Conflict presentation
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Transcript of Conflict presentation
Resolving ConflictConflict 101
Conflict 101
Conflict is a difference in goals Conflict is more than a disagreement Conflicts fester when ignored We respond based on perceptions Conflicts trigger strong emotions Conflicts are an opportunity for growth
Sources of Conflict
Task or Goal
Relationship
Sources of Conflict
Two Principles for Handling Conflicts
“Seek first to understand, then to be understood.”
Stephen R. Covey
Two Principles for Handling Conflicts
Focus on Needs rather than Positions
Roger FisherWilliam Ury
Conflict Questions
What is your natural, most comfortable response to conflict? What are the negative consequences to
engaging in conflict? What are the positive consequences to
engaging to conflict? List different conflicts that you deal with in
your position at work.
Confronting Conflict
Exposing oneself to ridicule or rejection
Recognizing we may have contributed to the problem
Willingness to change
Confronting Conflict
We Rationalize
Signs that conflict Exists but hasn’t Surfaced
Productive Conflict
Surfacing and Productively Resolving Conflict
Value
Our physical and mental health improves Our relationships are strengthened
Our productivity and effectiveness increases Our organizations achieve their goals
Surfacing and Productively Resolving Conflict
Risks
Increased stress Ripple Effect
Leadership perceived as ineffective Trust declines
Productivity decreases Turnover
Surfacing and Productively Resolving Conflict
The Key
Both sides
can win
Positions vs. Interests
Three Bases for Resolving Conflict
Power
Rights
Interests
Use of statusor authorityUse of policies or procedures
Finding mutualsolutions
Win-Lose
Win-Lose
Win-Win
Positions vs. Interests
Positions
Interests Also known as Needs
What You Want
Why You Want it
Positions vs. Interest
Argue for our position Don’t listen to the other person Fear losing more than we gain
Think we must threaten or make promises
Positions: Tangible, Finite & require JustificationWe
Positions vs. Interest
Are underlying needs (motivation) Require explanation rather than justification Can be satisfied in many different ways
Interests: abstract and intangibleInterests:
Positions vs. Interests
Position
Interest
Positions vs. Interests
Is psychologically positive Is not “caving in” to someone else Leads to creative solutions Preserves the relationship Expands the pie for both parties
Satisfying Interests
Kilmann Conflict Model
Five Conflict Behaviors
Walk away Used when issues
trivial, emotions are high, need more information
Benefits: reduce immediate stress and save time
Costs: resentment and buildup of hostility
Relatively easy for “Owls”
Avoiding
Five Conflict Behaviors
Suppression, just smooth things over Only when peace is more important than a
solution Benefits: moves things along, builds harmony
Costs: loss of credibility and influence
Relatively easy for “Doves”
Accommodating
Five Conflict Behaviors
Creates a Win-Lose situation
When you need a quick resolution
Benefits: Asserts your position
Costs: Strained relationships
Relatively easy for “Eagles”
Competing
Five Conflict Behaviors
Lets Make a Deal When faced with
polarizing choices
Benefits: Pragmatic
Costs: Partially sacrifice needs
Not easy for any communication style
Compromising
Five Conflict Behaviors
“We can both win” When issues are
critical and new ideas needed
Benefits: High quality decisions
Costs: Takes trust, time, and effort
Relatively easy for “Roadrunners”
Collaborating
Levels of Communication
Words 7%
38%Paralanguage
Non Verbal 55%
Skill of Listening
Hearing is the same as listening.
Skill of Listening
Listening involves more than your ears.
Skill of ListeningPeople who get the facts right
are always good listeners.
Skill of ListeningGood listening comes naturally
when we pay attention.
Skill of Listening
Good listeners never interrupt.
Skill of Listening
Posture effects listening.
Skill of ListeningMost listening distractions
can be controlled.
Skill of ListeningIf you can’t remember something, then you weren’t really listening.
Skill of Listening
Listening is a passive activity.
Skill of ListeningYou can listen well and
do other things at the same time.
Skill of Listening“Top executives have learned to be excellent listeners. They understand the importance of good listening. The best managers do far more than allow listening to happen. They realize that listening improves effectiveness, accomplishes more, and earns profits.”In Search of Excellence
Tom Peters
Deliberative
Empathic
The Skill of Listening
Words - Situation - Speaker - Meaning
Speaker - Situation - Words - Meaning