Seminar 17A - Getting to Match Point: Successful Negotiation, Conflict Management, and Facilitation...

7/27/2019 Seminar 17A - Getting to Match Point: Successful Negotiation, Conflict Management, and Facilitation in Higher Education IT (separate registration required) (179090963)

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Conflict Management

Catherine Yang, EDUCAUSE



Conflict Management

What Is Conflict?

Conflict Styles

Tools for Managing Conflict



Line Game



Emotion

Emotions have the potential to play either a positive or negative role in negotiation.

Negative emotions can cause intense and even

irrational behavior, and can cause conflicts to escalateand negotiations to break down.

Positive emotions facilitate reaching an agreement and

help to maximize joint gains.



Unresolved Conflict?

What does this lead do?

Why do people prefer this?

What role does fear play?



Conflict is a struggle between at least two

parties who perceive they haveincompatible goals.



Conflict In Higher Ed

Organizational Dynamics

Culture and Traditions

Policies and Procedures

Institutional Structure and History

Individual Responses to Conflict



Conflict – Negative

Wasted resources and energy spent dealing with theconflict

Decreased productivity

Lowered motivation

Decreased morale

Poor decision-making

Trust Issues

Toxic culture



Conflict – Positive

Better information

Better choices

Reduces anxiety

Encourages collaboration

Increases understanding

Speeds decision making



Conflict Management

The tools, process and procedure for managing conflict



Conflict Styles

Kilmann Thomas



Conflict Styles

Competing

Accommodating

Avoiding

Compromising

Collaborating



Conflict Styles- Competing

Quick, decisive action is vital-e.g., emergencies On important issues where unpopular courses of action

need implementing-e.g., cost cutting, enforcing

unpopular rules, discipline

On issues vital to group welfare when you know you'reright

To protect yourself against people who take advantage

of noncompetitive behavior.



Conflict Styles – Accomodating

The issue is much more important to the other personthan to you, and as a goodwill gesture to help maintain a

cooperative relationship;

To build up social credits for later issues which are

important to you;

Continued competition would only damage your cause-

when you are outmatched and losing.

Preserving harmony and avoiding disruption are

especially important. This is courting behavior. You realize that you are wrong-to allow a better position

to be heard, to learn from others, and to show that you

are reasonable.



Conflict Styles – Avoiding

An issue is trivial, or when other more important issuesare pressing.

You perceive no chance of satisfying your concerns-

e.g., when you have low power or you are frustrated by

something which would be very difficult to change

The potential damage of confronting a conflict outweighs

the benefits of its resolution.

Gathering more information outweighs the advantages

of an immediate decision. To let people cool down-to reduce tensions to a

productive level and to regain perspective and

composure.



Conflict Styles – Compromising Goals are moderately important, but not worth the effort

or potential disruption of more assertive modes.

Each side has equal power and both are strongly

committed to mutually exclusive goals-are in labor-

management bargaining.

To achieve temporary settlements to complex issues.

To arrive an expedient solution under time pressure.

As a backup mode when collaboration or competition

fails to be successful.



Conflict Styles – Collaborating To find an integrative solution.

Your objective is to learn-e.g., test your own

assumptions, understand the views of others.

To merge insights from people with different

perspectives on a problem. To gain commitment by incorporating other's concerns

into a consensual decision.

To work through hard feelings which have been

interfering with an interpersonal relationship.



Conflict Styles

Different Modes have Different Goals

Competing: the goal is to win.

Accommodating: the goal is to yield.

Avoiding: the goal is to delay.

Collaborating: the goal is to ensure parity of goals.

Compromising: the goal is to find a middle ground.



Conflict Management Tools

Negotiation

Active Listening

Empathy

Body Language

Mediation

Conflict Process



Conflict Management Tips

Connect

Clarify

Confirm

Contract



Case Study



Resources

National Institute of Advanced Conflict Resolution

http://www.niacr.org/

Art of Facilitation, by Dale Hunter

Thomas/Kilmann Conflict Style Instrument

http://www.kilmanndiagnostics.com/catalog/thomas-

kilmann-conflict-mode-instrument

http://www.kilmanndiagnostics.com/catalog/thomas-kilmann-conflict-mode-instrument














Thank You!

Seminar 17A - Getting to Match Point: Successful Negotiation, Conflict Management, and Facilitation...

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