Managing Difficulties

Conflict Types

Task-oriented Product related

Relationship-oriented Process related

Mutual activity

Conflicts

Normal and natural Beneficial

Examine self-concept Support one’s position Provides sense of identity Stimulates creativity Strengthens commitment Helps establish a shared vision

Conflict Resolution

A process Resolution skills

Express emotions clearly Define the problem Listen reflectively Brainstorm

Struggle Spectrum

Mild difference to violent interaction May occur in minutes Affects all ages Culture affects expression of conflict

Sometimes leader intervention is required

Sometimes participants can work out differences on their own

Struggle Spectrum

Escalation Raise your voice Stand up Invade other person’s space

Other people take sides Say, “You always” People feel threatened Acting out of strong emotions

Struggle Spectrum

De-escalation Speak calmly Sit down Define problem as mutual Demonstrate open posture Allow comfortable distance between parties

Continued next slide

Struggle Spectrum

De-escalation Talk directly to individual involved

Exhibit genuine empathy, acknowledge other’s feelings

Focus on the problem, not personality

Express emotions appropriately

Sources of Conflict

Resource Distribution Tangible/Intangible Power struggles Time Equipment Self-esteem Authority Prestige

Sources of Conflict

Psychological needs Conflicting motivators

Threat to self-esteem

Loss of face Unmet individual needs

Personality clashes

Sources of Conflict

Values differences Culture Religion Personal beliefs

Most difficult to resolve

Approaches to Conflict

Avoidance Unassertive Lose-Lose situation (usually)

Often a result of fearing a loss of relationship

Shows lack of self-confidence

Approaches to Conflict

Accommodation Low assertiveness Lose-Win situation Obliges other’s needs, often at the expense of one’s own needs

“Whatever you want”

Approaches to Conflict

Competition High assertive Perceived as Win-Lose situation

Individualist in nature One seeks to overpower others

Approaches to Conflict Compromise

Somewhat assertive and cooperative

Weak Win-Win situation

Each concedes a little

Give and take Often unsatisfying to all parties

Approaches to Conflict

Collaboration Most preferred Win-win situation Demonstrates concern for self and others

Combine resources to move ahead

Intercultural Conflicts

Cultures differ on several dimensions Collectivism — Individualism Uncertainty avoidance Power distance Masculinity Long-term orientation

Differences affect conflicts and approaches to resolution

Effective Conflict Managers

Understand perceptions Are aware of own feelings Focus on the entire situation

Understand varying viewpoints

Express empathy positively Develop and build trust

Effective Conflict Management

Address emotional issues first

Clarify your own biases Practice no-fault thinking Take charge of own feelings

Effective Conflict Management

Step back; analyze from three perspectives

Respond positively Remember: This is a process Use “I” language Avoid power plays

Seven-Phase Model: Prelude

Know the people involved History, experiences Cultural values and perspectives

Foundational beliefs Communication styles End desires

Seven-Phase Model: Phase 1

Define the primary objectives

Know the agency mission Identify short-term goals Identify long-term goals Determine level of agreement

Seven-Phase Model: Phase 2

Identify the problem

Collect the facts Keep an open mind Determine the real issue

Seven-Phase Model: Phase 3 Analyze the data Determine change factors Positive Negative

Observe all factors Understand the context Know what is at stake

Seven-Phase Model: Phase 4

Develop creative solutions Arrange for maximum involvement

Encourage zany ideas Go for quantity over quality Avoid judgments Involve everyone

Seven-Phase Model: Phase 5

Select from alternatives

Examine pros and cons Use flip-charts to help organize thinking processes

Rearticulate the decision-making process

Seven-Phase Model: Phase 6

Generate strategies for success

Brainstorm processes to implementation

Allow time for ‘solution’ to work

May take many trials

Seven-Phase Model: Phase 7

Evaluate process and outcome

Were objectives met? Is everyone satisfied? Check in with participants

Task accomplishment Human relations element Conceptual; the big picture

Managing Difficulties

Aggressive Behaviors

Shows a lack of respect for others

Is often degrading or overpowering

Negatively impacts group dynamics

Leads to resentment

Passive Behaviors

Fail to express one’s needs

Shows a lack of respect for self

Goal is to appease others Negatively impacts group dynamics

Manipulative Behaviors Shows a lack respect of self and others

Subtly coerces desired responses

Is a form of persuasion for personal benefit

Negatively impacts group dynamics

Assertive Behaviors Shows respect for self and others

One stands up for own rights

Is direct and honest Honors cultural differences

Emotions

Behavioral Expressed emotion

Physiological Way emotion feels to the body

Muscle tension Headache Increased heart rate

Emotions

Cognitive/Moral Assess a particular situation Determine good/bad, right/wrong

Principles: Conflict-Based Emotion

Conflict evokes emotion Intensity of emotions vary Expressing emotions is values-based

Conflict is identity-based Conflict is relational

Anger is Okay

Anger can be appropriate Focuses and motivates people Reaffirms interdependence Strengthens need for collaboration

Increases awareness Serves as a physical release

Constructive Anger Expression

Commit to relationship Explain position Speak calmly Understand other’s views

Create options Agree and move on Reflect and learn

Mediation

Leader as facilitator Help with conflict resolution process

Provides a third party perspective (uninvolved in conflict)

Helps remove emotions

Mediation Useful When…

Relationships are important Parties want to retain control Both sides have a case Speed and confidentiality are important

Both sides need to be calmed Both sides want a resolution

Mediation Useful When…

One person is perceived as more powerful than the other

One or more parties have ineffective communication skills

Trust is an issue Parties cannot resolve situation alone

The Meditation Process

The leader sets the tone Use “I” language Front-load for success

State positive intentions

The Meditation Process

Define the conflict Use “I” statements Engage in active listening Allow parties to state views

Paraphrase each party Ensure understanding, equal time before moving on

The Meditation Process

Summarize progress Prevent interruptions Help parties summarize viewpoints

Ensure clarity

The Meditation Process

Explore alternative solutions Ask: “What can I do to solve this?”

Avoid criticizing Brainstorm solutions Be specific about “What, who, and when”

Ensure balanced contributions

The Meditation Process

Set time for follow-up Check back with participants

Encourages accountability Is the solution working? Address unexpected problems