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Conflict presentation
Conflict is inevitable and can be productive if addressed properly. It arises from differences in goals or relationships and festers if ignored. Effective conflict resolution focuses on interests rather than positions and seeks mutual understanding. There are multiple approaches to handling conflict, each with benefits and costs, and the key is finding solutions where all sides satisfy their underlying interests. Good listening is essential to resolve conflicts productively.
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Conflict presentation
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- 2. Conflict 101 Conflict isa difference in goals Conflict is more than a disagreement Conflicts fester when ignored We respond based on perceptions Conflicts trigger strong emotions Conflicts are an opportunity for growth
- 3. Sources of Conflict Taskor Goal Relationship
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- 5. Two Principles forHandling Conflicts “Seek first to understand, then to be understood.” Stephen R. Covey
- 6. Two Principles forHandling Conflicts Focus on Needs rather than Positions Roger Fisher William Ury
- 7. Conflict Questions What isyour natural, most comfortable response to conflict? What are the negative consequences to engaging in conflict? What are the positive consequences to engaging to conflict? List different conflicts that you deal with in your position at work.
- 8. Confronting Conflict Exposing oneselfto ridicule or rejection Recognizing we may have contributed to the problem Willingness to change
- 9. Confronting Conflict We Rationalize Signsthat conflict Exists but hasn’t Surfaced Productive Conflict
- 10. Surfacing and ProductivelyResolving Conflict Value Our physical and mental health improves Our relationships are strengthened Our productivity and effectiveness increases Our organizations achieve their goals
- 11. Surfacing and ProductivelyResolving Conflict Risks Increased stress Ripple Effect Leadership perceived as ineffective Trust declines Productivity decreases Turnover
- 12. Surfacing and ProductivelyResolving Conflict The Key Both sides can win
- 13. Positions vs. Interests ThreeBases for Resolving Conflict Power Rights Interests Use of status or authority Use of policies or procedures Finding mutual solutions Win-Lose Win-Lose Win-Win
- 14. Positions vs. Interests Positions Interests Alsoknown as Needs What You Want Why You Want it
- 15. Positions vs. Interest Arguefor our position Don’t listen to the other person Fear losing more than we gain Think we must threaten or make promises Positions: Tangible, Finite & require Justificatio We
- 16. Positions vs. Interest Areunderlying needs (motivation) Require explanation rather than justification Can be satisfied in many different ways Interests: abstract and intangible Interests:
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- 18. Positions vs. Interests Ispsychologically positive Is not “caving in” to someone else Leads to creative solutions Preserves the relationship Expands the pie for both parties Satisfying Interests
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- 20. Five Conflict Behaviors Walkaway Used when issues trivial, emotions are high, need more information Benefits: reduce immediate stress and save time Costs: resentment and buildup of hostility Relatively easy for “Owls” Avoiding
- 21. Five Conflict Behaviors Suppression, justsmooth things over Only when peace is more important than a solution Benefits: moves things along, builds harmony Costs: loss of credibility and influence Relatively easy for “Doves” Accommodating
- 22. Five Conflict Behaviors Createsa Win- Lose situation When you need a quick resolution Benefits: Asserts your position Costs: Strained relationships Relatively easy for “Eagles” Competing
- 23. Five Conflict Behaviors LetsMake a Deal When faced with polarizing choices Benefits: Pragmatic Costs: Partially sacrifice needs Not easy for any communication style Compromising
- 24. Five Conflict Behaviors “Wecan both win” When issues are critical and new ideas needed Benefits: High quality decisions Costs: Takes trust, time, and effort Relatively easy for “Roadrunners” Collaborating
- 26. Levels of Communication Words7% 38%Paralanguage Non Verbal 55%
- 27. Skill of Listening Hearingis the same as listening.
- 28. Skill of Listening Listeninginvolves more than your ears.
- 29. Skill of Listening Peoplewho get the facts right are always good listeners.
- 30. Skill of Listening Goodlistening comes naturally when we pay attention.
- 31. Skill of Listening Goodlisteners never interrupt.
- 32. Skill of Listening Postureeffects listening.
- 33. Skill of Listening Mostlistening distractions can be controlled.
- 34. Skill of Listening Ifyou can’t remember something, then you weren’t really listening.
- 35. Skill of Listening Listeningis a passive activity.
- 36. Skill of Listening Youcan listen well and do other things at the same time.
- 37. Skill of Listening “Topexecutives have learned to be excellent listeners. They understand the importance of good listening. The best managers do far more than allow listening to happen. They realize that listening improves effectiveness, accomplishes more, and earns profits.” In Search of Excellence Tom Peters
- 38. Deliberative Empathic The Skill ofListening Words - Situation - Speaker - Meaning Speaker - Situation - Words - Meaning