This document provides information on conflict management and resolution. It discusses: - The objectives of understanding conflict, improving communication skills, and enhancing productivity through effective conflict management. - Definitions of conflict and assumptions people have about it. - Types of conflict including inner, interpersonal, and group conflict with various roots. - Strategies for dealing with conflict including lose-lose, win-lose, and win-win approaches. - Tools and techniques for resolving conflict such as active listening, paraphrasing, asking powerful questions, setting norms, and making interventions.

1. Conflict
Management
Kharafi NATIONAL

2. Course Objectives
• Understand what conflict is and how it can escalate
• Be able to recognize the five most common conflict
resolution styles and when to use them
• Increase positive information flow, through non-
verbal and verbal communication skills
• Develop effective techniques for intervention
strategies
• Strengthen staff trust and morale
• Become more confident of your ability to manage
conflicts to enhance productivity and performance

3. Defining Conflict
• From an organizational point of view, conflict
can be viewed as anything that disrupts the
“normal” routine.
• Conflict is also “the hostility caused when you
strived for the outcomes you prefer, and thus
prevent others from getting the outcome they
want.”
• Are there other definitions that work for you?

4. Defining Conflict
Some assumptions about conflict:
• Conflict is avoidable.
• Conflict produces inappropriate reactions by the
persons involved.
• Conflict creates a polarization within the
organization.
What are some positives and negatives about
conflict?

5. Types of Conflict
• Inner conflict
• Interpersonal conflict
• Group conflict

6. Types of Conflict
Twelve Roots of Interpersonal Conflict
• Basic Differences
• Prejudice/Bias
• Nastiness/Stubbornness
• Sensitivity/Hurt
• Differences In Perception/Values
• Differences Over Facts
• Differences Over Goals/Priorities
• Differences Over Methods
• Competition For Scarce Resources
• Competition For Supremacy
• Misunderstanding
• Unfulfilled Expectations

7. Types of Conflict
Roots of Group Conflict
• Goal segmentation and rewards
• Mutual departmental dependence
• Unequal departmental dependence
• Functional unit and environment
• Role dissatisfaction
• Role ambiguities
• Common resource dependence

8. Open Conflict vs.
Hidden Conflict
There are two ways of dealing with conflict.
• We can be open and up front about it
• We can keep it hidden and let it smolder inside us
Group Questions
• Can you think of times when you have been open about
a conflict you are experiencing with another person?
• Can you think of a time when you were more covert or
hidden about how you were really feeling?
• Why did you sometimes feel okay about speaking up?
• What held you back when you were keeping your
conflict hidden?

9. Spontaneous and
Reflective Action
• Those who are extroverts are notorious for
opening their mouth and putting their foot in it.
• This is spontaneous behavior: neither thinking
things through nor considering the consequences
before we speak.
• However, introverts are usually more reflective.
• This means they think before they speak, but they
also self-censure to the point that what needs to
be said doesn’t get verbalized.

10. Johari Window

11. Johari Windows
The Johari Styles
•A Turtle: Low Trust and Low Respect
•An Owl: High Respect and Low Trust
•A Bull in the China Shop: High Trust
and Low Respect
•A Picture Window: High Trust and High
Respect

12. Session Seven: Stages
of Conflict
• Latent Conflict
• Perceived Conflict
• Felt Conflict
• Manifest Conflict
• Conflict Aftermath

13. Stages of Conflict
Stage 1: Mild Difference
Stage 2: Disagreement
Stage 3: Dispute
Stage 4: Campaign
Stage 5: Litigation
Stage 6: Fight and/or War

14. Conflict Outcomes
Strategies For Dealing with Conflict
• Lose-Lose
• Win-Lose
• Win-Win

15. Strategist For Resolutions

16. Strategy GAME
Win As Much as You
Can
• 4 X's: Lose $1.00 each
• 3 X's: Win $1.00 each
• 1 Y: Lose $3.00
• 2 X's: Win $2.00 each
• 2 Y's: Lose $2.00 each
• 1 X: Win $3.00
• 3 Y's: Lose $1.00 each
• 4 Y's: Win $1.00 each

17. Conflict Resolution Style
Questionnaire

18. Active Listening
Steps to Active Listening
• Listen for total meaning.
• Respond to feelings.
• Note all cues.

19. Paraphrasing
• Paraphrasing is another skill that is critical to your efforts
to resolve conflict. It helps clarify what is being said by
both parties in the disagreement.
• The key to paraphrasing in a conflict situation is to
remain calm and collected, as you restate what you
believe they’ve said.

20. Powerful Questions
Questions can:
• Gather additional information.
• Clarify information.
• Help lead the other person to an insight not yet
his or hers.

21. 7 Steps to Ironing
Things Out
1.Remove all masks.
2.Identify the real problem
3.Communicate in a manner certain to
be received
4.Give up a must win attitude.
5.Develop several possible solutions.
6.Evaluate options and select a solution.
7.Acknowledge and preserve the value
of the relationship.

22. The
Conflict/Opportunity
Test
• What is the conflict?
• Who are the players?
• If this conflict is resolved, what are the benefits?
• If this conflict is not resolved, what are the payoffs
or benefits for me?
• If the conflict is not resolved, what harm can follow?
• If this conflict is resolved, will the benefit create a
better situation than before the conflict arose?
• Whatever the outcome, can I see that the conflict
added a positive dimension to the potential
outcome?

23. Conflict and its
Resolution
Conflict
Stated Position Stated Position
Needs Needs
AssumptionsAssumptions
Person 1 Person 2

24. Conflict and its
Resolution

25. Facilitating Conflict
• There is a danger of being in the midst of a
difficult situation without recognizing it.
• Prepare.
• Gather as much information as you can
about how the other person /group might be
thinking and feeling. Try to understand their
perspective.
• Know your own hot buttons. What makes
you react or get angry?

26. Facilitating Conflict
Facilitating conflict has two distinct steps:
Venting: This involves listening to people so they feel
heard, and so that built up emotions are defused.
People are rarely ready to move on to solutions until
their emotional blacks have been removed.
Resolving the issue: This means choosing the right
structured approach to get to solutions. This can be a
collaborative problem-solving activity, compromising,
accommodating, or consciously avoiding.

27. Setting Norms
• What behaviors and rules should we adhere
to if we find ourselves getting into serious
disagreements?
• What can we do to ensure that we have a
good debate instead of a heated argument?

28. Making an
Intervention
• During any workshop or meeting, there are
many occasions when you will need to make
an intervention.
• The definition of intervention is: “any action
or set of actions deliberately taken to
improve the functioning of the group.”
• Intervening is like holding up a mirror to the
participants so that they can see what
they're doing and take steps to correct the
problem.

29. Making Interventions
Word interventions by:
• Describe what you're seeing.
• Make an impact statement.
• Redirect the person's behavior(s).
Examples:
• "I'm noticing that ..."
• "I'd like to offer this observation. ..."
• "Let's stop for a moment and look at what's happening
here."
• "It strikes me that ..."
• “What are people experiencing right now?”

30. Making Interventions
Deal with resistance using these steps.
Step 1
Invite the resistor to express his or her resistance while
you listen actively, paraphrase and offer empathy.
• “Tell me why you feel this way?”
• “What happened last time?”
Step 2
After all the concerns have been acknowledged, ask
questions to prompt the resistor to suggest solutions.
• “What circumstances would make you willing to stay?”
• “What assurance will eliminate your concerns?”

31. Objectives Review
QUESTIONS