Microsoft Power Point Conflict Managementparticipants

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Identify your conflict management style

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Microsoft Power Point Conflict Managementparticipants

  1. 1. CONFLICT MANAGEMENT Knowing your clients behavior and how to deal with them
  2. 2. What is a Conflict? • A disagreement • Between parties (more then one party) • One person, or parties perceives a threat to their – Needs, Values, Interests, Concerns FACT VINC Values, Interests, Needs, Concerns
  3. 3. Can you see a face?
  4. 4. Can you see a face?
  5. 5. Conflict Responses Behavioural What I’m doing? Physical Emotional What I sense What I’m feeling? in my body? Cognitive What I’m thinking?
  6. 6. Sources of Conflicts • Lack of information, misunderstandings, different interpretation of the same information • Role incompatibility, sandwich positions, undefined role positions, • Working conditions are stressful, not enough time, high work load • Unresolved conflicts (cold conflicts i.e. prior conflicts) • Personal differences (values, needs, goals, styles) • Structure within the organisation (micro management)
  7. 7. What is YOUR conflict management style? • Instructions: Listed below are 15 statements. Each strategy provides a possible strategy for dealing with a conflict. Give each a numerical value (i.e., 1=Always, 2=Very often, 3=Sometimes, 4= Not very often, 5= Rarely, if ever.) Don't answer as you think you should, answer as you actually behave. • ____ a. I argue my case with peers, colleagues and co-workers to demonstrate the merits of the position I take. • ____ b. I try to reach compromises through negotiation. • ____ c. I attempt to meet the expectation of others. • ____ d. I seek to investigate issues with others in order to find solutions that are mutually acceptable. • ____ e. I am firm in resolve when it comes to defending my side of the issue. • ____ f. I try to avoid being singled out, keeping conflict with others to myself. • ____ g. I uphold my solutions to problems.
  8. 8. What is YOUR conflict management style? • ____ h. I compromise in order to reach solutions. • ____ i. I trade important information with others so that problems can be solved together. • ____ j. I avoid discussing my differences with others. • ____ k. I try to accommodate the wishes of my peers and colleagues. • ____ l. I seek to bring everyone's concerns out into the open in order to resolve disputes in the best possible way. • ____ m. I put forward middles positions in efforts to break deadlocks. • ____ n. I accept the recommendations of colleagues, peers, and coworkers. • ____ o. I avoid hard feelings by keeping my disagreements with others to myself.
  9. 9. What is YOUR conflict management style? • Scoring: The 15 statements you just read are listed below under five categories. Each category contains the letters of three statements. Record the number you placed next to each statement. Calculate the total under each category.
  10. 10. What is YOUR conflict management style? Style Total Competing / Forcing a. e. g. Shark Collaborating Owl d. i. l. Avoiding Turtle f. j. o. Accommodating c. k. n. teddy bear Compromising fox b. h. m. Results: My dominant style is _________________________________ ( Your LOWEST score) and my back-up style is_______________________________ (Your second Lowest score)
  11. 11. What is YOUR conflict management style? • The Competing Shark • use a forcing or competing conflict management style • highly goal-oriented • relationships take on a lower priority • use aggressive behaviour to resolve conflicts • autocratic, authoritative, and uncooperative; threatening and intimidating • have a need to win; creating win-lose situations • Advantage: If the shark's decision is correct, a better decision without compromise can result • Disadvantage: May breed hostility and resentment toward the person using it • Appropriate times to use a Shark style – when conflict involves personal differences that are difficult to change – when fostering intimate or supportive relationships is not critical – when others are likely to take advantage of non-competitive behaviour – when conflict resolution is urgent; when decision is vital in crisis – when unpopular decisions need to be implemented
  12. 12. What is YOUR conflict management style? • The Avoiding Turtle • adopt an avoiding or withdrawing conflict management style • would rather hide and ignore conflict than resolve it; this leads them uncooperative and unassertive • tend to give up personal goals and display passive behaviour creating lose-lose situations • Advantage: may help to maintain relationships that would be hurt by conflict resolution • Disadvantage: Conflicts remain unresolved, overuse of the style leads to others walking over them • Appropriate times to use a Turtle Style: – when the stakes are not high or issue is trivial – when confrontation will hurt a working relationship – when there is little chance of satisfying your wants – when disruption outweighs benefit of conflict resolution – when gathering information is more important than an immediate decision – when others can more effectively resolve the conflict – when time constraints demand a delay
  13. 13. What is YOUR conflict management style? • The Accommodating Teddy Bear • use a smoothing or accommodating conflict management style with emphasis on human relationships • ignore their own goals and resolve conflict by giving into others; unassertive and cooperative creating a win-lose (bear is loser) situation • Advantage: Accommodating maintains relationships • Disadvantage: Giving in may not be productive, bear may be taken advantage of • Appropriate times to use a Teddy Bear Style – when maintaining the relationship outweighs other considerations – when suggestions/changes are not important to the accommodator – when minimizing losses in situations where outmatched or losing – when time is limited or when harmony and stability are valued
  14. 14. What is YOUR conflict management style? • The Compromising Fox • use a compromising conflict management style; concern is for goals and relationships • willing to sacrifice some of their goals while persuading others to give up part of theirs • Compromise is assertive and cooperative-result is either win-lose or lose- lose • Advantage: relationships are maintained and conflicts are removed • Disadvantage: compromise may create less than ideal outcome and game playing can result • Appropriate times to use a Fox Style – when important/complex issues leave no clear or simple solutions – when all conflicting people are equal in power and have strong interests in different solutions – when their are no time restraints
  15. 15. What is YOUR conflict management style? • The Collaborating Owl • use a collaborating or problem confronting conflict management style valuing their goals and relationships • view conflicts as problems to be solved finding solutions agreeable to all sides (win-win) • Advantage: both sides get what they want and negative feelings eliminated • Disadvantage: takes a great deal of time and effort • Appropriate times to use an Owl Style – when maintaining relationships is important – when time is not a concern – when peer conflict is involved – when trying to gain commitment through consensus building – when learning and trying to merge differing perspectives
  16. 16. 10 Tips to Conflict Management • Make it easy to raise issues Make it easy for people to find a route to voicing their views. Make it easy for them to approach the matter, while it is still a matter of concern. Don't wait for it to be a ball of fire. • Ask yourself whether this particular conflict is bad Conflict can be a good thing. It can get people thinking, and energise them into finding a solution. It can prevent simmering undercurrents by bringing feelings into the open, where they can be addressed. It can bring sudden realisations about how things could change. Handled well, it's an energiser and stimulant. • Label your emotions Conflict can rapidly turn into emotional attacks. This often means that anger is directed against a person, not the problem. That person then retaliates, and it soon gets out of hand. You can avoid this by thinking first about the emotion you're feeling, instead of about the person you see as responsible. Deal with the anger, disappointment, fear, etc, before you start thinking about the people involved.
  17. 17. 10 Tips to Conflict Management • Look for signs that the conflict is damaging If clients are making unpleasant remarks about the issue, the relationships need improving. It might be necessary to call in mediators. • Don't confront Confronting clients literally, ie, standing in front of them, can give an aggressive impression. It's better to sit next to each other, at an angle of around 45 degrees, so you can see each other, but are not front to front. Another way is to go for a walk, so you are beside each other, and walking can use up energy that might otherwise be directed into aggression. • Stick to the issues How long can you argue for without getting to the point? If it seems to be going on for a long time, check that you are addressing issues, not going round in circles, or scoring points with irrelevancies. It should be a discussion about problems, not about people.
  18. 18. 10 Tips to Conflict Management • Be specific Make it clear what you actually want. Don't keep quiet to avoid embarrassment, or go on the attack, making sarcastic remarks that leave your client wondering what you actually mean. State what you see as the best outcome, and listen as well. • Create a pleasant environment Keep it formal, but make a room available where disputants can sit comfortably, not surrounded by boxes or distracted by background noise. Serve refreshments. Let the only discomfort be dealing with the dispute. • Get decisions into effect quickly Once a solution has been agreed, get it implemented. If it can't happen immediately, draw up a schedule which is rapid, but feasible, and make sure it happens. • Provide training in how to deal with conflict in a productive way
  19. 19. Conflict indicators • Body language • Disagreements • Withholding bad news • Surprises • Increasing lack of respect • Open disagreement • Lack of candor on trading matters • Lack of clear goals
  20. 20. Active Listening 1. Get into groups of 4 2. One person in the group tells the rest about a conflict case. 3. This person reports the case and asks LISTEN one question at the end. The others are just actively listening and ask questions to clarify their understanding. 4. The listeners then brainstorm recommendations. Now the case reporter is just listening. University Counselling Conflict Resolution Service Curtin University of Technology
  21. 21. To Manage a Conflict Within Yourself - "Core Process" It's often in the trying that we find solace, not in getting the best solution. The following steps will help you in this regard. 1. Name the conflict, or identify the issue, including what you want that you aren't getting. Consider: a. Writing your thoughts down to come to a conclusion. b. Talk to someone, including asking them to help you summarize the conflict in 5 sentences or less.
  22. 22. To Manage a Conflict Within Yourself - "Core Process" 2. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider: a. How important is this issue? b. Does the issue seem worse because you're tired, angry at something else, etc.? c. What's your role in this issue?
  23. 23. To Manage a Conflict Within Yourself - "Core Process" 3. Pick at least one thing you can do about the conflict. a. Identify at least three courses of action. b. For each course, write at least three pros and cons. c. Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be least hurtful, to yourself and others. d. Briefly discuss that course of action with a friend.
  24. 24. To Manage a Conflict Within Yourself - "Core Process" • 4. Then do something. a. Wait at least a day before you do anything about the conflict. This gives you a cooling off period. b. Then take an action. c. Have in your own mind, a date when you will act again if you see no clear improvement.
  25. 25. To Manage a Conflict With Another - "Core Process" 1. Know what you don't like about yourself, early on in your career. We often don't like in others what we don't want to see in ourselves. a. Write down 5 traits that really bug you when see them in others. b. Be aware that these traits are your "hot buttons".
  26. 26. To Manage a Conflict With Another - "Core Process" 2. Manage yourself. If you and/or the other person are getting heated up, then manage yourself to stay calm by a. Speaking to the person as if the other person is not heated up - this can be very effective! b. Avoid use of the word "you" - this avoids blaming. c. Nod your head to assure them you heard them. d. Maintain eye contact with them.
  27. 27. To Manage a Conflict With Another - "Core Process" • 3. Move the discussion to a private area, if possible. • 4. Give the other person time to vent. a. Don't interrupt them or judge what they are saying.
  28. 28. To Manage a Conflict With Another - "Core Process" • 5. Verify that you're accurately hearing each other. When they are done speaking a. Ask the other person to let you rephrase (uninterrupted) what you are hearing from them to ensure you are hearing them. b. To understand them more, ask open- ended questions. Avoid "why" questions - those questions often make people feel defensive.
  29. 29. •THANK YOU

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