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Conflict Resolution

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Conflict Resolution
Scott F. Basinger, PhD
Associate Dean
Graduate School
Why are we here?
• Conflict a part of everyday life.
• Conflict is UNAVOIDABLE.
• If not resolved, resentments and
roadblocks occur
• Blame evolution (survival)
• You want a job eventually, don’t you?
Key Points
• Conflict in the workplace can be incredibly destructive to good
teamwork.
• Managed in the wrong way, real and legitimate differences between
people can quickly spiral out of control, resulting in situations where
co-operation breaks down and the team's mission is threatened. This
is particularly the case where the wrong approaches to conflict
resolution are used.
• To calm these situations down, it helps to take a positive approach to
conflict resolution, where discussion is courteous and nonconfrontational, and the focus is on issues rather than on
individuals. If this is done, then, as long as people listen carefully
and explore facts, issues and possible solutions properly, conflict can
often be resolved effectively.
Before you begin
• Make sure that good relationships are the first
priority: As far as possible, make sure that you treat the
other calmly and that you try to build mutual respect. Do
your best to be courteous to one-another and remain
constructive under pressure;
• Keep people and problems separate: Recognize that
in many cases the other person is not just "being difficult"
– real and valid differences can lie behind conflictive
positions. By separating the problem from the person,
real issues can be debated without damaging working
relationships;
• Pay attention to the interests that are being
presented: By listening carefully you'll most-likely
understand why the person is adopting his or her
position;
Before you begin (continued)
• Listen first; talk second: To solve a problem
effectively you have to understand where the
other person is coming from before defending
your own position;
• Set out the “Facts”: Agree and establish the
objective, observable elements that will have an
impact on the decision; and
• Explore options together: Be open to the idea
that a third position may exist, and that you can
get to this idea jointly.
Understanding the Theory:
Conflict Styles
• Competitive: Used by people with power,
rank, position, or expertise.
• Collaborative: Used by people trying to
meet the needs of all. They cooperate
effectively and bring viewpoints together.
• Compromising: Used by people who
want to at least partially satisfy everyone
Conflict Styles (continued)
• Accommodating: Used by people willing
to meet the needs of others at the
expense of their own needs.
• Avoiding: Used by people who seek to
evade the conflict entirely. They often
delegate and accept ineffective decisions.
This approach is usually ineffective.
Conflict resolution tools
• Listen with empathy and see the conflict
from the other person’s point of view
• Identify issues clearly and concisely
• Use “I” statements
• Remain flexible
• Clarify feelings
Overview
• “Know Thyself” and Take Care of Self.
- be aware of your bias and hot buttons.
• Clarify Personal Needs Threatened by
the Dispute.
- consequences of not resolving the conflict.
• Identify a Safe Place for Negotiation.
- safe space and appropriate time.
Overview (continued)
• Take a Listening Stance into the Negotiation.
– encourage, clarify, restate, reflect, & validate
• Assert Your Needs Clearly and Specifically.
– assert your needs calmly, clearly and specifically
• Approach Problem Solving with Flexibility.
– generate several possible solutions to the problem
Overview (continued)
• Manage Impasse with Calm, Patience,
and Respect.
– focus on underlying needs, interests, and concerns
• Build an Agreement that Works.
– fair, balanced, and future-oriented.
Ground Rules
• One person will speak at a time
• We will make every effort to listen to one
another with respect
• We will seek to understand one another's
point of view, and be flexible about
differing perceptions of the issues at hand
• We will agree to honor the confidentiality
of our discussions, within reasonable
parameters that are clear to all of us.
Now it’s your turn
Role Plays
• Divide into dyads.
• Resolve the assigned conflict in less
than 5 minutes.
• Use your “tools” and try different
“styles”.
• Conflicts:
• 1) Music at the lab bench
• 2) Parents coming for the weekend – need the PCR today even
though “you” have signed up for it.
References
• http://www.ohrd.wisc.edu/onlinetraining/res
olution/index.asp
• http://www.mindtools.com/pages/article/ne
wLDR_81.htm
• http://www.soencouragement.org/conflictresolution.htm
• http://www.ealewisconsulting.com/Conflict
_Resolution.htm
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