Conflict Resolution


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Conflict Resolution

  1. 1. CONFLICT INTERVENTION A Model for Successful Conflict Resolution
  2. 2. Conflict Intervention <ul><li>High performance teams deal effectively with conflict! </li></ul><ul><li>Effective resolution results in: </li></ul><ul><ul><li>increased trust </li></ul></ul><ul><ul><li>increased cohesiveness </li></ul></ul><ul><ul><li>increased openness (FIRO-B) </li></ul></ul><ul><ul><li>alternative solutions (decreased group-think) </li></ul></ul><ul><ul><li>more robust solutions </li></ul></ul><ul><ul><li>diversity of thought </li></ul></ul>
  3. 3. Conflict Intervention <ul><li>There are 3 ways to think about conflict in groups </li></ul><ul><li>Content specific conflict </li></ul><ul><li>Affective conflict </li></ul><ul><li>Conflict avoidance </li></ul>
  4. 6. Conflict Intervention <ul><li>What conflicts in the film clip grabbed your attention? </li></ul><ul><li>Why do you believe these particular interactions caught your attention? </li></ul><ul><li>What do the scenarios you’ve chosen suggest about your preferences in dealing with conflict? </li></ul>
  5. 7. Conflict Intervention <ul><li>Manifest Content: </li></ul><ul><li>The actual meaning of the words being spoken. </li></ul><ul><li>A literal interpretation of what is being said. </li></ul><ul><li>Latent Content: </li></ul><ul><li>The underlying message/meaning. This is often quite </li></ul><ul><li>different than the literal interpretation. It is a </li></ul><ul><li>combination of body language, tone of voice, and the </li></ul><ul><li>subconscious motives of the person communicating. </li></ul><ul><li>Latent Content also refers to the underlying dynamics </li></ul><ul><li>between the individuals who are relating to one </li></ul><ul><li>another. </li></ul>
  6. 8. Conflict Resolution Left Hand Column What I was thinking but did not say... Right Hand Column What was actually said...
  7. 9. Conflict Intervention <ul><li>There many levels of latent meaning or content behind nearly all manifest interactions </li></ul><ul><li>Some of these levels are appropriate to explore in team settings; some are not. </li></ul><ul><li>Guideline: </li></ul><ul><li>It is generally OK to explore latent content </li></ul><ul><li>which relates to interpersonal or team dynamics. </li></ul><ul><li>Individual dynamics are generally off-limits. </li></ul>
  8. 10. Conflict Intervention <ul><li>What factors should you consider when deciding whether to press for resolution in the team environment or when to pull the issue and players outside for a private intervention? </li></ul><ul><ul><li>How personal and/or emotional is the conflict? </li></ul></ul><ul><ul><li>How skilled is the team at conflict resolution? </li></ul></ul><ul><ul><li>How skilled are you at conflict resolution? </li></ul></ul><ul><ul><li>How much time can you afford to invest? </li></ul></ul><ul><ul><li>What are your goals for the team’s level of functioning </li></ul></ul>
  9. 11. Conflict Intervention <ul><li>Generally, it is best for the team to resolve conflicts which occur within its context. </li></ul><ul><li>If you choose to intervene off-line, make certain to report back to the team that the conflict was successfully resolved. </li></ul>
  10. 12. Conflict Intervention Model <ul><li>The four intervention approaches are specific to the situation. </li></ul><ul><li>No one intervention approach can be used successfully in all conflict situations. </li></ul><ul><li>The four approaches include: </li></ul><ul><ul><li>Dismiss </li></ul></ul><ul><ul><li>Distract </li></ul></ul><ul><ul><li>Discuss/Develop </li></ul></ul><ul><ul><li>Detonate </li></ul></ul>
  11. 13. Conflict Intervention Model <ul><li>Dismiss </li></ul><ul><li>“ We will not argue about this here.” </li></ul><ul><li>Modeling professional behavior </li></ul><ul><li>Limit setting/boundaries </li></ul><ul><li>Distract </li></ul><ul><li>Move to another topic </li></ul><ul><ul><li>Directly: “Let’s table this for now.” </li></ul></ul><ul><ul><li>Indirectly: manipulate the conversation </li></ul></ul>
  12. 14. Conflict Intervention Model <ul><li>Discuss/Develop </li></ul><ul><li>Ask clarifying questions </li></ul><ul><li>Explore “left hand column” </li></ul><ul><li>Practice active listening techniques </li></ul><ul><li>Detonate </li></ul><ul><li>Label the conflict </li></ul><ul><li>Amplify the conflict </li></ul>
  13. 15. Conflict Intervention Model Dismiss Distract Discuss/Develop Detonate Avoids the Conflict Effective Resolution
  14. 16. Constructive Responses <ul><li>Behaviors which research has demonstrated to be highly effective in keeping the harmful effects of conflict to a minimum </li></ul><ul><li>Constructive responses emphasize: </li></ul><ul><li>Task-completion and focus on problem-solving </li></ul><ul><li>Creative problem-solving & focus on exchange of ideas </li></ul><ul><li>Expression of positive emotions & optimism </li></ul><ul><li>Not provoking the other person </li></ul>
  15. 17. Destructive Responses <ul><li>Behaviors which research has demonstrated to escalate or prolong conflict </li></ul><ul><li>Destructive responses emphasize: </li></ul><ul><li>Displaying negative emotions </li></ul><ul><li>Trying to win, no matter what </li></ul><ul><li>Lack of respect for the other person </li></ul><ul><li>Avoiding conflict rather than facing it </li></ul>
  16. 18. Conflict Response Categories Constructive Destructive Passive Active Avoiding Yielding Hiding Emotions Self Criticizing Reflective Thinking Delay Responding Adapting Winning at All Costs Displaying Anger Demeaning Others Retaliating Perspective Taking Creating Solutions Expressing Emotions Reaching Out
  17. 19. Conflict Intervention <ul><li>Identify two examples from the film clips of Active/Passive, Constructive/Destructive conflict behaviors. ( not two of each, just 2  ) </li></ul><ul><li>Identify two examples from your personal experience of conflict responses. </li></ul>
  18. 20. The AEIOU Model for Resolving Differences A SSUME that the other person means well. Attempt to identify a positive intention, state it to the other person, and affirm that position . E XPRESS your feelings about the behavior/incident. Indicate your own specific concerns. I DENTIFY what you would like to see happen. Nondefensively, nonjudgmentally propose the changes you would like to see occur. O UTCOME EXPECTED Both positive and negative outcomes are possible. Indicate the potential negative outcome, but emphasize the positive expectations for all involved. (WIIFT?) U NDERSTANDING ON A MUTUAL BASIS Ask if the proposed change is workable for the other person. What can both parties agree to? Be open to considering alternative options . Commit to a common understanding of what is expected. .