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Conflict Management & Negotiation Skills


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Conflict is a part of life, but it doesn't have to be negative. Harness the right tools and attitude to make conflict work positively for you!

Published in: Self Improvement
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Conflict Management & Negotiation Skills

  1. 1. Sponsored in part by the Workforce Development Agency, State of Michigan, Michigan Works!, through your local Workforce Development Board and Muskegon County Board of Commissioners. Auxiliary aids and services are available upon request to individuals with disabilities. EEO/ADA/Employer/Programs - TTY# - 711. CONFLICT MANAGEMENT AND NEGOTIATION SKILLS
  2. 2. Conflict Triggers: o Different points of view o Values o Attitudes o Needs o Expectations o Change o Job responsibilities o Workforce size o Management o Products or services
  3. 3. Conflict Triggers: o New Technology o Computers o Software o Communications o Different goals o Competition o Quality/quantity o Focus
  4. 4. Conflict Triggers: o Stress o Shrinking budgets o Fewer workers o Shorter deadlines o Competition o Pressure o Interdependence o Communication o Responsibilities o Errors
  5. 5. Signs of Team Conflict: Anger Not Sharing Information Lack of Results
  6. 6. Negative Results of Conflict: o Unhappy with job o Not doing best work o Don’t work as a team o Don’t talk well together
  7. 7. The High Cost of Workplace Conflict 42% of a manager’s time is spent addressing conflict in the workplace Health care expenditures are nearly 50% greater for workers reporting high levels of stress Conflict accounts for up to 90% of involuntary departures, with the possible exceptions of downsizing and restructuring
  8. 8. Positive Results of Conflict: o New ideas o New ways of working o Talk together better and work as a team o Happier, do a better job
  9. 9. “Organizations that see disagreements as opportunities and resolve them effectively stand out because of their strong capacity for innovation and success.”
  10. 10. Five Ways of Addressing Conflict: o Accommodating o Surrendering needs and wants for the satisfaction of another. o Collaborating o The act of two people creatively working together to achieve more than they could on their own. o Avoiding o The “flight” part of “fight or flight.” trying to ignore or postpone conflict.
  11. 11. o Compromising o A way to quickly end a dispute when two or more sides agree to accept less than what was originally wanted. o Competing o The “fight” part of “fight or flight.” the process of trying to do better at others’ expense. Five Ways of Addressing Conflict:
  12. 12. ASSERTIVE vs. Assertive
  13. 13. Characteristics: o Just “takes it” o Holds in feelings o May feel like a victim o May feel powerless Resolution Tactics: o Doesn’t talk back and risk creating an argument o Doesn’t oppose what is being said and risk making an angry person angrier o Agrees with whatever is said o Hopes by not causing trouble, the difficult situation will just go away
  14. 14. Characteristics: o Vents feelings—often in anger & frustration o May scare or “turn off” others o May feel like victimized or powerless o May have succeeded in bullying before o May be reacting more than thinking Resolution Tactics: o Creates arguments to “push” people o Doesn’t listen to others or consider their views o Disagrees with whatever is not exactly what they want o Hopes by causing trouble or threatening to, the difficult situation will just go away
  15. 15. Characteristics: o Tries to be calm and understand o Asks questions to get more information o Is more concerned with building and keeping a good relationship than a fast fix Resolution Tactics: o Uses neutral language that doesn’t blame or accuse o Doesn’t judge o Uses empathy to try and “tune in” to what the other person is thinking and feeling o Works for a solution that is ok for everyone Empathy: focusing on what the other person is going through or feeling in a non- judgmental way Assertive
  17. 17. GREEN: CURIOUS I am curious, investigating, and form my own ideas. I am cool, calm, and collected. I like to be smart and enjoy activities that require problem-solving. I value intelligence, insight, fairness, and justice. I like to set my own standards and I enjoy seeking fundamental truths. What’s great about me? I value knowledge and ideas. Discovering solutions and using my brain are more important than feelings, rules, and non-stop excitement. I like to know how and why things work in a certain way. I prefer to work on my own and also need room to think so I can come up with new ideas and the right answers.
  18. 18. FAMOUS GREENS Eleanor Roosevelt Benjamin Franklin Thomas Edison Socrates The visionaries
  19. 19. GOLD: RESPONSIBLE People can count on me. My actions can be predicted. I am always ready for tomorrow. I am loyal, giving, and like to take care of others. I need to be useful. I am practical and sensible. I value home and family and have a strong sense of right and wrong. I follow rules and respect authority. What’s great about me? I value the traditional things in life. I am practical and like structure. Being responsible and following the rules is more important than excitement and feelings. I like family life and saving money, and I plan to really make something of myself. I like to belong to groups and want to help them run smoothly. I enjoy learning about things that are useful to me.
  20. 20. FAMOUS GOLDS George Washington Mother Theresa Florence Nightingale Henry Ford The hard workers and organizers
  21. 21. BLUE: HARMONIOUS I look for meaning in my life. I like to get along with people and look after them. I like to express myself. I am honest and like to be told I am doing well. I fit in well. I want to be important in people’s lives. I think about the future, a perfect world, friends, and love. What’s great about me? I value people. Being liked and having everyone around me get along is more important than facts, rules, adventure, or logic. I am sensitive to others and get very uncomfortable when there is conflict or competition. I like socializing and working with people. I learn best when my teachers really care about me and when they give me support and feedback.
  22. 22. FAMOUS BLUES Mahatma Gandhi Wolfgang Amadeus Mozart Thomas Jefferson Jimmy Carter The artists and peacemakers
  23. 23. I like action, to go for it on a moment’s notice. I am witty, charming, and bold. I see life as a game here and now. I act on impulse, I like adventure, I like to compete, and I am skillful in what I do. I like fun, change, and excitement. I live life to the limit and have a cheerful outlook. I learn by doing and am a natural trouble-shooter. What’s great about me? I value freedom and excitement. I think that being skillful is more important than structure, logic, and feelings. I like being spontaneous and I want to enjoy what I am doing. Planning things sometimes takes the fun out of it. I like games and competition. I also like to learn things that I can go out right away and put to use.
  24. 24. John F. Kennedy St. Francis of Assisi Amelia Earhart Sir Winston Churchill The problem solvers and adventurers
  25. 25. Thoughts on True Colors: o It’s normal to align with more than one color o There is usually one dominant color o Some colors will naturally mesh o And some will naturally clash o No one color or personality type is better than another o We can use these general ideas to better interact with those around us
  26. 26. How to Resolve Conflict
  27. 27. Key skills when talking: o Listen—don’t interrupt o Ask questions to get all the details o Briefly repeat what you’ve heard o Try to understand their point of view o It shows you care o Don’t take sides o Speak calmly
  28. 28. Get all the information o Ask questions that can’t be answered with a “yes” or “no” o “What did you like most and least about the new computer?” o Invite the person to share more o “Tell me about working with John and Jillian.”
  29. 29. Be Neutral (don’t take sides or blame) vs. Do you know who loaded the copier last? Marla never cleans up after herself! We all need to do our part for a clean office. vs. What jerk loaded the wrong copier paper?
  30. 30. “You” and “I” Statements You entered the wrong numbers. I noticed these numbers were entered incorrectly. vs. You don’t know how to use the cash register. There’s a trick to working the cash register. May I show you? vs.
  31. 31. Be Calming and Helpful Avoid: o Absolutes o You always o You never o Generalizations o No one o Everyone o Exaggerations o The whole day was a waste! o Dramatics o This is the end of the world!
  32. 32. Conflict Resolution Process: o Briefly state the issue in a neutral manner o Ask for the other person’s view of the problem o Ask questions to learn the other person’s interest or issue
  33. 33. Conflict Resolution Process: o Give your view and interest in an objective manner o Brainstorm solutions you can both agree to o Agree to act o If you are unable to reach an agreement, bring in a mediator
  34. 34. The Role of Mediators: o Act as a neutral third party o Help solve conflicts o Guide talks between those in conflict
  35. 35. CLOSING THOUGHTSo Conflict is a part of life o You can choose to deal with it positively or negatively o Every person deals with conflict differently o The more you understand how you deal with conflict, the better you’ll be able to positively interact with others during tense times
  36. 36. “If we manage conflict constructively, we harness its energy for creativity and development.” Kenneth Kaye
  37. 37. Like what you saw? We hope you found this information helpful. Check us out at o Give us any questions/comments/concerns o See our workshop schedule o Learn more about Michigan Works! Muskegon-Oceana
  38. 38. Sources: Conflict Resolution Goodwill Industries International, Inc. Dec. 2009, Version: 1.0 Successful Team Conflict Management Strategies – Laura Evans Conflict Management and Negotiation Encyclopedia of Business, 2nd Edition Understanding Conflict in the Workplace – Julie Gatlin, Allen Wysocki, and Karl Kepner All Things Conflict Resolution & ADR Workplace Conflict ResolutionHow the Millennial Generation Is Shaking Up the Workforce Ron Alsop – Editor Workforce Management