Conflict Resolution

Costello L Brown and Carty MonetteAugust 12, 2009

HBCU-UP LEADERSHIP DEVELOPMENT INSTITUTE

SESSION IWashington D.C.

What Causes Conflict?

Power Need

Perception Values

http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

DISAGREEMENTS = CONFLICT

……and can happen at any time.

In the workplace Away from the workplace Can even be rooted in something that happened decades ago.“Can be as small as a disagreement and as large as a war” *

*http://www.cooperation.org/pages/conflict.html

As the Leader, How would you Manage Conflict?

Some Types of Leadership Practices

*http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html

Three Leadership Styles*: (of many)

The Leader Who Dominates

The Leader Who Exercises Little Control

The Leader Who Consults, Encourages, Delegates

The Leader Who Dominates Pros: Is Good at Meeting Urgent Deadlines Is an Accepted Style Is Preferred in Some CasesCons: Results in Resistance Requires Continuous Oversight

The Leader Who Maintains Little Control

Pros:

Good When “team” is Skilled/Motivated Can Empower Others to Achieve Goals

Cons:

Bad when “Team is not skilled or motivated Sometimes deadlines are missed

The Leader Who Consults Yet Maintains Responsibility

Pros: Allows Others to Make Decisions Encourages Participation & Delegates Identifies and Uses Talents of Others Guides with a Loose Reign

Cons: Can Be Seen as Being Unsure of Self Viewed as Not Leading

“My way or the highway!”

“Do as I Say, Not as I do!”

How Not to Manage Conflict

Eight Steps for Conflict Resolution*

1. “Know Thyself” and Take Care of Self

2. Clarify Personal Needs Threatened by the Dispute

3. Identify a Safe Place for Negotiation4. Take a Listening Stance into the

Interaction

*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

Eight Steps for Conflict Resolution

5. Assert Your Needs Clearly and Specifically

6. Approach Problem-Solving with Flexibility

7. Manage Impasse with Calm, Patience, and Respect

8. Build on Agreement that Works

Ground Rules for Conflict Resolution*

One person speaks at a time.

We will make a sincere commitment to listen to one another, to try to understand the other person's point of view before responding.

What we discuss together will be kept in confidence, unless there is explicit agreement regarding who needs to know further information.

*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

Ground Rules for Conflict Resolution*

We agree to talk directly with the person with whom there are concerns, and not seek to involve others in "gossip" or "alliance building.“

We agree to try our hardest and trust that others are doing the same within the group.

We will support the expression of dissent in a harassment free workplace.

We agree to attack the issues, not the people with whom we disagree.

*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

Possible Departmental ConflictsJunior Faculty vs. Senior Faculty

Case Study:

Professor Know It All and the other senior faculty in your department have decided to eliminate the placement exam in chemistry and all the junior faculty are strongly opposed to this change in policy. The last department meeting turned into a shouting match and now folks are not speaking to each other.

How do you as a future Leader resolve this Issue?

Constructive Conflict Resolution*

“The constructive resolution of conflict in an ongoing relationship (such as in family, school, and work situations) requires disputants to recognize that their long-term relationship is more important than the result of any short-term conflict.”

*Cooperation In The Classroom, Johnson, Johnson, & Holubec, 1993): (http://www.cooperation.org/pages/conflict.html)

1. Consensus2. Compromise3. Compete4. Accommodate5. Avoid

Possible Methods to Resolve Conflicts

Pros: This strategy is generally used when concerns

for others are important. Your own interests matched with the interests of

the other person. It is also generally the best strategy when larger

interest is at stake. This approach helps build commitment and

reduce bad feelings. Cons: Takes time and energy. The others' trust and openness can be taken

advantage of.

Consensus Through Collaboration

e

Pros: Win some/lose some. Temporary solutions

Cons: Can lose sight of important values and

long-term objectives. Can distract the partners from the merits

of an issue and create a cynical climate.

Compromise

Accommodation

Pros: High concern for the interests of other person. Used when the issue is more important to others

than to you. Appropriate when you recognize that you are

wrong.Cons: Your own ideas and concerns don't get attention. You may also lose credibility and future influence.

Pros:Low concern for your own interests and of the

other. Used when the issue is trivial or other issues are

more pressing. When confrontation has a high potential for

damage.

Con: Important decisions not made or made by

default.

Avoidance

Develop a PlanDeal With it DirectlyDo Not AvoidFocus on the FutureRespect the CommunityBe Preventive

Hints for Managing Conflict

I AM SORRY

I DID IT

IT WILL NOT HAPPEN AGAIN

My Friend’s Approach to Marital Conflict