1 conflict resolution the skill that makes the difference
TRANSCRIPT
2
Course AgendaWelcome & Introductions
Identifying Conflicts
Opportunities With Conflict
Process Of Conflict Resolution
Resolving Conflict With Others
Summary/Debrief
3
Course ObjectivesAfter Today’s Session, You Will Be Able To…
Discover How To Respond To Conflict Learn How To Meet Confrontations Head-On Effectively Respond To Negativity In Others Turn Differences Into Opportunities Communicate Your Way To Resolution Demonstrate The Ability To Resolve Conflict
5
What Causes Conflict?
Split Into Two Groups
At Your Flip ChartsList The Causes Of Conflict
Be Prepared To Report Out Your Responses To The
Group
6
Self AssessmentDealing With Our Emotions
A Self-Assessment
Take A Moment To Complete The Self-Assessment On Page
#4
8
Common Responses Avoidance Is a common response to the negative
perception of conflict. Generally, feelings get hurt, views go unexpressed, and the conflict festers until it becomes too big to ignore, then grows and spreads until it kills the relationship. Because concerns go unexpressed, people are often confused, wondering what went wrong in a relationship.
9
Common Responses Accommodate Also known as smoothing, is the
opposite of competing. Persons using this style yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important.
10
Common Responses Compromise Is an approach which people gain and
give in a series of tradeoffs. While suitable, compromise is generally not satisfying. We each remain shaped by our individual perceptions and don't necessarily understand the other side very well. We often retain a lack of trust and avoid risk-taking involved in more collaborative behaviors.
11
Common Responses Competition Is a style in which one's own needs are
advocated over the needs of others. It’s an aggressive style of communication, with low regard for future relationships, and the exercise of coercive power. This style tend to seek control over a discussion. They fear that loss of such control will result in solutions that fail to meet their needs.
12
Common Responses Collaboration Is the combining of individual needs and
goals toward a common goal. Often called "win-win," collaboration requires communication and cooperation in order to achieve a better solution than either individual could have achieved alone. It offers the chance for consensus, and the potential to exceed “possibilities".
13
Your Conflict Situations
Think About Conflict Situations That You Are
Currently Facing
Break Into Groups Flip Chart Your Responses
14
Your Conflict SituationsUsing Your Conflict Situations
Choose One To Solve
How Will You Respond?
What Will Be The Outcome?
Be Prepared To Report Out To The Group
16
Video DebriefGuidelines For Conflict Resolution Encourage Others to Explain Their Side Listen To Understand, Not Respond State Your Understanding Build On The Other Person's Position Explain Your Own Position Focus On Creative Solutions
17
Time For A BreakEncourage Others To Explain Their Side
Listen To Understand, Not Respond
Build On The Other Person’s Position
Explain Your Own Position
Focus On Creative Solutions
Separate The People From The Problem
Focus On Interests, Not Positions
Invent Options For Mutual Gain
Insist On Using Objective Criteria
18
Conflict Scenario Practice
Pair Up With A Partner
Read The Scenarios And Draft Your Responses Using The
Guidelines On Page #7Encourage Others To Explain Their Side
Listen To Understand, Not Respond
Build On The Other Person’s Position
Explain Your Own Position
Focus On Creative Solutions
19
Benefits Of ConflictConflict Can Be A Positive Occurrence Conflicts can lead to better, more effective,
communications and relationships Conflict can be a catalyst in creating innovative and
creative solutions to existing problems Conflict can bring us new ways of thinking about all
that we do and about everyone we work with Conflict can allow important issues to become more
visible so they may be resolved
20
Conflict Opportunities
When Managed Effectively,Conflict Can Be A Positive
Occurrence
In Your Table Groups, Discuss Past Conflicts And Describe Opportunities That Created Value In This Conflict
Page #12
21
Conflict With Others Separate the People from the Problem
Focus on the issues or processes, not the individuals
Focus on Interests, Not Positions Concentrate on interests or needs, we have more
in common than what we had assumed Invent Options for Mutual Gain
It’s important that both parties give something Insist on using Objective Criteria
You cannot use emotion or subjectivity when determining how best to measure your results
22
Practice ScenariosIn Your Table Groups
Role Play The ScenarioUsing The Provided
GuidelinesSeparate The People From The Problem
Focus On Interests, Not Positions
Invent Options For Mutual Gain
Insist On Using Objective Criteria
23
Avoid Defensive Reactions Give Specific Examples. Providing specific and
recent examples helps clarify the issue. Describe Behavior—Not The Person. Describing
the behavior instead of the person gives a less personal and a more accurate description.
Don’t Exaggerate. To say, “You’re never on time” is probably untrue. Instead you say “last week you were late three out of five days.”
Start With “I” Statements. Placing the emphasis on how you perceive the situation is more accurate and makes the feedback easier to accept.
24
Defensive ReactionsPair Up With A Partner
Rewrite The Statements
Using The Guidelines For Discouraging Defensive
Reactions
25
Your Conflict Situations
Refer To Your Conflict Situations
Pair Up With A Partner To Role Play The Situations
Be Prepared To Report Out Your Solutions To The Group
26
Wrap Up / DebriefProcess Of Conflict Resolution Encourage Others to Explain Their Side Listen To Understand, Not Respond State Your Understanding Build On The Other Person's Position Explain Your Own Position Focus On Creative Solutions
Resolving Conflict With Others Separate The People From The Problem Focus On Interests, Not Positions Invent Options For Mutual Gain Insist On Using Objective Criteria
27
Quick Reference Opportunities With Conflict Consequences Of Conflict Guidelines Of Conflict With Others Guidelines For Conflict Resolution Common Responses To Conflict Common Causes Of Conflict