suggest solutions.What circumstances would make you willing to stay? What assurance will eliminate your concerns?

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  • Objectives ReviewQUESTIONS

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