Got Conflict?
Managing Conflict on Global Teams

                                       Presented to
                   ST...
Objectives
     Raise awareness of the
     mechanics of the conflict
     spiral
     Provide information about
         ...
Introduction
      No two people have the same goals and desires
      Conflict can occur when people are at odds with the...
Classic Conflict Spiral

                                                       Perceptions become
                       ...
How We Respond to Conflict
       Your predominant conflict style
          Thomas-Kilmann Conflict Mode
          Instrum...
What is Your Predominant Conflict Style?
 High
 aggressiveness                           Competition                   Col...
Competing

     Assertive
     Uncooperative
     The goal is to “win”
         g
     You satisfy your own
     concerns ...
Collaborating

     Assertive
     Cooperative
     The goal is to “find a
         g
     win-win solution”
     When col...
Compromising
     Intermediate in
     assertiveness
     Intermediate in
     cooperativeness
     The goal is to “find a...
Avoiding

     Unassertive
     Uncooperative
     The goal is to “delay”
         g               y
     When avoiding, y...
Accommodating

     Unassertive
     Cooperative
     The goal is to “yield”
         g           y
     You attempt to sa...
Goal-oriented View
                      Concern       Concern for
   Conflict Style                                      ...
Summary of Conflict Styles

     There is no one perfect style
     Choose the appropriate style for the situation
     Be...
Co
Communication Styles
    u ca o S y es
High-context Cultures                Low-context Cultures
  Eastern and indigeno...
Creating a Micro-culture
       g
   Adjust to the other’s values
   attitude, or style
   Take the time to
      k h
   c...
Conflict Management Continuum


                   Self-              Alternative                     Arbitration
        ...
Tools and Techniques

      Authenticity Training
      Ombuds
      Mediation
      Peace Circles




April 17, 2010
    ...
Authenticity Training

       Facilitates self awareness
                   self-awareness
       Facilitates self-managem...
Links Between Personal Authenticity and
 Conflict Management
      Mischel and DeSmet (Handbook of Conflict
      Resoluti...
Links Between Personal Authenticity and
Conflict Management
 Lewicki and Wiethoff (Handbook of Conflict Resolution:
 Theor...
What is the “Authentic Self ?
             Authentic Self”?
    True self
    Optimal self-esteem
    Central gyroscope
  ...
Getting
ahead of the
conflict
spiral
 pi l
involves
personal
awareness …
of the
situation
…and of
y
yourself.
     s f



...
Ombuds

     Ombuds offices
     provide a confidential
     outlet for employees
                              For more i...
Mediation
     Not just for divorce
     cases
     Not just for the courts
     Healing disputes and
                    ...
Peace Circles
    Peace circles work well
    for larger groups
    Based on peace circle
    concept used by the
    Firs...
Conclusion

      Be aware of when conflict begins.
      Use the appropriate communication style and
      conflict style...
Additional Reading
     Deutsch, M., & Coleman, P. T. (Eds.). (2000). The
     handbook of conflict resolution: Theory and...
Questions




February 24, 2010   28
Thank you!
 If you have additional questions you may
    contact J d Gli k S ith at:
       t t Judy Glick-Smith t
    jud...
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Got Conflict?

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Presented at Currents Conference 2010, the technical communication conference of the Society for Technical Communication's Atlanta chapter.

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Got Conflict?

  1. 1. Got Conflict? Managing Conflict on Global Teams Presented to STC Atlanta Currents Conference April 17, 2010 p , Judith L. Glick-Smith 770-633-5582 judy@cliffordsells.com judy@cliffordsells com
  2. 2. Objectives Raise awareness of the mechanics of the conflict spiral Provide information about y the various conflict styles and when each is appropriate to use Discuss the special challenges of global and cross-cultural teams Describe the tools available for managing conflict and building mutually sustainable teams April 17, 2010 2
  3. 3. Introduction No two people have the same goals and desires Conflict can occur when people are at odds with their goals and desires Escalation happens when communication breaks down or is misinterpreted Cultural differences can magnify miscommunication Each of us responds to conflict differently based on our own conflict style and our attributions about the situation Conflict cannot be eliminated; however it can be ; managed April 17, 2010 3
  4. 4. Classic Conflict Spiral Perceptions become Distorted s Sense of Crisis Emerges Conflict goes Outside the Community Resources are Committed Communication Stops Positions Harden Sides Form me Tim Problem emerges P bl Intensity April 17, 2010 4
  5. 5. How We Respond to Conflict Your predominant conflict style Thomas-Kilmann Conflict Mode Instrument www.kilmanndiagnostics.com Maps to MBTI Using knowledge of styles to help manage conflict April 17, 2010 5
  6. 6. What is Your Predominant Conflict Style? High aggressiveness Competition Collaboration Concern for Self Compromise Low Avoidance Accommodation aggressiveness Low Cooperation High Cooperation Concern for Others April 17, 2010 6
  7. 7. Competing Assertive Uncooperative The goal is to “win” g You satisfy your own concerns at the other person’s expense. ’ April 17, 2010 7
  8. 8. Collaborating Assertive Cooperative The goal is to “find a g win-win solution” When collaborating, you t t fi d a try to find solution that satisfies both people’s p p concerns. April 17, 2010 8
  9. 9. Compromising Intermediate in assertiveness Intermediate in cooperativeness The goal is to “find a middle ground” You try to find an acceptable settlement that only partially satisfies both people’s concerns. April 17, 2010 9
  10. 10. Avoiding Unassertive Uncooperative The goal is to “delay” g y When avoiding, you sidestep the conflict without t i t ith t trying to satisfy either person’s concerns. April 17, 2010 10
  11. 11. Accommodating Unassertive Cooperative The goal is to “yield” g y You attempt to satisfy the other person’s concerns at th t the expense of your own. April 17, 2010 11
  12. 12. Goal-oriented View Concern Concern for Conflict Style Goal for Self Others Competition High Low Win-Lose Collaboration High High Win-Win Both give up Compromise Intermediate Intermediate something; both gain Neither gets Avoidance Low Low what they need y You win at my Accommodation Low High expense April 17, 2010 12
  13. 13. Summary of Conflict Styles There is no one perfect style Choose the appropriate style for the situation Be aware of others’ styles and adjust your own accordingly based on your goals for the situation and the relationship Take personal responsibility for the outcome p p y April 17, 2010 13
  14. 14. Co Communication Styles u ca o S y es High-context Cultures Low-context Cultures Eastern and indigenous peoples g p p Western cultures (e.g., United States) ( g, ) Group oriented Rule oriented, people play by external rules Knowledge is situational, relational. relational More knowledge is codified, public, codified public external, accessible, and transferable Homogeneous Heterogeneous Group is valued over the individual; strong boundaries Task-centered. Task centered Decisions and activities focus around what needs to be done, Many things left unsaid, relying division of responsibilities on the cultural context Individual-oriented; More interpersonal Strong sense of history and connections of shorter duration tradition April 17, 2010 14
  15. 15. Creating a Micro-culture g Adjust to the other’s values attitude, or style Take the time to k h communicate with the other culture Foster a collaborative environment Facilitate the ability to intentionally shift the cultural frame of reference Create new meanings and references within this new collaborative relationship April 17, 2010 15
  16. 16. Conflict Management Continuum Self- Alternative Arbitration entious entious Management: Dispute Litigation Individual Resolution Leas Conte Mos Conte (ADR): Violent Interpersonal Response Ombuds ( g, (e.g., War) ) Group st st Mediation April 17, 2010 16
  17. 17. Tools and Techniques Authenticity Training Ombuds Mediation Peace Circles April 17, 2010 17
  18. 18. Authenticity Training Facilitates self awareness self-awareness Facilitates self-management Helps people identify Personal goals Chosen place in the world and in the organization di h i i Perceived contribution Conflict styles and how to y use them effectively April 17, 2010 18
  19. 19. Links Between Personal Authenticity and Conflict Management Mischel and DeSmet (Handbook of Conflict Resolution: Theory and Practice, p 258 270): p. 258-270): Effective self-regulation and conflict management skills result in the ability to shape futures in constructive directions Self-regulation lessons if people lose sight of their goals in the midst of conflict, which can cause conflict to escalate Flexible goals and goals pursuit can be used as a cooling strategy for dealing with conflict Backcasting promotes creativity in conflict situations April 17, 2010 19
  20. 20. Links Between Personal Authenticity and Conflict Management Lewicki and Wiethoff (Handbook of Conflict Resolution: Theory and Practice, p 97-101): p. 97 101): Gabarro’s research shows that identity-based trust (IBT) “is enhanced if the parties spend time sharing personal values, perceptions, motives, and goals” l l ti ti d l ” “The existence of trust between individuals makes conflict resolution easier and more effective” April 17, 2010 20
  21. 21. What is the “Authentic Self ? Authentic Self”? True self Optimal self-esteem Central gyroscope Emotional intelligence Who you are at your core The basis for how you make decisions, how you work, how you live your life, and how you relate to others April 17, 2010 21
  22. 22. Getting ahead of the conflict spiral pi l involves personal awareness … of the situation …and of y yourself. s f April 17, 2010 22
  23. 23. Ombuds Ombuds offices provide a confidential outlet for employees For more information, see: Someone to talk to S lk without fear of www.odr.org retribution Someone who will help the employee with options ith ti April 17, 2010 23
  24. 24. Mediation Not just for divorce cases Not just for the courts Healing disputes and For more information, see: relationships in the www.godr.org organization Using a registered mediator Maintaining M i t i i confidentiality April 17, 2010 24
  25. 25. Peace Circles Peace circles work well for larger groups Based on peace circle concept used by the First Peoples Fi t P l For more information, see: Provides a safe www.acrnet.org environment for people to voice concerns and know that they will be heard a y b ad Excellent for healing long-term relationships April 17, 2010 25
  26. 26. Conclusion Be aware of when conflict begins. Use the appropriate communication style and conflict style. Strive to establish a micro-culture within your team. Make decisions from a place of personal p p authenticity. Use the many tools and techniques available for managing conflict before it becomes intractable. i fli t b f b i t t bl April 17, 2010 26
  27. 27. Additional Reading Deutsch, M., & Coleman, P. T. (Eds.). (2000). The handbook of conflict resolution: Theory and practice. San Francisco: J h Wiley & Sons. S F i John Wil S Fisher, R., Ury, W., & Patton, B. (1991). Getting to yes: Negotiating agreement without giving in. New York: g g g g g Penguin Books. Mischel, W., & DeSmet, A. L. (2000). Self-regulation in the service of conflict resolution The handbook of resolution. conflict resolution: theory and practice , 256-275. (M. Deutsch, & P. T. Coleman, Eds.) San Francisco, CA: John Wiley & Sons. Sons Wilmot, W. W., & Hocker, J. L. (2001). Interpersonal Conflict. New York: McGraw-Hill Higher Education. g April 17, 2010 27
  28. 28. Questions February 24, 2010 28
  29. 29. Thank you! If you have additional questions you may contact J d Gli k S ith at: t t Judy Glick-Smith t judy@cliffordsells.com February 24, June 2009 2010 STC Financial Crisis Virtual Town Hall Slide 29

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