Resolving Conflict Creatively as a Community of Learners!

1. Resolving Conflict Creatively as a Community of Learners!

2. Dr. Loucrecia CollinsThe University of Alabama at Birmingham Promoting Collaborative Learning Communities

3. Herman Melville • “We cannot live for ourselves alone. Our lives are connected by a thousand invisible threads, and along these sympathetic fibers our actions run as causes and return to us as results.”

4. Purpose Statement • The purpose of this presentation is to review how conflicts emerge in university settings and discuss strategies to resolve them creatively.

5. Gathering Activity • If CONFLICT were a color….. • Conflict Web

6. Conflict Defined • “The interaction of interdependent people who perceive opposition of goals, aims, and views, and who see the other party as potentially interfering with the realization of these goals.” Putnam & Poole (1987, p. 352)

7. Conflict in Universities • As the role of universities emerge, there exits a change in the role of faculties that is setting the stage for conflicts. These changes are related to intergenerational differences and the rapid development of social media. Collins, 2014

8. Communication • ILAC • The Power of Social Media • I am LOVABLE and Capable • How do we strengthen Communication among faculty, Department Chairs and the Administration to move the work of the University forward?

9. How Can Faculty and the Administration Benefit from the skills of reflecting on Conflict Resolution? • Further Develop Analytical Skills • Reframe Main Issues • Identify issues in Conflicts • Develop Empathy in others • Increase Faculty Productivity in Pubs and Grant writing

10. Conflict Occurring in Universities • Within an individual • Between individuals • Among faculty members and the Dean • Between groups within the larger faculty • Between the Department Chair, Dean and central administration

11. The Nature of Conflict • Conflict can be functional or dysfunctional.

12. Functional Conflict • When conflict is functional, the university benefits; there is a win-win attitude, and harmony exists. Owens (1995)

13. Dysfunctional Conflict • When conflict is dysfunctional, there is a win-lose attitude and hostility is produced. Owens (1995)

14. Types of Conflict • Interpersonal • Intergroup • Interorganizational • Role

15. Types of Conflict 1. Interpersonal--conflict that exists between individuals within a group Barge (1994, p. 163)

16. Types of Conflict • 2. Intergroup--conflict that exists between two groups within an organization Barge (1994, p. 163)

17. Types of Conflict • 3. Interorganizational--conflict that exists between two organizations Barge (1994, p. 163)

18. Types of Conflict • 4. Role--Incompatibilities between the expectations individuals hold for other individuals as they perform various functions in departments.

19. Main Causes of Conflict • Competition for scarce resources • Desire for autonomy • Divergence in goals • Jealousy

20. Conflict Resolution A Challenge for Universities

21. What is Conflict Resolution? • Conflict Resolution refers to strategies that enable faculty to resolve conflicts peacefully and cooperatively. This is an active process!

22. Correlates of Conflict Resolution • Cooperation • Communication • Appreciation for Diversity • Responsible Decision Making • Healthy Expression of Feelings

23. I Messages • A strong and powerful way of expressing how we are feeling is through an I message… • Alleviates anger, blame, and putting down of others, while keeping communication open. • Pair share • Trio practice..

24. Conflict Management Defined • Conflict management is the process of resolving and minimizing the disagreements resulting from perceived or real differences Greenhalgh (1986)

25. Strategies for Managing Conflict • Avoidance • Smoothing • Bargaining • Power struggle • Problem solving(Conflict Resolution)

26. Strategies for Managing Conflict • Avoidance--used when the leader wants to maintain a rational climate and avoid hostility (does not resolve the conflict)

27. Strategies for Managing Conflict • Smoothing--The leader wants to maintain positive interpersonal relationships and attempts to minimize differences of opinion.

28. Strategies for Managing Conflict • Bargaining--The leader shows moderate levels of concern for both task and relationship (disputing parties make concessions; neither party wins nor loses completely).

29. Strategies for Managing Conflict • Power struggle--The leader shows little concern for interpersonal relationships. The major focus is on task accomplishment. Power and force are used to break down the opposition, regardless of the consequences.

30. Strategies for Managing Conflict • Problem solving--The leader displays a collaborative approach to managing conflict. The primary concern is accomplishing the task in a manner that is rational and allows a positive climate to be maintained. (Conflict Resolution)

31. The Reality of Conflict in an Intergenerational World • Conflict is an inevitable and all-pervasive element in universities. • Conflict can be a positive, if handled in the right way… The way being to actively seek a solution.

32. Next Steps.. • How can you infuse Conflict Resolution into your work as a …? • What do you see as the role of communication in conflict? • How does intergenerational differences impact conflict? • The one thing I want to change about how I deal with conflict is…

33. Closing… • Mr. and Mrs. Wright.. • The one thing I want to change about how I deal with conflict is..

34. References Barge, J. K. (1994). Leadership: Communication skills for organizations and groups. New York: St. Martin’s Press. Greenhalgh, L. (1986). SMR forum: Managing conflict. Sloan Management Review, 27, 45-51. Owens, R. G. (1995). Organizational behavior in education (5th ed.) Boston: Allyn and Bacon. Putnam, L. L. & Poole, M. S. (1987). Conflict and negotiation. In F. M. Jablin, L. L. Putnam, K. Roberts, & L. W. Porter (eds.), Handbook of organizational communication (pp. 503-548). Newbury Park, CA: Sage.