“Group Dynamics and Conflict Management” Workshop for Student Organization Advisors

Harry Webne-Behrman, Office of Human Resource Development

hwebnebehrman@ohrd.wisc.edu 608-262-9934

Welcome!So, what does this description mean to you?

…this workshop is designed to help student organization advisors work with their students in healthy and productive ways.  Specifically, participants will review what are common group dynamics and strategies for maintaining healthy group dynamics. In addition, participants will learn how to deal with inevitable conflict within their student organizations. 

Where should we focus our time and energy this evening?

What do we know? What works?

Quick Interview: Describe an experience in which you were the student (or mentee) and had a highly constructive relationship with your advisor (mentor).

What stands out about that experience?

What were some of the strengths of that advising relationship?

Pseudo-community

Factions

Emptying

True Community

Scott Peck, The Different Drummer, 1987

Group Development

Four Quadrants of Group Facilitation (Davis, Harris, and Webne-Behrman)

SELF TASK/PLAN

GROUP/ORG. OUTCOME

GROUP/ORG. CULTURE

What does this mean for you?

Connect back to issues raised earlier Groups (and relationships) go through

stages of development Interactions among participants are

often complex (as discerned from simple or complicated) and emergent

Advisors need to find effective ways to help manage both interior (beliefs, values, capacity, culture) and exterior (tasks, plans, outcomes, production) in the group’s process

Apply What You’ve Just Learned…

Reflect upon what you’ve just learned. Consider: Goal – What are you trying to accomplish with

your student group? Reality – What is happening now? Where are you

in relation to your goal? Options – What opportunities are available to you?

What obstacles (interior, exterior) appear to exist? What Next? – What can you apply from your

insights thus far? What else do you need to know in order to answer this question?

GROW Coaching Model adapted from the work of Graham Alexander and Sir John Whitmore, and others.

Addressing Challenging Issues: Conflict Resolution Strategies

Facilitating the resolution of conflicts within groups is critical at all phases

Integrate skills: Communication (Listening/ Asserting) Interest-based Negotiation Problem-Solving and Analysis Consensus-building

Needs in Negotiation

procedural

psychologicalsubstantive

Needs in Negotiation

Substantive needs = the “stuff” of the conflict… typical definition of problem

Procedural needs = how we foster a fair and well understood process… “Ground Rules”

Psychological needs = concerning trust, honesty, safety, security, integrity

Conflict Resolution Process Overview (Inside the Paradox)

Focus on each stage as an opportunity to exercise leadership: What are my personal strengths as I look at the

elements of this process? Where do I need assistance in order to improve?

How might I facilitate such behaviors in my groups?

How might I model such approaches? Where are there ‘teachable moments’ from

which all of us may learn together? How might we support one another in improving

our capacity to manage conflicts effectively?

Addressing Conflictive Issues within Groups Pre-Negotiation Understanding and Clarifying Issues Exploring Options with Respect and Flexibility Managing Impasse… Hanging out in the

“Groan Zone” of Ambiguity and Uncertainty Convergence – Building Effective Agreements Implementation, Assessment and Feedback

Pre-Negotiation

Clarify needs of various participants Understand individual ‘agendas’ Negotiate for the process and the role

of the facilitator Build an initial meeting agenda that

emerges from participants’ needs and interests, dovetailing with group goals

Understanding & Clarifying Issues

Be Present – Know your Biases and Hot Buttons

Actively Listen – seek deeper meaning

Persistently focus and convey emerging understandings

Assert for the process of the group

Explore Options with Flexibility and Respect Focus on Underlying Needs, Interests

and Concerns Generate Options Clarify Criteria Encourage Flexibility and Model itLeadership Questions: How flexibly do we

approach challenging issues… are we open to new approaches and innovative solutions?

Facilitating Through the “Groan Zone” (from Sam Kaner,

Managing Impasse… Hanging out in the “Groan Zone” of Ambiguity and Uncertainty Set aside the issue and “name the impasse” Review definition of the problem Shift from substantive to procedural needs Reiterate “ground rules” Look at BATNA… Consider a structured break Treat the impasse with respect Leadership Question: Do we treat impasse

with respect or do we try to minimize it or abandon the process when confronting it? This is one of the core challenges of leadership…

Convergence – Building Effective Agreements Patiently address all key issues Review the agreement for clarity Look for “Hallmarks” of a good

agreement

Leadership Question: Can we make the time available to our students to really work through the meaningful issues that get us bogged down?

Hallmarks of a Good Agreement

Fair Balanced Realistic Responds to Needs of the Conflict Specific Enough As self-enforcing as possible Future-oriented

Implementation, Assessment and Feedback

Do all you can to implement the Agreement

Arrange a time to meet together and review the Agreement: Did we follow through with the

agreement? Is it working? How can it be improved? Are there any additional areas of

concern?

Scenario

Scenario (built from survey information) De-brief What did you learn? How might you apply it to your work with students?

Keys to Success: Communicating with Integrity

Identify Key stakeholders involve them in framing the issues to be addressed

Provide easy access to relevant information Establish clear channels of communication

that are appropriate to the decision-making style

Utilize multiple modes of ongoing reports to stakeholders, as well as relevant ‘public’

Facilitative Leadership

Focus on the process – “If you build it, they will come.”

Monitor underlying needs and concerns of all staff – Create channels for open, honest & routine communication

Provide information reduce anxiety Manage the transitions… help people

mark the ‘endings’ and navigate the ‘neutral zone’ towards a new beginning

Attend to coordinating resources that support a ‘healthy organization’

Additional Resources

Effective Meetings site: http://www.ohrd.wisc.edu/academicleadershipsupport/howto1.htm

Conflict Resolution Skills site: http://www.ohrd.wisc.edu/onlinetraining/resolution/index.htm

Questions?

Please feel free to follow-up at hwebnebehrman@ohr.wisc.edu or 608-262-9934

***Please provide feedback, as well***