The document discusses conflict management and provides strategies for effectively dealing with conflict. It defines conflict as a disagreement between two or more parties with incompatible concerns. It notes that conflict is natural for humans and occurs when people have a stake in a relationship or outcome. The costs of unmanaged conflict can be high, but managed conflict can be productive. Effective conflict management involves understanding the different conflict styles, de-escalating tensions, and finding integrative solutions that satisfy all parties.

1. Conflict Management GEO BABY SNGIST

2. Conflict What is it?

3. A Disagreement Between Two or More Parties Who Perceive They Have Incompatible Concerns

4. Conflict Why do we do it?

5. What we know…. Conflict is a naturally occurring phenomenon for human beings People do not get involved in conflict situations unless they have some stake in the relationship or outcome or both

6. Facts Methods Goals Values

7. Conflict Why do we care?

8. Study of American Management association 24% of executive time is on CM Conflict management ability is a key competency The topic gains great importance

9. Causes Misunderstanding Personality clashes Value and Goal difference Substandard performance Difference over method Responsibility issues Lack of cooperation

10. Causes Authority issues Frustration and irritability Competition for limited resources Non-compliance with rules and responsibilities

11. What we know…. The costs of unmanaged conflict can be high, but the gains from using differences creatively can also be great Conflict can either be functional or dysfunctional

12. Dysfunctional Diverts energy from real task Destroys morale Polarize individuals and groups Deepens differences Obstruct cooperative action Produce irresponsible actions Create suspision and di

13. Functional Opens up issue in a confronting manner Develops clarification of an issue Improve problem solving quality Increase involvement Improve communication Initiate growth Strengthens a relationship Increase productivity

14. First Trick for Conflict Management

15. Know Yourself

16. What feelings do you have when you are in conflict situation?

17. Common Feelings Associated with Conflict Anger Frustration Fear Excitement

18. Common Actions Associated with Conflict Fight Flight

19. Your History with Conflict How was conflict perceived in your family/community? How did your family/community deal with conflict?

20. You can decide... Understanding the impact of your family and community on your ideas about conflict can allow you to make decisions about how you deal with conflict now We are our history We make our history

21. What is your conflict style?

22. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2 4

23. R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1--Turtle 2 4 Conflict Styles

24. Turtle--Withdrawing Avoid conflict as all costs Give up their personal goals & relationships Believe it is hopeless to try to resolve conflict Feel helpless Easier to withdraw than face conflict

25. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2--Shark 4

26. Shark--Forcing Try to overpower opponents by forcing them to accept their solutions Not concerned with needs of others Do not care about how others perceive them Believe in winning and losing Winning gives them a sense of pride Try to win by attacking, overwhelming, & intimidating others

27. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3--Teddy Bear 5 1 2 4

28. Teddy Bear--Smoothing Relationships most important, goals of little importance Want to be accepted and liked by other people Believe conflict should be avoided in favor of harmony Fearful that conflict will hurt someone

29. R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5 1 2 4--Fox Conflict Styles

30. Fox--Compromising Moderately concerned with relationships and goals Willing to sacrifice part of their goals and relationships in order to find agreement for the common good

31. Conflict Styles R E L A T I O N S H I P High Importance Low Importance High Importance GOALS 3 5--Owl 1 2 4

32. Owl--Confronting Value their own goals and relationships View conflicts as problems to be solved See conflicts as improving relationships by reducing tension Seek solutions that satisfy both parties Not satisfied until solution is found and tension is reduced

33. Which style is better?

34. Some styles are more useful than others when...

35. Uses of the “Turtle” When issue is trivial When potential damage of confrontation outweighs the benefits To let people cool down & reduce tension When gathering information When others can resolve the conflict more effectively

36. Uses of the “Shark” When quick, decisive action is vital On important issues where unpopular actions need to be implemented To protect yourself against people who take advantage of noncompetitive behavior

37. Uses of “Teddy Bear” When you realize you are wrong To learn from others When issue is more important to the other person than to yourself As a goodwill gesture to maintain cooperative relationship To allow others to experiment

38. Uses of “Fox” When goals are important, but not worth the effort or disruption When opponents with equal power are strongly committed To achieve temporary settlements to complex issues

39. Uses of “Owl” To find an integrative solution when both sides are too important to compromise When your objective is to learn To work through hard feelings which have been interfering with a relationship

40. Second Trick for Conflict Management

41. Understand Process of Conflict Expectations (explicit) Anticipation (implicit) Experience Unfulfilled Expectations Resentments Build Gather evidence for a case Give up intervene

42. Why & how do we get in conflict situations?

43. The issues The facts : present situation, problems The goals : how things ought to be, the future conditions sought The methods : the best, the easiest, the quickest, the most ethical The values : the beliefs about priorities that should be observed in choosing goals & methods The history : what has gone on before

44. Components of a Conflict Situation Frustration--when you feel blocked. Conceptualization of problem-- “What’s going on?” Conceptualization of behaviors & intentions-- “What does that mean?” Outcome--emotional, cognitive, behavioral

45. What can we do??? How do we intervene??? Accept that you will have conflict Work toward having functional vs. dysfunctional conflict Use conflict management skills De-escalation “ I”- Messages

46. Indicators of Escalation Competition Not Listening Spreading to new issues Dealing in personalities Threats Intentional Hurt Violating Social Rules

47. Indicators of De-escalation Listening. Trying to understand. Showing Tact. Concern for other’s feelings. Goodwill gestures. Appeals to De-escalate. Airing feelings. Finding alternatives.

48. “ I”-Messages Describe: Behavior Feelings Consequence Beware of war words!!

49. Analyzing a Conflict Situation Conflict was between________ It centered around_________ I wanted___________ and felt frustrated because __________ In my view, the key issue was _______ The other person probably thought the key issue was ___________

50. Analyzing a Conflict Situation Predominant conflict style I used_____ Escalation behaviors I used________ De-escalation behaviors I used______ Major outcomes_____________ Differences over: facts, goals, methods, values, history___________ What would I do differently next time?