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Course & Workshop Conflict Management
 

Course & Workshop Conflict Management

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A workshop for new and middle-management leaders.

A workshop for new and middle-management leaders.

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    Course & Workshop Conflict Management Course & Workshop Conflict Management Presentation Transcript

    • Conflict ManagementCourse & Workshop
      Rio de Janeiro
      November 25 & 26, 2009
    • Conflict management principles
      November 2009
      2
      Designed and facilitated by Georgette Viller, MEdT
    • Why Study Conflict and Conflict Management?
      November 2009
      3
      Designed and facilitated by Georgette Viller, MEdT
    • Five Myths about Conflict
      Conflict represents communication breakdown
      If avoided, conflict will eventually go away
      All conflicts can be resolved
      Conflict always results in a winner and a loser
      Conflict is dysfunctional in the workplace
      November 2009
      4
      Designed and facilitated by Georgette Viller, MEdT
    • The central question in Conflict Management
      “How can we avoid conflict’s potential for destruction and turn it into an agent of change and growth?”
      November 2009
      5
      Designed and facilitated by Georgette Viller, MEdT
    • Power models
      November 2009
      6
      Designed and facilitated by Georgette Viller, MEdT
    • Leadership & Power
      November 2009
      Designed and facilitated by Georgette Viller, MEdT
      7
    • November 2009
      Designed and facilitated by Georgette Viller, MEdT
      8
    • Positional Authority
      However, the impact of such influence has been eroded with changes in generational attitudes.
      Effective leaders therefore expand their power-base beyond the limits of positional authority.
      November 2009
      Designed and facilitated by Georgette Viller, MEdT
      9
    • Shapes attitudes and behaviors.
      Financial rewards to shape behavior organizations HR 
      The use of positive rewards to encourage desired behaviors
      The power of a personalized
      Thank you!
      Designed and facilitated by Georgette Viller, MEdT
      10
      November 2009
    • Power stemming from Expertise
      People will put more weight on your words when they believe you know what you are talking about.
      First level leaders typically have significant expertise power.
      November 2009
      Designed and facilitated by Georgette Viller, MEdT
      11
    • Power stemming from Expertise
      As your leadership career progresses you will find yourself leading people whose functional expertise is different and superior to yours.
      Expertise will not be sufficient on its own, however you can continue build your expertise power base by:
      November 2009
      Designed and facilitated by Georgette Viller, MEdT
      12
    • With younger generations placing more value on loyalty to relationships than they do on loyalty to organizations, the importance of relational power is sure to increase.
      Designed and facilitated by Georgette Viller, MEdT
      November 2009
      13
    • Identifying hidden sources of conflict
      November 2009
      14
      Designed and facilitated by Georgette Viller, MEdT
    • The Nature of Conflict
      November 2009
      15
      Designed and facilitated by Georgette Viller, MEdT
      • Levels of Conflict
      • Forms of Conflict
      • Parts of a conflict
      • Types of Conflict
      • Process of Conflict
      • Mapping
    • LEVELS OF CONFLICT
      November 2009
      16
      Designed and facilitated by Georgette Viller, MEdT
    • FORMS OF CONFLICT
      November 2009
      17
      Designed and facilitated by Georgette Viller, MEdT
    • PARTS OF A CONFLICT
      Complicating factors
      Extra issues and problems that occur as the conflict goes on, which makes dealing with the core conflict more difficult
      Core
      Involves the basic things that the conflict is about: incompatible interests, unmet needs, fundamental value differences
      November 2009
      18
      Designed and facilitated by Georgette Viller, MEdT
    • Cognition and Personalization
      Positive Emotions
      Negative Emotions
      Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
      Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
      Conflict Definition
      November 2009
      19
      Designed and facilitated by Georgette Viller, MEdT
    • MAPPING
      Issue:
      Precipitating events
      Historical context
      For each party:
      Who
      Needs
      Concerns
      Facts, values, interests
      Power
      Goals
      Tactics
      November 2009
      20
      Designed and facilitated by Georgette Viller, MEdT
      Succinctly defines the issue, the problem area or conflict in neutral terms that all would agree on and that don’t invite a yes or no answer.
    • Looking for the cause? or …looking for the culprit?
      November 2009
      21
      Designed and facilitated by Georgette Viller, MEdT
    • emotion
      Action
      event
      EMOTIONS
      Are sudden changes in our personal balance which, as a consequence of an event, predispose us to a certain action.
      November 2009
      22
      Designed and facilitated by Georgette Viller, MEdT
    • Emotions – How they affect us…
      Emotions …
      • predispose us to action.
      • affect performance.
      • contribute to define what is possible or impossible for us.
      • are ingrained in human behavior: we are always within some emotional frame.
      November 2009
      23
      Designed and facilitated by Georgette Viller, MEdT
    • Intentions
      Decisions to act in a given way.
      Cooperativeness:
      • Attempting to satisfy the other party’s concerns.
      Assertiveness:
      • Attempting to satisfy one’s own concerns.
      November 2009
      24
      Designed and facilitated by Georgette Viller, MEdT
    • Dimensions of Conflict-Handling Intentions
      Substantive Conflict
      Affective Conflict
      Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
      November 2009
      25
      Designed and facilitated by Georgette Viller, MEdT
    • AVOIDING
      Effective when the conflict is temporary
      The risk of engaging is too high
      Avoidance does not solve the problem
      May make the situation worse as time goes on
      November 2009
      26
      Designed and facilitated by Georgette Viller, MEdT
    • ACCOMMODATING
      Effective when the conflict is temporary
      A way of maintaining harmony by maintaining cohesiveness
      Sacrificing one’s values or principles
      You may lose the respect of others.
      November 2009
      27
      Designed and facilitated by Georgette Viller, MEdT
    • COMPETING
      Best (or only) way to reach goals by overruling others
      Often disregards the concerns of adversaries completely
      Positional authority method of choice
      November 2009
      28
      Designed and facilitated by Georgette Viller, MEdT
    • COMPROMISING
      Compromising gives up more than competing but less than accommodating
      Compromising requires cooperation and might mean exchanging concessions
      November 2009
      29
      Designed and facilitated by Georgette Viller, MEdT
    • COLLABORATING
      Requires cooperation and might mean exchanging concessions
      Increases commitment to working together to resolve conflicts.
      To meet one’s own needs and those of others as well
      November 2009
      30
      Designed and facilitated by Georgette Viller, MEdT
    • Summarizing… Effective Conflict Management involves
      Substantive Conflict
      Moderate amount of substantive conflict
      Minimizing amount of affective conflict
      Selecting & using any of the 5 conflict handling intentions depending on each evolving situation
      Affective Conflict
      November 2009
      31
      Designed and facilitated by Georgette Viller, MEdT
    • Behavioral Response
      Substantive Conflict
      Conflict Management
      The use of resolution and stimulation techniques to achieve the desired level of conflict.
      Affective Conflict
      November 2009
      32
      Designed and facilitated by Georgette Viller, MEdT
    • Conflict Stimulation Techniques
      • Problem solving
      • Superordinate goals
      • Authoritative command
      • Altering the human variable
      • Altering the structural variables
      • Changing communication paradigms
      Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
      November 2009
      33
      Designed and facilitated by Georgette Viller, MEdT
    • November 2009
      34
      Designed and facilitated by Georgette Viller, MEdT
      Outcomes
    • Outcomes (Cont’d)
      November 2009
      35
      Designed and facilitated by Georgette Viller, MEdT
      overcomes group’s goals
      Dysfunctional Outcomes
    • Emotional self-control
      November 2009
      36
      Designed and facilitated by Georgette Viller, MEdT
    • EMOTIONS…
      November 2009
      37
      Designed and facilitated by Georgette Viller, MEdT
      • are contagious,
      • flow, and change.
      • are associated with a particular time and place.
      • We all have an emotional repertoire which we have learned.
      • We can become better observers of the emotions we have.
    • EMOTIONAL PHASES
      EVENT
      November 2009
      38
      Designed and facilitated by Georgette Viller, MEdT
    • MANAGING EMOTIONS
      • Know your emotions
      • Manage your emotional response
      • Self -motivate
      • Recognize emotions in others
      • Manage relationships
      PERSONAL SKILLS
      SOCIAL SKILLS
      November 2009
      39
      Designed and facilitated by Georgette Viller, MEdT
      Adapted from Daniel Goleman, Emotional Intelligence
    • Mediation and negotiations: strategies for agreement
      November 2009
      40
      Designed and facilitated by Georgette Viller, MEdT
    • November 2009
      41
      Designed and facilitated by Georgette Viller, MEdT
    • WIN-WIN APPROACH
      November 2009
      42
      Designed and facilitated by Georgette Viller, MEdT
      Changing the conflict from
      Powerful shift of attitude that alters the whole course of communication
      Partners rather than opponents
      Mediation rather than broken relationships
      adversarial attack & defense
      Cooperation
      to
    • Third-Party Negotiations
      Mediated
      A mediator is a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
      Arbitrated
      An arbitratoracts as a third party to a negotiation and has the authority to dictate an agreement.
      November 2009
      43
      Designed and facilitated by Georgette Viller, MEdT
    • Facilitated Negotiations
      Suspicion and/or personality clashes have developed
      Communication between parties has broken down or an impasse has been reached
      Tensions, emotions, or transaction costs running high
      No single right solution that is required and unalterable
      Parties want or need to maintain some ongoing relationship
      November 2009
      44
      Designed and facilitated by Georgette Viller, MEdT
    • Skills for Conflict Management
      November 2009
      45
      Designed and facilitated by Georgette Viller, MEdT
      CREATIVE RESPONSE
      EMPATHY
      APPROPRIATE ASSERTIVENESS
      MANAGING EMOTIONS
      SELF-KNOWLEDGE
      RESPECTING OTHERS
    • CREATIVE RESPONSE
      November 2009
      46
      Designed and facilitated by Georgette Viller, MEdT
      Turning problems into possibilities.
      What can be done, rather than saying “how terrible this is”!
      Choose to extract the best from the situation.
    • APPROPRIATE ASSERTIVENESS
      Awareness of self
      Being able to state your case without arousing the defenses of the other person
      It’s not about being polite, but it does not hurt
      November 2009
      47
      Designed and facilitated by Georgette Viller, MEdT
      Blah, Blah
      Blah, Blah…
      Really??!! PROVE IT!
      Sounds good, but how can we do it?
    • EMPATHY
      Awareness of others
      Empathy is about rapport and openness between people.
      Best way to build empathy is to help other person feel understood
      November 2009
      48
      Designed and facilitated by Georgette Viller, MEdT
    • MANAGING EMOTIONS
      November 2009
      49
      Designed and facilitated by Georgette Viller, MEdT
      • Handling yourself
      • Don’t indulge
      • Don’t deny
      • Create richer relationships
    • SELF-KNOWLEDGE
      Does the situation inform or inflame?
      What shocks you, checks you!
      November 2009
      50
      Designed and facilitated by Georgette Viller, MEdT
    • RESPECTING OTHERS
      Respect and value differences
      Each person’s viewpoint makes a contribution to the whole and requires consideration and respect in order to form a complete solution.
      November 2009
      51
      Designed and facilitated by Georgette Viller, MEdT
    • Questions?
      You may get more information about this and other workshops
      Please write to
      gviller@gmail.com
      THANK YOU
      November 2009
      Designed and facilitated by Georgette Viller, MEdT
      52