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Easy Conflict Resolution 1-2-3 and maybe 4

Easy Conflict Resolution 1-2-3 and maybe 4. Presented by Bart Chaney March 28,2014. What is Conflict?. con·flict verb

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Easy Conflict Resolution 1-2-3 and maybe 4

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  1. Easy Conflict Resolution1-2-3 and maybe 4 Presented by Bart Chaney March 28,2014

  2. What is Conflict? con·flict verb 1. to come into collision or disagreement; be contradictory, at variance, or in opposition; clash: The account of one eyewitness conflicted with that of the other. My class conflicts with my going to the concert. 2. to fight or contend; do battle. noun 3. a fight, battle, or struggle, especially a prolonged struggle; strife. 4. controversy; quarrel: conflicts between parties. 5. discord of action, feeling, or effect; antagonism or opposition, as of interests or principles: a conflict of ideas. 6. a striking together; collision. 7. incompatibility or interference, as of one idea, desire, event, or activity with another: a conflict in the schedule

  3. Why is Conflict Resolution important to me? • Personal Happiness • Peaceful Coexistence • Increased Productivity • Continued Employment • “The ability to deal with people is as purchasable a commodity as sugar or coffee, and I will pay more for that ability than any other under the sun.” John D. Rockefeller

  4. Sources of Conflict • When you’re right and the other person just doesn’t realize it. • When your wrong and you just don’t realize it. • When you are male and they are female. • When the other person doesn’t realize it’s all about you. • Your supervisor is a big jerk…

  5. Real Sources of Conflict • Goals are not the same • Disagreement • Personality • Communication issues • Unclear/unrealistic expectations • Unfairness (real/perceived) • Personal issues • Your supervisor is a “REAL” big jerk…

  6. What about conflict… • Is conflict always negative? • Using conflict in a positive way… • Can promote needed change • Can initiate needed communication • Can bring more serious issues to light

  7. Conflict Resolution • Conflict resolution is the process of resolving a dispute or a conflict by meeting at least some of each side's needs and addressing their interests.

  8. Conflict Reaction Profile Numbering Scale 1 = Seldom 2 = Sometimes 3 = Most of the time

  9. 1=Seldom; 2=Sometimes; 3=Most of the time 1. I can be swayed to someone else’s point of view. 2. I shut down people who I disagree with. 3. I address the issue at hand diplomatically and do not attack the individual. 4. I think that others try to bully their way with me. 5. I express my thoughts and beliefs tactfully when they differ from those just expressed. 6. Rather than offer my opinion when I disagree with someone, I keep it to myself. 7. I listen to other people’s points of view with an open mind.

  10. 1=Seldom; 2=Sometimes; 3=Most of the time 8. I let my emotions get the best of me. 9. I raise my voice to make my point. 10. I tend to belittle other people when making my point. 11. I look for ways to negotiate and compromise with others. 12. I have been told I am too pushy. 13. I make sure I have my opinion heard in any controversy. 14. I think conflict in meetings is necessary. 15. I am the most vocal in meetings when trying to get my point across.

  11. Conflict Reaction Profile Score Scoring: Add the total from questions 1,2,4,6,8,9,10,12,13,14,15 Subtract the sum of the score from questions 3,5,7,11

  12. What does the score mean? • 1-4: “Passive” You may be such a pushover that you allow difficult people to walk all over you. You will benefit from learning to stand up for your ideas and opinions in a diplomatic and tactful way. • 5-10: “Assertive” You are professionally assertive when dealing with people, particularly difficult people. Continue to be open to listening to different points of view, and express your ideas and opinions appropriately. • 11+ “Aggressive” You may be so combative that people might avoid interacting with you. You will benefit from learning to listen and express your opinions more effectively.

  13. 5 Conflict Management Strategies • Forcing – using formal authority or other power you possess to satisfy your concerns without regard to the concerns of the party that you are in conflict with. • Accommodating– allowing the other party to satisfy their concerns while neglecting your own. • Avoiding– not paying attention to the conflict and not taking any action to resolve it. • Compromising – attempting to resolve a conflict by identifying a solution that is partially satisfactory to both parties, but completely satisfactory to neither. • Collaborating – cooperating with the other party to understand their concerns and expressing your own concerns in an effort to find a mutually and completely satisfactory solution.

  14. Matching Strategies to Situations • When would “Forcing” be a good strategy? -Company policy -Law -Ethics -In an emergency when time is critical

  15. Matching Strategies to Situations • When would “Accommodating” be a good strategy -When preserving or building a relationship is more important -When it is not a significant cost to you to do so -To restore harmony during a tense moment or after a disagreement. -To satisfy a complaint when in the process of providing customer service

  16. Matching Strategies to Situations • When would “Avoiding” be a good strategy? -When the issue is trivial and other issues are more important -When there is no opportunity to constructively address the concern -To buy time to give angry people time to cool down -To refrain from making a rushed decision and have more time to gather information or support

  17. Matching Strategies to Situations • When would “Compromising” be a good Strategy? -Dividing a work load -Sharing a cost -Temporary solution, till you have more time

  18. Matching Strategies to Situations • When would “Collaborating” be a good strategy? -When there is little time pressure -When the issue is of high importance involving priorities, principles or values. -When maintaining a close, mutually supportive relationship with the other party is important. -Relative power - how much authority you have compared to how much authority the other party has.

  19. Keys to Successful Conflict Resolution • One trait to remember at all times during conflict: ATTITUDE/PROFESSIONALISM • Listen • Discuss • Listen • Review of appropriate rules/policies if applicable • Listen

  20. STABEN Tool to Resolve Conflict • S = Source: Identify the source of the conflict • T = Time and Place: Best time and place to discuss the conflict or concern • A = Amicable: Start your conversation with a positive about the person • B = Behavior: State the problem behavior concisely • E = Emotion: Because of your “behavior” I feel… • N = Need: What you need to make it right

  21. How to Avert Conflict • First seek to understand-be sure you know the other party’s concerns and priorities • Then be sure they understand where you stand • Be open, don’t keep a hidden agenda • Know your role – employee, co-worker, supervisor, other • Align your goals • Get to know those you are working with (sense of humor) • Always maintain an attitude of respect

  22. Comic Conflict Relief • https://www.youtube.com/watch?v=RzToNo7A-94

  23. Enjoy a conflict day…

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