Conflict Management Slides

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LEADERSHIP PROGRAM 2012-2013Sponsored by the Provosts O!e

"ohns Hop#$ns %n$vers$ty

&'ther$ne "( Morr$son) "DAsso!$'te *'!+,ty

"ohns Hop#$ns ,oo.ber/ S!hoo, o P+b,$! He',th!.orr$son!re'te'/ree.ent(!o.

hen h$n/s Dont or#4Re!o/n$5$n/ 'nd Reso,v$n/

&on6$!t


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Le'rn$n/ Ob7e!t$ves

Understand the fundamental concepts of conictmanagement

Acquire specic tactical approaches to conict situations

Apply that understanding to more eectively assess andmanage two-party and multi-party conicts

s

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&O8*LI& HAPPE8S

Conict isa normal inescapa!lepart of life

a periodic occurrencein any relationship

an opportunity to

understand opposingpreferences and values

"#"$%&

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o9 !'n 9e .'n'/e e ener/yo !on6$!t:

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%se !o/n$t$ve !on6$!t

'isagreement a!outideas and approaches

(ssue focused not

personal

Characteristic of highperforming groups

Amason A)C) *hompson +)$),ochwarter )A) . ,arrison A))/0112 Autumn3) 4Conict5 An(mportant 'imension in 6uccessful7anagement *eams)8 OrganizationalDynamics, 9:/93 99-9;)

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Avo$d';e!t$ve !on6$!t6


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!o/n$t$ve:

0) 7a=e the approach

9) 6hare perspectives

;) >uild understanding

:) Agree on solutions

2) Canada.

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('ppro'!h

Re6e!t!efore you!egin

Inv$tethe other partyto a conversation

e !,e'r a!out yourintentions

St'te yo+r /o', - apositive resolution

Ibid.

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Step 2( Sh're perspe!t$ves

As#for the otherpersons perspective

P'r'phr'sewhatyou hear

A!#no9,ed/eyourcontri!ution

Des!r$beyourperspective

(!id)

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n ers 'n 9 yyo+r v e9sd$;er

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/$ead from !ottom to top3

( ta=e action

( adopt !eliefs

( draw conclusions( add meaning

( select data

B!serva!le dataClar= ) /Bcto!er 0 9@@23)


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8'.e the $ss+es

Ident$y top$!s thatthe parties view asimportant to address

Use concise ne+tr',,'n/+'/e

Avoid pronouns

Use $ss+esto !re'tethe '/end'

Foundational Concepts for UnderstandingConict)

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(+nderst'nd$n/

D$s!+ssone issue ata time

&,'r$yassumptions

E


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(so,+t$ons

Re',$ty test F (sthis doa!leG

D+r'b$,$ty test F(s this dura!leG

Interest test F

'oes this meet allparties interestsG

(!id)

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Step >( P,'n ney whenG

,ow will interaction

ta=e place if pro!lemsoccurG

(!id)

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&on6$!t

M'n'/e.ent15


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h'ts tr+e

but?

h't

doesnt

9or#

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h'ts tr+eand

?

h't

does9or#

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LAME

h't

doesnt

9or#

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he @th$rd

story

h't

does9or#

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&ontr$b+t$on

M'pp$n/

h't

does9or#

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Bo+ /et the

p$!t+re?

h't

doesnt

9or#

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M't!h 'nd,o9er)

h't

does9or#

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4Iaced with the choice !etweenchanging ones mind and proving that

there is no need to do so almostevery!ody gets !usy on the proof)8

Hohn +enneth %al!raith


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So+r!es 'nd

Re!o..ended Re'd$n/24


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So+r!es

Amason A)C) *hompson +)$) ,ochwarter )A) .,arrison A)) /0112 Autumn3) 4Conict5 An(mportant 'imension in 6uccessful 7anagement

*eams)8 Organizational Dynamics, 9:/93 9@-;2)

Clar= ) /Bcto!er 0 9@@23)


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Sources

%armston $)H) /6ummer 9@@23) 4%roup ise5 ,ow toturn conict into an eective learning process)8

Journal of Sta Deelopment 9J/;3 J2-JJ)

7ediation 6ervices) /9@@;3) Foundational conceptsfor understanding conict. innipeg 7> Canada.

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Re!o..ended Re'd$n/

Conger H) A) /011D 7ay-Hune3) *he #ecessary Art ofourgeois L) H) /011Huly-August3) ,ow 7anagement *eams Can ,ave a%ood Iight) !arard "usiness #eie$ pp) -D2)

$o!inson $) H) /011 Ie!ruary J3) "rrors in 6ocialHudgment5 (mplications for #egotiation and Conict$esolution) !arard "usiness Sc%ool &u'lis%ing Case#ote D10@; pp) 0-)

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Re!o..ended Re'd$n/

6ussman L) /0111 Hanuary 023) ,ow to Irame a7essage5 *he Art of

Conflict Management Slides

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