Managing Conflict Solving Complex Problems


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Managing Essential Conflict is a sophisticated skill that few achieve. This day-long course highlights the skills we need to thrive under pressure and solve complex problems in the workplace.

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Managing Conflict Solving Complex Problems

  1. 1. Conflict Management and Problem Solving (Under Pressure) Presented by Dr. De Hicks, CEO of SCGI Performance Management Consulting Seattle | Sacramento | Spokane
  2. 3. <ul><li>Lessons you’ve learned </li></ul><ul><li>Appreciative Inquiry </li></ul><ul><li>The Power of Assumptions </li></ul><ul><li>Some Assumptions about Conflict </li></ul><ul><li>Emotional Distortion and Conflict </li></ul><ul><li>The Conflict Continuum </li></ul><ul><li>The Power of Expectations </li></ul><ul><li>Conflict Management Styles </li></ul><ul><li>Essential Conflict </li></ul><ul><li>Positions and Interests </li></ul><ul><li>Complex Problem Solving Skills </li></ul><ul><li>Root Cause Analysis </li></ul>Overview of Today’s Class
  3. 4. Your Expectations <ul><li>Today, I’d most like to address…. </li></ul>
  4. 5. When are you at your best <ul><li>…when dealing with conflict (both at work and outside of work)? </li></ul>
  5. 7. The Power of Assumptions Current? out-dated? tested? Un-tested? Mine? Borrowed?
  6. 8. Assumptions about Conflict <ul><li>What are your assumptions </li></ul><ul><li>about conflict? </li></ul><ul><li>Assumptions I have/ Tho se I he ar from others </li></ul>
  7. 9. Some Specific Assumptions <ul><li>When conflict occurs, the relationship is forever changed </li></ul><ul><li>All conflict creates emotional distortion </li></ul><ul><li>Some conflict is essential: no conflict, no change </li></ul><ul><li>Most conflict occurs on two levels: Issues and Styles </li></ul><ul><li>Our primary tool for managing conflict is the question </li></ul><ul><li>Our primary for influencing conflict is the conversation </li></ul><ul><li>Most conflict issues are about expectations rather than values </li></ul>
  8. 10. <ul><li>What are you genuinely curious about? </li></ul>
  9. 12. The General Adaptation Syndrome ALARM! COPING EXHAUSTION Is this threatening? Is this personal? Stress = FEAR FIGHT? FLIGHT? ALLOSTASIS
  10. 13. Stress, Stress and More Stress <ul><li>Allostatic Load is created when… </li></ul><ul><li>Repeated frequency of stress responses to multiple sources (this includes perceived threats to self, income, life, and others). The body does not know the difference between perceived or real stress.   </li></ul><ul><li>Failure to orientate (adapt to) repeated stressors of the same kind. Stated differently, this means we don't have a system in play (time management, organizational skills, de-escalation skills, and diet and exercise programs). We lack stability and our body adjusts to our instability. </li></ul><ul><li>Failure to turn off each stress response in a timely manner due to delayed shut down (the flame of emotional reaction lights too quickly, burns too hot, and burns for too long). </li></ul><ul><li>Inadequate response tells the body to compensate internally (if we don't work it out the body takes over) leading to maladapted state or a compressed allostatic load. </li></ul>
  11. 14. The Conflict Continuum I have a problem You realize there’s a problem and now you have a problem The Conflict Continuum
  12. 15. Need for Understanding Demand for Action! WE WAR ZONE
  13. 17. The Power of Expectations VALUES Why is this important? What do I expect?
  14. 18. <ul><li>What are your expectations? </li></ul><ul><ul><li>and what else? </li></ul></ul><ul><ul><li>and what else? </li></ul></ul><ul><li>Why is that important to you? </li></ul><ul><li>What were your expectations? </li></ul><ul><li>Why was that important to you? </li></ul>
  15. 19. The Bermuda Triangle of Communication A B C Wait… Have you talked to ___ about this? You need to talk to ____ about this.
  16. 21. Conflict Management Styles Cooperation (Relationships) Assertiveness (Tasks) Competing Compromising Accommodating Avoiding passive active Collaborating
  17. 22. Your Conflict Management Style
  18. 23. Essential Conflict <ul><li>Conflict is essential when </li></ul><ul><li>resolving it will create a new and better future </li></ul><ul><li>all parties agree that it was worth it </li></ul><ul><li>innovation occurs </li></ul><ul><li>other problems/conflicts are resolved concurrently </li></ul><ul><li>the relationships are strengthened </li></ul><ul><li>other? </li></ul>
  19. 24. A word about drama… or King
  20. 25. Perspective… <ul><li>The common denominator for resolution of all essential conflict: </li></ul><ul><li>_____ _____ _____ _____ _____ _____ _____ _____ _____ </li></ul>C U R I O S I T Y
  21. 26. Positions and Interests <ul><li>Position: How I think it should be done </li></ul><ul><li>Interests: Why this matters </li></ul><ul><li>If you were awake earlier, </li></ul><ul><li>you notice that is just like Values and Expectations </li></ul>
  22. 27. Complex Problem Solving Skills (Especially Under Pressure) <ul><li>Move. </li></ul><ul><li>Check emotional distortion: What is the threat? </li></ul><ul><li>Reframe: Ask, what problem are we /am I trying to solve? </li></ul><ul><li>Check our / my assumptions about the problem </li></ul><ul><li>Imagine what the solution would look like </li></ul><ul><li>Look for leverage </li></ul><ul><li>Act on the leverage </li></ul><ul><li>Reframe: Solved </li></ul>
  23. 28. Root Cause Analysis <ul><li>Why </li></ul><ul><li>Why </li></ul><ul><li>Why </li></ul><ul><li>Why </li></ul><ul><li>Why </li></ul>
  24. 29. My Plan
  25. 30. All Things Workplace Communication Skills (7 hrs) Managing Emotional Pressure at Work (3.5 hrs) Conflict Management/ Problem Solving Under Pressure (7 hrs) Fundamental Leadership Skills in the New Workplace (7 hrs) Leading Teams (3.5 hrs) Emotional Intelligence for Leaders (3.5 hrs) Dealing with Difficult People (3.5 hrs) Classes build on one another Or, take Classes in any order