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Conflict Resolution V2

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Conflict Resolution

Conflict Resolution
District 74 Toastmasters Leadership Institute
7 November 2009

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Conflict Resolution V2 Conflict Resolution V2 Presentation Transcript

  • Conflict Resolution
    Tony Lydall
  • 2
    Introduction
    This is a competitive world
    Competition creates conflict
    Strong leaders resolve conflict
  • 3
    Group Activity
    You are a Division Governor
    You hear from several clubs that one of your Area Governors is weak and ineffective, causing conflict
    How do you handle it?
  • 4
    What good leaders do
    To help resolve conflict, leaders create:
    Direction – vision, mission, goals, plans
    Collaboration – team building, delegation
    Motivation – feedback, support, recognition
  • 5
    What is conflict?
    Conflict is a real or perceived difference
    where:
    Two or more parties think they are right - and all others are wrong
    But, everybody is right in some way
    And everybody is wrong in some way
  • 6
    Is conflict good or bad?
    How do you feel about conflict?
  • 7
    The Good News
    Well-managed conflict gives:
    Better understanding
    Increased group cohesion
    Improved self-knowledge
  • 8
    Common causes of conflict
    Personalities
    Issues
    Misperceptions
  • 9
    Personalities
    Some team members
    Are in it for themselves
    Don’t like the others
    Know it all
    Are argumentative
  • 10
    Issues
    Differing
    • Objectives
    • Expectations
    • Commitment
    • Ability
  • 11
    Misperceptions
    • Own prejudices/paradigms
    • Culture/language
    • Commitment
    • Misinformation
    Perception becomes reality
  • 12
    Conflict Styles
    Competitive
    Collaborative
    Compromising
    Accommodating
    Avoiding
    Thomas and Kilmann
  • 13
    Competitive
    Stand firm
    Know what they want
    Position themselves for power
    Appropriate
    In an emergency / quick decision
    Can leave people resentful
  • 14
    Collaborative
    Meet needs of all
    Co-operate effectively
    Acknowledge everyone is important
    Appropriate
    When variety of viewpoints or previous conflict
  • 15
    Compromising
    Solution will partially satisfy all
    But all will give up something
    Appropriate
    When cost of conflict is high
    When strengths are equal
    When deadline tight
  • 16
    Accommodating
    Willingness to meet others’ needs
    Knowing when to give in
    Appropriate
    When issues matter more to others
    When peace is worth more than winning
    Unlikely to give best outcome
  • 17
    Avoiding
    Seeking to evade conflict entirely
    Delegating controversial decisions
    Accepting default decisions
    Appropriate
    When victory is impossible
    When controversy is trivial
    Weak and ineffective result
  • 18
    What’s your style?
    Group discussion
  • 19
    Negative responses
    Violence
    Silence
  • 20
    IBR* Approach
    • Make good relations first priority
    • Keep people and problems separate
    • Listen first, talk second
    • Pay attention to interests
    • Get and set out the facts
    • Explore options together
    * Interest-Based Relational Approach
  • 21
    Conflict Resolution Process
    • Identify overriding conflict style - yours and your team’s
    • Different styles may suit different situations
    • Look at circumstances and think about the appropriate style
  • 22
    Step One – Set the Scene
    • Understand conflict may be mutual
    • Listen actively
    • Restate/paraphrase
    • Summarise
    • Use assertive approach
  • 23
    Step Two – Gather Information
    Interests – Needs – Concerns
    • Ask for others’ viewpoints
    • Respect opinions
    • Focus on issues, not personalities
    • Understand the conflict objectively
  • 24
    Step Three – Agree the Problem
    Identify issues clearly and concisely
    List details of the perceived problem
    Eliminate items agreed or not real
    Agree that what remains is the problem
    Remain flexible
    Seems obvious, can be difficult
  • 25
    Step Four – Brainstorm Solution
    Be open to all ideas
    Let everyone contribute
    Quantity counts
    Do not evaluate
    Categorise and summarise ideas
  • 26
    Step Five – Negotiate a Solution
    • Work from summarised ideas
    • Once again, seek common ground
    • Focus on remaining issues
    • Use win-win negotiation techniques
  • 27
    Negotiating Successfully
    Win-win negotiation is a careful exploration of your position and the other person’s position ...
    ... with the goal of finding a mutually acceptable compromise that gives you both as much of what you want as possible
  • 28
    Win-Win Negotiation
    Finding a fair compromise
    • Prepare thoroughly
    • Be positive
    • Be assertive
  • 29
    Win-Win Preparation ...
    • List goals
    • Check relationships
    • Decide trades
    • Explore alternatives
    • Project expected outcomes
  • 30
    Win-Win Preparation ...
    • Consider consequences
    • Establish who has the power
    • Work out possible solutions
  • 31
    Win-Win: Style is Critical
    • Discuss and consider people's emotional needs
    • Control your own emotions
    • Both parties should feel positive afterwards
  • 32
    Group discussion
    Do you have any bridges to cross
    to get to win-win?
  • 33
    Roleplay
    During your division/area council meeting, a member regularly and disrespectfully interrupts the speaker.
    Inappropriate comments are made about the speaker or what is being said, creating conflict in the council.
    What do you do?
  • 34
    Conclusion ...
    Open communication is important
    Allow all parties to express their views
    Be respectful, empathetic and caring
    Don’t let the discussion dissolve into accusations, blame or debate
    Avoid previous disagreements or behaviours
  • 35
    Limit discussion to the facts
    Find the root cause
    Stay focussed
    Be a good listener, ask questions
    List possible solutions, find best one
    Keep moving forward ...
    Conclusion ...
  • 36
    Question time
    ?