BASIC SKILLS IN CONFLICT RESOLUTION
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This power point slides are tailored to equip you with the basic skills on how to resolve conflicts. how you define a conflict determines the approach you will use and so shall the outcome.
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Mediation, Mediation Process Mediation and Strategies For Conflict Resolution
Mediation can help parties in a dispute reach an agreement through open discussion with a neutral facilitator, rather than escalating conflict through legal action. Researchers Ellis and Jessica were having teamwork issues, and their manager recommended mediation. In individual mediation sessions, Ellis and Jessica agreed to try a joint meeting. With the mediator's guidance, they were able to openly air grievances and suggest ways to improve communication and respect boundaries going forward. This resulted in a written agreement to update behaviors and maintain open communication, with the option to involve mediators again if needed.
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The document discusses conflicts that can arise in relationships and strategies for resolving conflicts. It defines interpersonal conflicts as disagreements between groups of any size. Common causes of conflicts include power struggles, jealousy, property disputes, and disputes over territory and space. When a conflict arises, you can either face it or ignore it. Effective strategies for resolving conflicts include taking time to calm down, discussing each side without interrupting, brainstorming solutions, and agreeing on a solution that benefits both sides. Mediation involves a trained mediator helping the parties resolve conflicts peacefully through open communication and finding a mutually agreeable solution.
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The concept of conflict, being an outcome of behaviours, is an integral part of human life. Where ever there is interaction, there is conflict
Group 1
1. The document discusses the problems that arise from positional bargaining in negotiations. Positional bargaining focuses on arguing over positions which can produce unwise agreements, is inefficient, and endangers ongoing relationships.
2. It introduces the method of principled negotiation which involves separating the people from the problem by dealing with interests rather than positions. This means understanding differing perceptions and putting yourself in the other side's shoes to reduce conflict and find mutually beneficial agreements.
3. Key aspects of principled negotiation are discussing perceptions, looking for opportunities to change perceptions through inconsistent actions, giving the other side a stake in the outcome, and making proposals consistent with their values and face-saving needs.
Power Plays in Negotiation
Here are some questions to consider:
1. What are your real interests in this situation?
Focusing on interests rather than positions can help uncover mutual gains.
2. Is there a "win-win" solution where both sides feel they came away with something of value?
Looking for solutions where both sides are better off can help avoid damaging moves.
3. What are some creative options we haven't considered yet?
Brainstorming more possibilities before critiquing each other's ideas leaves room for problem-solving.
4. How can we build understanding and trust between us?
A good relationship makes tough negotiations easier; finding common ground is key.
5. What does a fair resolution look
Chapter 15 conflict negotiation
This document discusses conflict and negotiation. It defines conflict and describes the traditional, human relations, and interactionist views of conflict. It also discusses functional and dysfunctional conflict, and the types of conflict including task, relationship, and process conflict. The five stages of the conflict process are outlined as potential opposition, cognition and personalization, intentions, behavior, and outcomes. Methods of conflict management and negotiation are also summarized.
Recommended
Mediation, Mediation Process Mediation and Strategies For Conflict Resolution
Mediation can help parties in a dispute reach an agreement through open discussion with a neutral facilitator, rather than escalating conflict through legal action. Researchers Ellis and Jessica were having teamwork issues, and their manager recommended mediation. In individual mediation sessions, Ellis and Jessica agreed to try a joint meeting. With the mediator's guidance, they were able to openly air grievances and suggest ways to improve communication and respect boundaries going forward. This resulted in a written agreement to update behaviors and maintain open communication, with the option to involve mediators again if needed.
Conflict Mediation
Mediation is a process where a neutral third party assists two parties in resolving a dispute. The goal is for the parties to come to an agreement without going through litigation. During mediation, the mediator guides discussions to help the parties identify the problem, recognize feelings involved, develop potential solutions, and come to a resolution where both parties make commitments outlined in a written agreement. The mediator remains neutral and ensures all parties have a chance to be heard while maintaining confidentiality.
Conflict Management
The document provides guidance on conflict management and resolution. It discusses different types of conflicts that could arise in work scenarios. It also describes different responses to conflict like avoidance, accommodation, competition, compromise and collaboration. The document further elaborates on various conflict engagement styles and strategies for shifting a conflict from positions to interests to find a mutually agreeable solution.
Resolving conflicts
The document discusses conflicts that can arise in relationships and strategies for resolving conflicts. It defines interpersonal conflicts as disagreements between groups of any size. Common causes of conflicts include power struggles, jealousy, property disputes, and disputes over territory and space. When a conflict arises, you can either face it or ignore it. Effective strategies for resolving conflicts include taking time to calm down, discussing each side without interrupting, brainstorming solutions, and agreeing on a solution that benefits both sides. Mediation involves a trained mediator helping the parties resolve conflicts peacefully through open communication and finding a mutually agreeable solution.
Conflict resolution ppt, SOCIOLOGY OF EDUCATION
The concept of conflict, being an outcome of behaviours, is an integral part of human life. Where ever there is interaction, there is conflict
Group 1
1. The document discusses the problems that arise from positional bargaining in negotiations. Positional bargaining focuses on arguing over positions which can produce unwise agreements, is inefficient, and endangers ongoing relationships.
2. It introduces the method of principled negotiation which involves separating the people from the problem by dealing with interests rather than positions. This means understanding differing perceptions and putting yourself in the other side's shoes to reduce conflict and find mutually beneficial agreements.
3. Key aspects of principled negotiation are discussing perceptions, looking for opportunities to change perceptions through inconsistent actions, giving the other side a stake in the outcome, and making proposals consistent with their values and face-saving needs.
Power Plays in Negotiation
Here are some questions to consider:
1. What are your real interests in this situation?
Focusing on interests rather than positions can help uncover mutual gains.
2. Is there a "win-win" solution where both sides feel they came away with something of value?
Looking for solutions where both sides are better off can help avoid damaging moves.
3. What are some creative options we haven't considered yet?
Brainstorming more possibilities before critiquing each other's ideas leaves room for problem-solving.
4. How can we build understanding and trust between us?
A good relationship makes tough negotiations easier; finding common ground is key.
5. What does a fair resolution look
Chapter 15 conflict negotiation
This document discusses conflict and negotiation. It defines conflict and describes the traditional, human relations, and interactionist views of conflict. It also discusses functional and dysfunctional conflict, and the types of conflict including task, relationship, and process conflict. The five stages of the conflict process are outlined as potential opposition, cognition and personalization, intentions, behavior, and outcomes. Methods of conflict management and negotiation are also summarized.
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Conflict arises when one party perceives that another party has negatively affected or will negatively affect something they care about. There are different views of conflict: the traditional view sees all conflict as harmful; the human relations view sees conflict as natural and inevitable; the interactionist view sees conflict as necessary for effective group performance. Conflict can be functional when it improves group goals and performance, or dysfunctional when it hinders the group. The conflict process involves potential opposition, cognition and personalization of the conflict, intentions around how to handle it, behaviors in response, and outcomes. Conflict management aims to achieve the desired level of conflict through resolution or stimulation techniques.
Conflict Resolution Styles
The document discusses various approaches to resolving conflicts: avoiding, accommodating, competing, compromising, and collaborating. It provides descriptions of each approach and when each may be most appropriate. It also discusses tips for anticipating conflicts, preventing them when possible, identifying conflicts, managing the emotions involved, and resolving conflicts in a way that strengthens relationships rather than damages them. Overall the document offers guidance on understanding different conflict resolution strategies and effectively addressing conflicts at various stages.
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The document discusses various concepts related to negotiation including that everything can be negotiated, identifying interests versus positions, and considering alternative options. It also discusses the prisoner's dilemma scenario and how cooperation is more successful when the game is repeated and there is the ability to retaliate and forgive. Effective listening, understanding other perspectives, flexibility, and pragmatism are presented as keys to negotiation.
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Conflict can be either functional or dysfunctional. Functional conflict stimulates creativity and is focused on issues, while dysfunctional conflict breeds hostility and threatens the organization. Managers should minimize intergroup conflict by eliminating negative interactions between groups and fostering positive relationships across groups. When conflicts arise, integrating the concerns of all parties and finding mutually agreeable solutions through techniques like mediation or added-value negotiation can help resolve issues and strengthen relationships.
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Here are a few possible responses from you in this negotiating scenario:
1. "Five percent is our minimum requirement to cover our costs and risks. However, I'm open to discussing other deal structures if two percent royalty doesn't work for you." This leaves the door open for alternative proposals rather than sticking rigidly to a number.
2. "Our product development costs justify a five percent royalty. However, I understand your perspective. What if we split the difference and agree on three and a half percent?" This offers a compromise position.
3. "Can you help me understand why two percent is the maximum you can pay? Perhaps if we better understand each other's perspectives, we can find a mutually agreeable solution."
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The document provides tips for effective negotiation strategies. It outlines a simple negotiation process of identifying that a negotiation is occurring, mapping your desired outcome, gathering information, considering their motivations, developing a strategy, creating bargaining chips, and reaching an agreement. It emphasizes that negotiations are dynamic, you need to propose offers to understand their position, make and test assumptions, and be prepared to change your position. It advises avoiding neediness, understanding emotions are involved, creating value through satisfying both sides, having alternatives if deals fall through, and allowing both sides to feel good about the outcome.
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The document discusses conflict management and resolution, defining conflict and outlining its causes. It examines the impact of conflict on relationships and provides strategies for effectively managing conflict, including recognizing warning signs, using communication techniques like "I" statements, and following steps to resolve issues in a constructive manner. The document also differentiates between managed and out of control conflict, and provides resources for learning more about conflict resolution.
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A simple 3 step process has evolved through these experimentation's observations and reflections. Our learnings and a snap shot of the process are in the attached note.
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Conflict
Conflict arises when one party perceives that another party has negatively affected or will negatively affect something they care about. There are different views of conflict: the traditional view sees all conflict as harmful; the human relations view sees conflict as natural and inevitable; the interactionist view sees conflict as necessary for effective group performance. Conflict can be functional when it improves group goals and performance, or dysfunctional when it hinders the group. The conflict process involves potential opposition, cognition and personalization of the conflict, intentions around how to handle it, behaviors in response, and outcomes. Conflict management aims to achieve the desired level of conflict through resolution or stimulation techniques.
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The document discusses various approaches to resolving conflicts: avoiding, accommodating, competing, compromising, and collaborating. It provides descriptions of each approach and when each may be most appropriate. It also discusses tips for anticipating conflicts, preventing them when possible, identifying conflicts, managing the emotions involved, and resolving conflicts in a way that strengthens relationships rather than damages them. Overall the document offers guidance on understanding different conflict resolution strategies and effectively addressing conflicts at various stages.
Negotiation for Fun and Profit: A Practical Guide
The document discusses various concepts related to negotiation including that everything can be negotiated, identifying interests versus positions, and considering alternative options. It also discusses the prisoner's dilemma scenario and how cooperation is more successful when the game is repeated and there is the ability to retaliate and forgive. Effective listening, understanding other perspectives, flexibility, and pragmatism are presented as keys to negotiation.
Chapt13 ideas
Conflict can be either functional or dysfunctional. Functional conflict stimulates creativity and is focused on issues, while dysfunctional conflict breeds hostility and threatens the organization. Managers should minimize intergroup conflict by eliminating negative interactions between groups and fostering positive relationships across groups. When conflicts arise, integrating the concerns of all parties and finding mutually agreeable solutions through techniques like mediation or added-value negotiation can help resolve issues and strengthen relationships.
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Conflict is inevitable but does not need to result in winners and losers. Both parties in a conflict tend to believe their own perspective is fact and see themselves as victims. Developing assertiveness skills can help manage conflict in a healthy way and lead to better physical and mental health outcomes. Assertiveness means standing up for one's rights in a socially effective way without aggression.
The Art of Principled Negotiation - Academy Xi THINK
All of us negotiate every day at work, in relationships and with third parties however most of us have never been taught any negotiation theory or some tricks of the trade. Join Samuel Tait for a review of what he learned from top 5 US business school, Wharton from their semester long Negotiation class.
Learn about:
- Negotiating some of the big & small things in life.
- The 3 secrets of principled negotiation and win-win outcomes.
- The top 10 things about negotiation you’ve probably never been taught.
- Understand the 3 elements that drive principled negotiation and win-win outcomes
- Find out what a BATNA and ZOPA are and how they will make you a better negotiator.
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This document summarizes key concepts related to tacit negotiations and social dilemmas. It defines tacit negotiations as indirect, silent negotiations where parties negotiate through actions rather than explicit proposals. It contrasts explicit and tacit negotiations. Examples of tacit negotiations include the US policy response to the Egyptian revolution. The document also discusses social dilemmas like the prisoner's dilemma and rational analysis techniques. Game theory concepts like the iterated prisoner's dilemma and strategies like tit-for-tat are explained. The differences between social dilemmas and prisoner's dilemmas are highlighted.
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The document discusses conflict, negotiation, and the stages of conflict. It provides definitions of conflict and discusses three views of conflict: the traditional view, human relations view, and interactionist view. The traditional view sees conflict as negative, while the human relations view sees some conflict as positive. The interactionist view is that a minimum level of conflict can be beneficial.
The document then outlines the five stages of conflict: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes. It discusses the three antecedent conditions that can lead to conflict: communication issues, structural issues, and personal variables. Finally, it examines the five primary conflict handling intentions: competing, collaborating, avoiding, accommodating
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The document discusses a three-dimensional approach to negotiation called 3-D Negotiation. The three dimensions are tactics, deal design, and set-up. Many negotiators focus only on tactics but overlooking deal design and set-up can undermine success. When negotiations stall, diagnosing the barriers is important before determining the best strategy. The barriers could be tactical, related to the deal structure, or due to flaws in how the negotiation is set up. The right approach may involve tactics, deal design changes, or altering the negotiation set-up and parties involved.
Martin Gerstel - The Art of Negotiation
Here are a few possible responses from you in this negotiating scenario:
1. "Five percent is our minimum requirement to cover our costs and risks. However, I'm open to discussing other deal structures if two percent royalty doesn't work for you." This leaves the door open for alternative proposals rather than sticking rigidly to a number.
2. "Our product development costs justify a five percent royalty. However, I understand your perspective. What if we split the difference and agree on three and a half percent?" This offers a compromise position.
3. "Can you help me understand why two percent is the maximum you can pay? Perhaps if we better understand each other's perspectives, we can find a mutually agreeable solution."
Negotiation Tips and Tricks
The document provides tips for effective negotiation strategies. It outlines a simple negotiation process of identifying that a negotiation is occurring, mapping your desired outcome, gathering information, considering their motivations, developing a strategy, creating bargaining chips, and reaching an agreement. It emphasizes that negotiations are dynamic, you need to propose offers to understand their position, make and test assumptions, and be prepared to change your position. It advises avoiding neediness, understanding emotions are involved, creating value through satisfying both sides, having alternatives if deals fall through, and allowing both sides to feel good about the outcome.
Speech104
This document discusses different types of conflicts that can occur between individuals, including simple conflicts due to differences of opinion, pseudo conflicts due to communication issues, and ego conflicts due to personality clashes. It also describes three behavioral approaches to conflicts - passive/nonassertive behavior which avoids conflict, assertive behavior which openly addresses issues, and aggressive behavior which seeks to dominate others. Additionally, it provides tips for defending one's own point of view in an argument, such as using evidence and logical appeals, addressing counterarguments, and following rules of argumentation.
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This document discusses tacit negotiations and social dilemmas. It begins by distinguishing between cooperative games, which involve explicit contracts and mutual understanding, and non-cooperative games, which feature tacit contracts and uncertainty about others' actions. It then examines the prisoner's dilemma, in which two individuals may choose to cooperate or defect, and how this relates to social dilemmas involving multiple stakeholders. Specific examples are provided, such as a price war between three cell phone companies in Egypt, to illustrate cooperative and non-cooperative strategies in different scenarios.
Conflict management
The document discusses conflict management and resolution, defining conflict and outlining its causes. It examines the impact of conflict on relationships and provides strategies for effectively managing conflict, including recognizing warning signs, using communication techniques like "I" statements, and following steps to resolve issues in a constructive manner. The document also differentiates between managed and out of control conflict, and provides resources for learning more about conflict resolution.
The Art of Negotiation
Leading a negotiation is not easy, but should not be scary, either. The key to a successful negotiation is mastering communication techniques and getting your counterpart to cooperate for mutual gains. This presentation serves as a necessary introduction for anyone interested in knowing how to approach a negotiation situation as it presents itself either in personal or professional life.
Co owner conflict l Learnings l Aventus Partners
"Co-founder conflict is the biggest value destroyer in my VC portfolio” said a friend of mine a few weeks back.
This resonated with me, as I have over the years consciously observed how organisations handle conflicts at the ownership level and prevent their escalation!
I have also stepped in to resolve issues in some of them.
A simple 3 step process has evolved through these experimentation's observations and reflections. Our learnings and a snap shot of the process are in the attached note.
Would be interested to hear experiences of people who have successfully implemented mechanisms to surface conflicts and prevent escalations. People who are grappling with live challenges in resolving such conflicts can also reach out.
Conflict final
This document discusses different types of conflict including international, group, racial, ideological, intrapersonal, and interpersonal conflicts. It outlines the conflict process in five stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Conflict can be constructive when viewed as a mutual problem or destructive when competitive. Key factors that determine whether a conflict is constructive include participation, using differences, guidelines, and personal responsibility. The document provides tips for managing conflict including addressing problems directly, learning from differences, and using techniques like the five A's. Overall, conflict is a natural part of interactions and relationships and becomes problematic only when poorly managed.
Conflict management and bullying
1) The document discusses conflict management and bullying, defining conflict as a serious disagreement that can stem from unmet needs, and noting that conflict can have positive or negative outcomes depending on how it is handled.
2) It provides Thomas-Kilmann's Conflict Model and defines bullying as intimidating someone to force them to do something, noting that bullying can stem from badly handled conflict.
3) The document also discusses DIT's Anti-Bullying Policy and provides types and examples of conflict.
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Similar to BASIC SKILLS IN CONFLICT RESOLUTION
Concept that breed violence
The document discusses different concepts related to conflict, including definitions of conflict and reasons why conflicts arise. It describes conflict as a divergence of interests or a belief that competing parties' goals cannot be achieved simultaneously. Conflicts result from perceived differences, the timing of satisfying aspirations, human interactions, and are not inherently violent. The document also discusses types of conflict resolution processes, including win-win resolution which aims for compromise, and win-lose resolution where one party gains an advantage. It provides examples of conflicts being resolved through coercive or non-coercive means.
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This document discusses negotiation and conflict resolution. It begins by describing the characteristics of conflicts as involving interdependence between parties, incompatible goals, scarce resources, and interference. Common responses to conflict include avoidance, accommodation, opportunism, and negotiation. Negotiation is presented as a process to resolve conflicts through dialogue and problem-solving. Effective negotiation focuses on finding win-win solutions where both sides benefit, rather than win-lose outcomes where one side loses. Key elements in any negotiation include information, power, and time. The document provides strategies for gathering information, understanding power dynamics, and managing time pressures to achieve cooperative resolutions.
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The document discusses various modern techniques for conflict resolution, including diplomacy, negotiation, conciliation, and mediation. It describes three types of diplomacy - track one, citizen diplomacy, and track two diplomacy. Conflict resolution can be proactive, through methods like good governance and communication, or reactive through mediation, negotiation, and arbitration. Negotiation involves parties resolving disputes themselves through communication and identifying solutions. Conciliation uses a third party to help parties resolve conflicts and look at their causes. Mediation employs a neutral third party to manage interactions between disputing parties and help them reconcile differences and reach a compromise settlement.
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Getting To Yes Negotiating Agreement Without Giving In B.docx
Getting To Yes
Negotiating Agreement Without Giving In
By Roger Fisher and William Ury
I. Don’t Bargain Over Positions
• Any method of negotiation may be fairly judged by three criteria:
o It should produce a wise agreement if agreement is possible
o It should be efficient
o And it should not damage the relationship between the parties
• A wise agreement can be defined as one that meets the legitimate
interests of each side to the extent possible, resolves conflicting
interests fairly, is durable and takes community interests into account.
• Arguing over positions is inefficient
o Negotiators tend to lock themselves into their positions. The
more they clarify their position and defend it, the more
committed they are to it. Ego gets involved.
o The more they try to convince the other side of their position,
the more difficult it becomes to compromise.
o Negotiators start by taking an extreme position and taking small
concessions only to keep negotiating going. The same is true
for the other side.
o The more extreme the more drawn out the negotiation
• Being nice is no answer
o Pursuing a soft and friendly form of positional bargaining makes
you vulnerable to someone who plays a hard game of positional
bargaining.
o If your response to sustained, hard positional bargaining is soft
positional bargaining, you will probably lose your shirt.
• There is an alternative – principled negotiation can be boiled
down to four basic points:
o People – separate the people from the problem. The
participants should see themselves as working side by side,
attacking the problem, not each other
o Interests – focus on interests, not positions
o Options – Generate a variety of possibilities for mutual gain
before deciding what to do
o Criteria – Insist that the result be based on some objective
standard
Getting To Yes
Page 2 of 11
Getting To Yes
Page 2 of 11
Getting To Yes
Page 3 of 11
II. Separate the People from the Problem
• Negotiators are people first –
o You are dealing with human beings, not abstract representatives.
They have emotions, deeply held values, and different backgrounds
and viewpoints.
o Be sensitive to the people around you.
• Put yourself in their shoes –
o Seeing the situation as the other side sees it, is one of the most
important skills a negotiator can possess.
o If you want to influence them, you also need to understand
empathetically their point of view.
o Understanding their point of view is not the same as agreeing with
it.
• Address the other side’s concerns
o It is common in negotiation to treat as “unimportant” those
concerns of the other side perceived as not standing in the way of
an agreement.
o To the contrary, communicating loudly and convincingly things you
are willing to say that they would like to hear can be one of the
best investments you as a negotiator can make.
III. Focus on Interests, Not Positio.
Negotiation skill ppt
This document provides an overview of negotiation skills and strategies. It defines negotiation as communication between parties aiming to reach agreement while addressing both shared and opposed interests. The document outlines key aspects of negotiation including defining interests rather than positions, preparing by understanding goals, alternatives and the relationship, and focusing on integrative rather than distributive negotiations to find win-win solutions. It also discusses barriers to negotiation and stresses the importance of preparation, understanding different communication styles, active listening, and knowing one's best alternatives to achieve successful negotiations.
Negotiationskill 150130001928-conversion-gate01
This document provides an overview of negotiation skills and strategies. It defines negotiation as communication between parties aiming to reach agreement while addressing both shared and opposing interests. The document outlines key aspects of negotiation including defining interests rather than positions, preparing by understanding goals, alternatives and the relationship, and focusing on integrative rather than distributive negotiations to find win-win solutions. It also discusses barriers to negotiation and provides tips for improving skills such as listening, understanding different communication styles, asking questions strategically, and thorough preparation.
Conflict resolution lesson
This document provides information on conflict resolution. It begins by having the reader write about a recent conflict, including who it was with and what it was about. It then defines conflict and lists common causes such as opposing viewpoints, emotions, and misunderstandings. The document discusses different communication styles like aggressive, passive, and assertive. It outlines a win-win conflict resolution process of identifying the issue, brainstorming solutions, deciding on a solution, implementing it, and following up. The goal is finding a mutually agreeable solution that meets both people's needs.
April 2011 Part I What Every Executive Should Know About Dispute Resolution
The document discusses various dispute resolution options for business executives including mediation, arbitration, negotiation and litigation. It provides details on each process and notes that mediation and arbitration are generally better than litigation when future relationships are important. The document also summarizes the key steps and considerations for mediation and arbitration as the main alternative dispute resolution approaches.
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1. Positional bargaining may make sense if the issues are not complex, maintaining relationships is not important, and the parties do not expect principled negotiation. It is generally better later in negotiations after identifying interests.
2. When parties have different fairness standards, it is better to consider multiple standards and focus on those most relevant and widely accepted, rather than taking arbitrary positions. Using external standards and fair procedures can help resolve differences.
3. One should consider carefully before taking more than seems fair, as it could damage the relationship and reputation. Any unfair advantage may not last if seen as unjust by the other party.
Dispute resolution & Grievance Handling
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Dispute resolution & Grievance Handling
Conflict management presentation
This presentation covers topics around ethics, morality, and third party conflict resolution. It discusses the basic concepts of ethics and morality, as well as behavioral perspectives and ethical evaluations of conflict management. It outlines four methods of discourse and practical conflict management styles. It also discusses stages of moral development, mediation, arbitration, and alternative dispute resolution. The presentation emphasizes that conflict in the workplace is normal but that understanding differences is important for positive outcomes.
B5 mediation skills for quick intervention managing conflict with angry clie...
The document provides an overview of a workshop titled "Putting out the Fire: Mediation Skills for Quick Intervention". The workshop aims to teach executive directors mediation principles and techniques to help resolve conflicts as they arise. The workshop will explore the nature of conflict, the role of a mediator, and core mediation skills like interest-based problem solving and active listening. It will also introduce a "Quick Intervention Model" to help mediate conflicts on the spot using these skills.
Conflict resolution training for supervisors
This training focuses on resolving workplace conflict and provides supervisors with practical techniques. It discusses causes of conflict such as different perspectives and unmet expectations between employees. The presentation emphasizes that conflict is inevitable but can be addressed constructively. It identifies five methods of resolving conflict: competing, collaborating, compromising, avoiding, and accommodating. Further, a six-step process is outlined that involves clarifying issues, establishing shared goals, discussing solutions, addressing barriers, agreeing on resolutions, and defining responsibilities. The presentation aims to equip supervisors with skills for managing conflict and improving work relationships.
Conflict Management
This document provides an overview of conflict and conflict management. It defines conflict as a state of incompatibility or differing desires between parties. The document outlines the types of conflict and their effects, both positive and negative. It then defines conflict management as identifying and handling conflict in a fair, efficient manner. Five basic ways of handling conflict are described: competing, compromising, collaborating, accommodating, and avoiding. The document stresses there is no single best approach and multiple methods may be needed. A six step conflict resolution process is also presented, involving clarifying issues, finding common goals, discussing solutions, addressing barriers, agreeing on approaches, and establishing responsibilities. Effective communication is emphasized for managing conflict.
Conflict presentation
Conflict arises from a perceived denial of needs and can take various forms from everyday disputes to overt battles. There are three main views of conflict: as dysfunctional, natural and inevitable, or something that can be either functional or dysfunctional depending on how it is managed. Effective conflict management requires understanding different conflict handling styles, the stages of conflict escalation, and using constructive techniques like equal participation, active listening, focusing on problems not people, and creative problem solving.
Conflict Resolution and Negotiation June 15, 2023.pptx
This document provides an overview of conflict resolution and negotiation skills. It discusses what conflict is, approaches to conflict resolution such as negotiation, mediation, arbitration and adjudication. It also discusses law enforcement's role in conflict resolution as first responders. The document outlines the five phases of negotiation: investigation, determining your BATNA, presentation, bargaining, and closure. It discusses distributive vs integrative negotiation strategies and provides tips to avoid common mistakes. It also covers crisis negotiation, types of crises, stages of a crisis, and the FBI behavioral change stairway model. Exercises are provided to apply negotiation approaches to different protest scenarios.
Similar to BASIC SKILLS IN CONFLICT RESOLUTION (20)
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Getting To Yes Negotiating Agreement Without Giving In B.docx
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April 2011 Part I What Every Executive Should Know About Dispute Resolution
April 2011 Part I What Every Executive Should Know About Dispute Resolution
B5 mediation skills for quick intervention managing conflict with angry clie...
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Conflict Resolution and Negotiation June 15, 2023.pptx
Conflict Resolution and Negotiation June 15, 2023.pptx
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Findlay Evans Waterproofing with AIW - Article November 2019
Findlay Evans Waterproofing with AIW - Article November 2019MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
Floor Waste Requirements for Bathrooms in Australia
Waterproofing Melbourne and the entire construction industry must stay updated with the latest amendments to the Australian Standard AS3740 and the National Construction Code (NCC). Recent changes emphasize floor waste requirements and fall requirements in bathrooms, which are crucial for maintaining high standards of commercial waterproofing and other waterproofing practices.
Scope
The amendments clarify the waterproofing of wet areas within residential buildings across various states, including New South Wales, Queensland, and Western Australia. The NCC, a performance-based code, includes Volumes 1 and 2 (Building Code of Australia) and Volume 3 (Plumbing Code of Australia).
Legislation Overview
The NCC provides the minimum necessary standards for safety, health, sustainability, and amenity in building and plumbing legislation across Australia. It is divided into performance requirements and allows for compliance through Deemed-to-Satisfy Provisions or alternative solutions.
BCA Volume 1
F1.7 Waterproofing of Wet Areas: Ensures wet areas in buildings are adequately waterproofed to prevent damage and maintain safety.
F1.11 Floor Grading: In Class 2 or 3 buildings or Class 4 parts of a building, bathroom or laundry floors located above a sole occupancy unit or public space must be graded to prevent water spillage.
BCA Volume 2
Performance Requirement P2.4.1: Addresses waterproofing of wet areas in Class 1 and 10 buildings, specifying that these areas must meet specific performance criteria to ensure effective waterproofing.
Floor Waste and Grading Requirements
The NCC Volume 1 and 2, along with the Australian Standard, provide performance requirements for waterproofing elements in wet areas. However, the BCA Volume 2 does not mandate floor waste installation in Class 1 buildings, such as single dwelling houses, except for rooms with wall-hung urinals. The floor in these buildings does not need to be graded to a floor waste gully, even if one is present.
In contrast, Class 2, 3, or 4 buildings with bathrooms or laundries located above other sole occupancy units or public spaces require floor waste installations to prevent water from entering the spaces below. The floors in these areas must be graded to the floor waste.
Importance of Compliance
Compliance with these standards is critical for preventing waterproofing failures, which can lead to significant post-construction issues, including structural damage and health hazards. Ensuring proper waterproofing in areas like basement waterproofing, retaining wall waterproofing, and lift pit waterproofing is essential for the longevity and safety of buildings.
The Role of Training and Education
Paul Evans highlights the importance of ongoing training and education in the waterproofing industry. By staying informed about legislative changes and best practices, professionals can improve the quality of their work and reduce the risk of defects. Findlay Evans Waterproofing with AIW - Article November 2017
Findlay Evans Waterproofing with AIW - Article November 2017MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
Advancing Waterproofing Expertise with AIW
Waterproofing Melbourne and beyond, the Australian Institute of Waterproofing (AIW) is proud to introduce an innovative commercial waterproofing course. Developed in collaboration with the Master Builders Association Vic, this course, led by Andrew Golle, is tailored for project managers overseeing balcony waterproofing, roof waterproofing, and concrete repair. Paul Evans emphasizes the critical nature of these roles in preventing costly post-construction issues. Private sessions for building supervisors are now available, addressing common mistakes due to poor applications and cost-cutting measures.
The course covers essential topics, including product selection, surface preparation, and the importance of basement waterproofing. Paul Evans highlights the recurring problems seen in the industry, where inadequate training and oversight lead to significant issues, from retaining wall waterproofing to lift pit waterproofing.
In response to these challenges, the AIW is developing a "Below Ground Waterproofing Standard" specific to Australia, inspired by UK standards. Paul Evans calls for industry-wide collaboration to ensure the standard encompasses diverse methods and materials, ultimately enhancing the quality and longevity of waterproofing work.
By equipping supervisors and builders with the right knowledge, AIW aims to improve the overall standard of waterproofing practices, reducing the risk of failures and the subsequent mental and financial stress on homeowners. This proactive approach is crucial for the sustainability and reliability of waterproofing in construction projects across Australia.Findlay Evans Waterproofing with AIW - Article July 2019
Findlay Evans Waterproofing with AIW - Article July 2019MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
Comprehensive Guide to Balcony Waterproofing Repairs
Addressing Leaking Balconies, Roofs, and Rooftop Terraces
Leaking balconies, roofs, and rooftop terraces can cause catastrophic damage to structures below. Water leaks may cause not only aesthetic and superficial damage but can also compromise the structural integrity of the building envelope. If a failed waterproofing membrane is the cause, re-grouting or surface sealing is merely a temporary fix. Such band-aid methods will eventually fail, causing cracks in tiles, grout, and membranes as the balcony moves.
In many cases, failed membranes require a complete strip-off, structural repairs if needed, reinstallation of waterproofing, and a new finish surface. Key considerations in this process include the strength of the subfloor and screed, presence of substrate dips and hollows, correct balcony slope and fall, window and door frame installation, door threshold sealing, adequate drainage, and the potential for underlying pipe leaks. Existing tiling and expansion joints should also be assessed to determine their role in the balcony failure.
Waterproofing Preparation
Proper preparation is critical for any waterproofing membrane installation. The substrate must be clean, free of dirt and other contaminants. This involves vacuum cleaning and/or diamond grinding to ensure a smooth, dry, and debris-free surface. In some cases, washing the substrate may be necessary.
Waterproofing Detailing
Before installing a waterproofing system, construction features that interrupt the membrane layer must be adequately protected and sealed. This includes:
Perimeter Upturns: Attachment points for railings and balustrades, joints between horizontal and vertical surfaces, and structural and expansion joints. Sealant should be applied 15mm wide to all junctions, reinforced with polyester or fiberglass mat to a DFT of 1.2mm, 100mm above finished floor height, or 25mm above the water line. The membrane system should be installed 200mm onto balcony floor areas.
Door/Window Step Downs: Similar to perimeter upturns, apply sealant 15mm wide to all junctions, reinforced with fiberglass mat to a DFT of 1.2mm, ensuring the membrane system is installed 200mm onto balcony areas.
Drains & Floor Waste Details: All floor wastes should have a recessed leak control flange installed, primed with appropriate primer, and the membrane system installed as per specifications.
Waterproofing Installation: Australian Standards
The installation of a Class 2/3 waterproof membrane system to external concrete must comply with AS 4654.2. Key considerations for installation include:
Installation Conditions: Avoid installation in extreme temperatures (below 10°C or above 35°C) to prevent accelerated or decelerated cure times.
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Findlay Evans Waterproofing with AIW - Article August 2017
Findlay Evans Waterproofing with AIW - Article August 2017MELBOURNE Commercial Waterproofers - Findlay-Evans Waterproofing
Waterproofing Changes in Victoria
The Building Act 1993 remains, but the Building Regulation 2006 will be replaced by the Building Regulations 2017, expected to be legislated around September. Key changes affecting the waterproofing industry include Part 13, which mandates inspection prior to covering a waterproofing membrane in any wet area.
The regulations remain consistent in other areas affecting waterproofing, such as the adoption of the NCC and relevant Australian Standards, methods of assessment of compliance, material testing, and compliance certificates.
The VBA confirms that only a registered Building Practitioner can authorize compliance of waterproofing works. Subcontractors who are not registered cannot authorize compliance. Although they can state that they have complied with the relevant standards, liability lies primarily with the registered builder, now shared with the Building Inspector or Surveyor for wet areas.
QBCC Tradie Tours
Waterproofing is consistently one of the most common defects reported to the QBCC, with mistakes being costly. In June 2017, the QBCC presented ten waterproofing seminars throughout Queensland, dedicated to waterproofing and tiling issues with a focus on preventing waterproofing defects. Approximately 1000 builders, waterproofers, certifiers, and tilers attended these seminars.
Bayset’s Training & Quality Manager, Frank Moebus, provided in-depth information about avoiding installation problems. The Tradie Tour received positive feedback from the industry.
Project Reference: Botanicca Corporate Park
Overview:
Property Type: Commercial
Project Type: Restoration
Scope: Leaking roof joints affecting company suites
Applicator: Australian Waterproofing Company Pty Ltd
Area: 1150m²
Category: Waterproofing
Products Used:
Soprema Soprasun 3.0S
Soprema Sopradhere Primer
Soprema Alsan Flashing
Soprema Roof Vents
Project Details:
Botanicca Corporate Park experienced leaks in the roof joints that affected various company suites and balconies. The building, constructed in 2006, required a watertight roof to ensure its longevity. A 20-year warranty was provided, and the Soprema Torch On system was applied to achieve a high-quality waterproofing result, both aesthetically and functionally.
Gary Moody, project manager, described the project as challenging but rewarding due to the successful outcome achieved by the experienced applicator.
Importance of Waterproofing Standards and Compliance
Legislative Changes and Their Impact
The introduction of the Building Regulations 2017 brings significant changes to the waterproofing industry, particularly regarding inspection and compliance requirements. For the first time, building inspectors or surveyors must inspect waterproofing membranes before they are covered in any wet areas. This change emphasizes the importance of thorough inspections to prevent defects and ensure high-quality waterproofing.Recently uploaded (20)
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BASIC SKILLS IN CONFLICT RESOLUTION
- 1. BASIC SKILLS IN CONFLICT RESOLUTION By : Mr. Eitu Isaiah Conflict Mediator eitu2004@yahoo.co.uk +256 752 141 755
- 2. CONFLICT What is Conflict? Conflict is an emotional feeling of antagonism ( resentment) that arises from collusion of interests and or divergent perspectives within an individual or among two or more individuals with a common interest. Causes of conflicts; • Collusion of interests. • Competition. • Divergence or difference in interests/ perspectives.
- 3. Conflict Resolution Refers to actions undertaken with an aim of bringing to an end an ongoing conflict. The level of effectiveness in the resolution of any given conflict is highly dependent on the approach adopted in the resolution of the conflict. Conflicts may be resolved through two main approaches; • Destructive riots/ strikes • Mob justice. • Physical elimination (killing) • Physical fights VIOLENT APPROACH PEACEFUL APPROACH Formal justice systems • Courts of law • Police • Local councils Informal Justice systems. • Concilliation Mediation • Negotiation As Advocates for peace we do not support any of the violent approaches for conflict resolution , We shall encourage people to go for the formal justice systems if they fail to agree BUT Our greatest focus is to promote the adoption use of peaceful Alternative conflict resolution approaches, which are; Mediation, Negotiation . All these involve settlement of disputes through DIALOGUE
- 4. Alternative peaceful conflict resolution Approach Peaceful conflict resolution involves the use of non violent approaches in identification of root causes and solution to the conflict. This conflict resolution approach gives each party to a conflict an opportunity to discuss their issue and come up with mutual solutions to the conflict without any external influence.
- 5. key concepts of Alternative Peaceful Conflict resolution Mediation Mediation is a dynamic, structured, interactive process where a neutral third party assists disputing parties in resolving conflicts through the use of specialized communication and negotiation techniques.
- 6. Negotiations Negotiation is a process by which compromise or agreement is reached while avoiding argument and dispute with the aim of achieving the best possible outcome for both parties to a dispute. The aim of this approach is to achieve a WIN-WIN outcome .
- 7. Advantage of the Peaceful conflict resolution approach • Parties to a conflict have an opportunity to talk to each other in an objective manner and find a solution . • Root causes are discovered and resolved once and for all. • The conflict resolution process is faster • It is low cost compared to legal process. • Its more flexible and responsive to the individual needs of persons involved • Its more informal as such all parties are more free and relaxed to talk. • Compliance is more likely to occur due to the voluntary involvement. • The confidentiality of the proceedings protect the reputation of parties involved
- 8. Two key skills in conflict resolution KEY SKILL A: Being Open to Other Perspectives Being open to the perspectives of other people involved in the same conflict is a critical skill for resolving conflict. This involves learning to look at a conflict from the other person’s eye or putting your self in the other person’s position. For example in one of the Brain Triggers on the number of squares, each of us had different answers. Who was right and who was wrong? NONE it entirely depended on your angle. Some times we might learn something new from opening our mind to other peoples perspectives. The first time I counted these squares I got 41, the second time I counted I got 55 Squares. Someone who countered 17 is definitely going to look further beyond just the visible clear cut 16 or 17 and as a result learns something new. But does it mean they were wrong at first NO, they were very right because in a math class if you are asked to count those rectangles the answer will be 16. But in conflict resolution you dive out side the box to find the root cause.
- 9. • KEY SKILL B: Defining the conflict as a personal need and not as a solution For example, You and your friend both living in the same apartment decided to put money together 50/50 and bought a nice car. You walk to your friend this one day and inform him or her that you are planning to drive to check on your sick mom admitted in the hospital and your roommate reply is “Use a taxi to go and see your sick mother because I am going to use the car for the meeting” what will be the first thing that will hit your mind? And how will you handle this situation. The roommate’s reply will spark a conflict because he/she is fronting a solution instead of a personal need. To front a need, this should have been the reply of your roommate “ I have this very important meeting which might run up to late with some clients and I don’t know how I will get there in time and get back home safely” This statement clearly shows your needs which are (1) how to arrive in the meeting venue in time (2) how to get back home safely in case the meeting ended late. This gives the other person options to look in to the alternatives and those alternatives could have been (i) make a contribution towards a cub hire for the other party, (ii) Drop the other to the meeting, proceed to see the sick mother and wait for a call to pick up the other left attending a meeting or (iii) both park the car and each finds their way for their appointments if they fail to agree. Insisting on your solution instead of expressing your needs will only bring out defenses in the other person, rather than helpful ideas.
- 10. QUESTIONS 1. What is conflict 2. What are the key causes of conflict 3. What is conflict resolution. 4. What approaches are used in our communities to resolve conflicts. 5. What are the alternative approaches peaceful approaches to conflict resolution? 6. What are some of the Advantages of the Peaceful alternative approaches to conflict resolution. 7. What are the two key skills required in conflict resolution 8. What is the one thing you have learned in lesson one that you are going to put in to practice?
- 11. • AFRICAN PEACE, OUR PRIDE •