This document provides an introduction to the concept of deep democracy. It discusses when deep democracy is useful, which is in situations where a group needs to make a lasting decision but cannot reach consensus. It then defines deep democracy as a decision-making methodology designed to incorporate minority views into outcomes. The document outlines the principles of deep democracy and explains how it works with both conscious and unconscious views in groups. It provides an overview of the deep democracy decision-making steps and signs that the process is breaking down. Finally, it discusses some key concepts for applying deep democracy, such as roles, capacities, and exercises for practice.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
This document summarizes a training seminar on effective conflict resolution. It discusses various causes of conflict, including incompatible needs, limited resources, and differences of opinion. It then outlines several methods for resolving conflicts, including independent resolution, mediation, intervention, and prevention. The document advocates for principled negotiation that focuses on interests rather than positions to achieve win-win agreements. It also recommends open communication and effective feedback to prevent conflicts from escalating. A case study example and exercises are provided to help participants apply the conflict resolution strategies.
This document outlines the steps and roles for a group project on capital punishment. It includes conducting background research on a case study, dividing up research articles to summarize, planning an advocacy solution with objectives and activities, and considering counterarguments. Group members are assigned speaking roles to present the different sections of the solution proposal within the allotted time.
The document discusses the fundamental attribution error (FAE), which is the tendency to judge others' behaviors based on internal characteristics rather than external factors. It provides examples of FAE, such as attributing rudeness to someone's personality rather than their rough day. FAE can lead to propaganda that dehumanizes outgroups to increase ingroup cohesion. Groupthink, where groups prioritize consensus over good decisions, is also discussed. Examples of preventing groupthink include assigning critical roles and considering alternative perspectives. The document suggests FAE, risky shift, ingroup/outgroup bias, and groupthink can be used to persuade others if external factors are ignored.
The document provides an overview of a training webinar on transforming difficult employees and teams. The webinar covers topics like dealing with conflict in the workplace and managing conflict. It features two subject matter experts, Sydney Smith-Heimbrock and Jim Elliott, who discuss keys to having constructive conflict by anticipating issues, preventing conflicts, identifying approaches, managing oneself and relationships, and resolving conflicts. Trainees are encouraged to engage with case studies and can submit questions. The goal is to learn how to better handle inevitable workplace conflicts.
This document outlines the plan for a classroom activity where students will be split into groups to debate whether a theme park should be built. Each group will represent a different stakeholder and argue either for or against the theme park. The groups include the company proposing the park, landowners, families, politicians, farmers, and local businesses. Students will prepare arguments and have a two minute debate. A planning committee group will then vote based on the content, delivery, and their preexisting beliefs about the topic. Homework involves reflective journaling about the activity.
This document provides an introduction to the concept of deep democracy. It discusses when deep democracy is useful, which is in situations where a group needs to make a lasting decision but cannot reach consensus. It then defines deep democracy as a decision-making methodology designed to incorporate minority views into outcomes. The document outlines the principles of deep democracy and explains how it works with both conscious and unconscious views in groups. It provides an overview of the deep democracy decision-making steps and signs that the process is breaking down. Finally, it discusses some key concepts for applying deep democracy, such as roles, capacities, and exercises for practice.
This document provides 5 essential skills for happy relationships: frequent deep communication, openness to mistakes, accepting differences, cultivating individual interests, and having a sense of humor. It discusses listening skills like reflecting feelings to make others feel understood. Top predictors of long relationships are listed as communication, accepting mistakes, differences, individual interests, going the extra mile, and humor. The document warns of escalating disputes and provides indicators to watch out for like broken promises and criticism. It promotes understanding conflicts to stop aggression.
This document summarizes a training seminar on effective conflict resolution. It discusses various causes of conflict, including incompatible needs, limited resources, and differences of opinion. It then outlines several methods for resolving conflicts, including independent resolution, mediation, intervention, and prevention. The document advocates for principled negotiation that focuses on interests rather than positions to achieve win-win agreements. It also recommends open communication and effective feedback to prevent conflicts from escalating. A case study example and exercises are provided to help participants apply the conflict resolution strategies.
This document outlines the steps and roles for a group project on capital punishment. It includes conducting background research on a case study, dividing up research articles to summarize, planning an advocacy solution with objectives and activities, and considering counterarguments. Group members are assigned speaking roles to present the different sections of the solution proposal within the allotted time.
The document discusses the fundamental attribution error (FAE), which is the tendency to judge others' behaviors based on internal characteristics rather than external factors. It provides examples of FAE, such as attributing rudeness to someone's personality rather than their rough day. FAE can lead to propaganda that dehumanizes outgroups to increase ingroup cohesion. Groupthink, where groups prioritize consensus over good decisions, is also discussed. Examples of preventing groupthink include assigning critical roles and considering alternative perspectives. The document suggests FAE, risky shift, ingroup/outgroup bias, and groupthink can be used to persuade others if external factors are ignored.
The document provides an overview of a training webinar on transforming difficult employees and teams. The webinar covers topics like dealing with conflict in the workplace and managing conflict. It features two subject matter experts, Sydney Smith-Heimbrock and Jim Elliott, who discuss keys to having constructive conflict by anticipating issues, preventing conflicts, identifying approaches, managing oneself and relationships, and resolving conflicts. Trainees are encouraged to engage with case studies and can submit questions. The goal is to learn how to better handle inevitable workplace conflicts.
This document outlines the plan for a classroom activity where students will be split into groups to debate whether a theme park should be built. Each group will represent a different stakeholder and argue either for or against the theme park. The groups include the company proposing the park, landowners, families, politicians, farmers, and local businesses. Students will prepare arguments and have a two minute debate. A planning committee group will then vote based on the content, delivery, and their preexisting beliefs about the topic. Homework involves reflective journaling about the activity.
The document discusses the importance of groups making decisions and having discussions in a way that allows people to feel heard and safe to speak openly. It notes that when people do not feel this way, they will resist decisions and create other issues. The document then outlines the main purpose of using Deep Democracy tools as making it safer for people to say what needs to be said, even if it causes some discomfort, in order to avoid worse consequences of not addressing issues. It concludes by noting that Deep Democracy aims to create participation and collaboration rather than just saying decisions have been made.
Teamwork requires navigating conflicts that arise from cultural differences. Effective conflict resolution involves understanding one's own culture, learning about others' expectations, checking assumptions, and asking questions. It is important to listen without judgment and treat others as they wish to be treated. All interactions have a cross-cultural element, so cultural awareness skills should be applied universally. Addressing conflicts constructively and increasing cultural understanding can help teams perform better.
The document discusses strategies for resolving conflicts that arise in relationships and at work. It notes that conflict can have both positive and negative effects, helping with creativity but also damaging relationships if not handled properly. It provides tips for dealing with strong emotions during a conflict, such as taking a time out, postponing responses, or writing thoughts down instead of saying them. Specific communication strategies are also outlined, like using "I care statements" which clearly state how one feels, why, and what is wanted from the other person while maintaining a respectful tone and body language.
This document provides information on conflict resolution in the workplace. It discusses causes of workplace conflict such as personality clashes and disagreements. It states that conflict is inevitable due to differing views and expectations but does not always have to be negative. The document describes healthy conflict that generates new ideas versus damaging conflict involving personal attacks. It emphasizes that unresolved conflict can harm productivity, morale and legal risks. Methods for resolving conflict include competing, collaborating, compromising, avoiding and accommodating. The conflict resolution process involves clarifying the disagreement, establishing a common goal, discussing solutions, addressing barriers and agreeing on responsibilities.
This chapter discusses group processes and dynamics. It defines what a group is as a set of individuals who interact over time, share a common identity or goals. People join groups for protection, identity and to accomplish tasks better achieved through cooperation. Groups have various roles that members play. The presence of others can influence individual behavior through social facilitation or social loafing depending on how individual efforts are evaluated and contributions are pooled. Factors like group cohesion and accountability can reduce social loafing. Brainstorming, conflict, and resource dilemmas are discussed in the context of group problem solving and decision making.
Paul Glover identifies six typical sources of conflict in the workplace: skill deficiency, different interests, stress, organizational deficiency, lack of resources, and personality clashes. He claims that 70% of workers report that stress is the biggest cause of conflicts, as employees feel pressure to be productive while worried about job security, and sometimes take out their stress through conflicts. Glover also argues that conflicts are an inevitable part of life and work, and that managers should recognize the sources and learn to handle conflicts constructively by facilitating respectful communication between opposing sides.
This document outlines the steps and roles for a group project to develop a solution proposal for reparations. It includes conducting background research on a case of genocide or hate, dividing up research articles to summarize, planning an aim and objectives, identifying necessary community support and activities, developing a counterclaim and rebuttal, and assigning speaking roles for presenting the proposal. The group must complete the tasks within the allotted time stamps and collaborate to develop a comprehensive solution and argument to advocate for it.
This document discusses reasons for conflict in communities and strategies for resolving conflicts. It notes that clashes of personalities, disenfranchisement, and disruptive individuals can all lead to conflict. Specific examples are provided of conflicts that arose in two open source projects due to misunderstandings, disagreements over policies, and perceived undermining of leadership. The document emphasizes the importance of understanding the root causes of conflicts, countering antagonism with evidence rather than labeling people, and focusing on unblocking projects rather than lingering disagreements if a conflict has escalated. Successful resolution requires participant-driven processes, principled negotiation, and restorative justice.
Definition Essay On Conflict
Reflection On Conflict Resolution
Conflict Between Conflict And Conflict
Essay about Conflict Resolution
Dealing With Conflict Essay
Essay on Conflict Management
Reflective Essay About Conflict
How to Resolve Conflict Essay
Essay on Conflict and Communication
Essay about Causes and Consequences of Conflict
Essay on Organizational Conflict
Conflict in Society
Conflict Essay
Conflicts
Definition Essay Conflict
Reflection Paper On Conflict Management
Essay on Conflict Resolution In The Workplace
Essay on International Conflict
Essay on Workplace Conflict
Conflict Resolution Essay
This document outlines a module on conflict resolution. It defines conflict resolution and lists learning objectives, including discussing different approaches, writing a reflection, and creating an educational poster. It then discusses what conflict is and different conflict resolution strategies like competing, collaborating, compromising, avoiding, and accommodating. The Interest-Based Relational approach and a six step conflict resolution process are also presented. Learners will participate in class discussions, create a conflict resolution poster, and write a reflective essay discussing personal experiences with conflict resolution.
Screaming Employees are detrimental to all work places. Learn effective leadership skills to maximize employee and team results at https://compassroseconsulting.com
Managers and leaders need to have effective strategies to deal with employees that fight and to set up the workplace to prevent fighting behavior.
Through effective leadership and management screaming at work can be eliminated.
https://compassroseconsulting.com/coaching-staff-success
1. The document discusses good practices for having productive discussions about sensitive topics like racism and stereotyping. It emphasizes differentiating between conscious racists and those with unconscious biases, focusing discussions on those who are open-minded, and avoiding labeling others as racist which can trigger defensiveness.
2. Key strategies include increasing awareness of unconscious biases, getting to know individuals from other groups through contact, finding common goals, emphasizing empathy, and shifting discussions from accusations to understanding other perspectives.
3. Receiving feedback effectively is important - shifting from defensive to open attitudes, avoiding blaming others, and giving up fixed identities in favor of more complex understandings that are open to change. Games and artistic activities that enhance non
Be prepared to constructively engage in conflicting perspectives wit.docxgarnerangelika
Be prepared to constructively engage in conflicting perspectives with peers and prof, as appropriate. Remember to cite at least two scholarly sources in your responses to peers’ initial posts. At the end of the week (Monday), be sure to let us know what you learned about your conflict management style. Were the assessments accurate? Why or why not?
David's post:
I watched the video “Dare to Disagree” and realized that these times in my life where I challenged authority or had the courage to speak up were good qualities (Heffernan, 2012). Sometimes disagreement can be petty and adversarial and other times, maybe we should call it productive disagreement. I also took the assertiveness questionnaire. I had my highest score, a 12, on harmonious assertiveness. Surprisingly, my next highest score was manipulation with a 9. I feel like I am one that disagrees productively, but I never considered myself as manipulative.
The task of posting a statement I believe to be true is one that I want to be careful choosing. I would rather avoid political discussions. I need to pick one that could be disagreeable, not something like “the sky is blue”. Here is my statement I believe is true:
Diversity is important for groups to achieve their objectives, particularly gender diversity.
References
Heffernan, M. (2012, June).
Dare to disagree (Links to an external site.) (Links to an external site.)
[Video file]. Retrieved from https://www.ted.com/talks/margaret_heffernan_dare_to_disagree?la
Pro Mind Consulting. (2012).
Assertiveness - Self-assessment (Links to an external site.) (Links to an external site.)
[Questionnaire]. Retrieved from http://www.hr4free.com/PDF_Files/Blog_EN_Management_assertiveness_assessment_questionnaire.pdf
Brittany's Post:
After watching the “Dare to Disagree” and taking the conflict management assessment I confirmed that I am a passive person. My results from the assessment are 13 points passive attitude (flight), harmonious assertiveness 5, manipulation 4, aggressive attitude (attitude) 3. Some conflicts are productive, and some conflicts are unproductive.
A statement that I perceive to be true is; "Raising the minimum wage is doing more harm than good".
References
Heffernan, M. (2012, June).
Dare to disagree
Retrieved from https://www.ted.com/talks/margaret_heffernan_dare_to_disagree?la
Pro Mind Consulting. (2012).
Assertiveness - Self-assessment
[Questionnaire]. Retrieved from http://www.hr4free.com/PDF_Files/Blog_EN_Management_assertiveness_assessment_questionnaire.pdf
My post:
Very few people would like to engage in the conflict because most people fear of managing the conflicts. In most cases, you find employees dying in the silence while they have concerns but fear what would be consequences of raising. However, it is when such employees raise their concerns, an opportunity is created for them to discuss and creatively come up with the solutions that are bound not only to assist them but also p.
Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
This document discusses conflict management in schools. It begins with definitions of conflict and learning outcomes related to understanding conflict. It then discusses potential sources of conflict in schools including scarce resources, expectations, misunderstandings, incompatible values, past trauma, attachment, and different knowledge. It outlines approaches to managing conflict such as denial, suppression, power, compromise, and collaboration. Key considerations for effectively managing conflict include understanding the nature of the conflict, choosing an appropriate response, and maintaining self-awareness and emotional awareness.
Presentation about the importance of conversation given at the Scottish Knowledge Management Network meeting held at the Subsea7 offices in Aberdeen on 3 February 2011.
The document discusses attributes important for problem solving, including open-mindedness, neutrality, and judgment. It argues that being open-minded, gathering all relevant evidence before making judgments, and listening to multiple perspectives are key skills for effectively solving problems. The document also notes that problem solving often involves making difficult decisions in situations where all evidence is not available.
This document provides guidance on handling difficult conversations in 3 sentences or less. It discusses how to have difficult conversations using the framework of Nonviolent Communication (NVC), which involves making observations, identifying feelings and needs, and making specific requests. Examples are provided to demonstrate how to apply the NVC approach to common difficult situations. Resources for further learning about NVC and difficult conversations are also listed.
Everything A Project Manager Should Know About Social MediaBas de Baar
Can’t keep up with the latest social media? Looking at Twitter, YouTube and blogs and wonder how it could help your project? This presentation will explain how social media can solve communication problems specific for today’s and future projects, and how these tools help PMs improve their own skills.
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
This document provides an overview of conflict resolution. It defines conflict and discusses its advantages and disadvantages. It outlines objectives to discuss conflict between individuals, learn conflict management styles, and active listening skills. It discusses different conflict resolution methods like avoidance, accommodation, competition, compromise, and collaboration. It emphasizes using communication skills like active listening and open-ended questions to resolve conflicts. It explains that unresolved issues, emotions, expectations, and personality differences can contribute to conflicts and recommends searching for the hidden meaning and interests of parties in conflict to find resolution.
This document outlines an agenda for a workshop on diversity, inclusion, and addressing conflict and bigotry. It includes an icebreaker activity, opening exercises to define respect, and two workshop sessions - one on identifying types of conflict and another on addressing bigotry among peers and supervisors. It concludes with a reflection and survey period for participants.
The document discusses the importance of groups making decisions and having discussions in a way that allows people to feel heard and safe to speak openly. It notes that when people do not feel this way, they will resist decisions and create other issues. The document then outlines the main purpose of using Deep Democracy tools as making it safer for people to say what needs to be said, even if it causes some discomfort, in order to avoid worse consequences of not addressing issues. It concludes by noting that Deep Democracy aims to create participation and collaboration rather than just saying decisions have been made.
Teamwork requires navigating conflicts that arise from cultural differences. Effective conflict resolution involves understanding one's own culture, learning about others' expectations, checking assumptions, and asking questions. It is important to listen without judgment and treat others as they wish to be treated. All interactions have a cross-cultural element, so cultural awareness skills should be applied universally. Addressing conflicts constructively and increasing cultural understanding can help teams perform better.
The document discusses strategies for resolving conflicts that arise in relationships and at work. It notes that conflict can have both positive and negative effects, helping with creativity but also damaging relationships if not handled properly. It provides tips for dealing with strong emotions during a conflict, such as taking a time out, postponing responses, or writing thoughts down instead of saying them. Specific communication strategies are also outlined, like using "I care statements" which clearly state how one feels, why, and what is wanted from the other person while maintaining a respectful tone and body language.
This document provides information on conflict resolution in the workplace. It discusses causes of workplace conflict such as personality clashes and disagreements. It states that conflict is inevitable due to differing views and expectations but does not always have to be negative. The document describes healthy conflict that generates new ideas versus damaging conflict involving personal attacks. It emphasizes that unresolved conflict can harm productivity, morale and legal risks. Methods for resolving conflict include competing, collaborating, compromising, avoiding and accommodating. The conflict resolution process involves clarifying the disagreement, establishing a common goal, discussing solutions, addressing barriers and agreeing on responsibilities.
This chapter discusses group processes and dynamics. It defines what a group is as a set of individuals who interact over time, share a common identity or goals. People join groups for protection, identity and to accomplish tasks better achieved through cooperation. Groups have various roles that members play. The presence of others can influence individual behavior through social facilitation or social loafing depending on how individual efforts are evaluated and contributions are pooled. Factors like group cohesion and accountability can reduce social loafing. Brainstorming, conflict, and resource dilemmas are discussed in the context of group problem solving and decision making.
Paul Glover identifies six typical sources of conflict in the workplace: skill deficiency, different interests, stress, organizational deficiency, lack of resources, and personality clashes. He claims that 70% of workers report that stress is the biggest cause of conflicts, as employees feel pressure to be productive while worried about job security, and sometimes take out their stress through conflicts. Glover also argues that conflicts are an inevitable part of life and work, and that managers should recognize the sources and learn to handle conflicts constructively by facilitating respectful communication between opposing sides.
This document outlines the steps and roles for a group project to develop a solution proposal for reparations. It includes conducting background research on a case of genocide or hate, dividing up research articles to summarize, planning an aim and objectives, identifying necessary community support and activities, developing a counterclaim and rebuttal, and assigning speaking roles for presenting the proposal. The group must complete the tasks within the allotted time stamps and collaborate to develop a comprehensive solution and argument to advocate for it.
This document discusses reasons for conflict in communities and strategies for resolving conflicts. It notes that clashes of personalities, disenfranchisement, and disruptive individuals can all lead to conflict. Specific examples are provided of conflicts that arose in two open source projects due to misunderstandings, disagreements over policies, and perceived undermining of leadership. The document emphasizes the importance of understanding the root causes of conflicts, countering antagonism with evidence rather than labeling people, and focusing on unblocking projects rather than lingering disagreements if a conflict has escalated. Successful resolution requires participant-driven processes, principled negotiation, and restorative justice.
Definition Essay On Conflict
Reflection On Conflict Resolution
Conflict Between Conflict And Conflict
Essay about Conflict Resolution
Dealing With Conflict Essay
Essay on Conflict Management
Reflective Essay About Conflict
How to Resolve Conflict Essay
Essay on Conflict and Communication
Essay about Causes and Consequences of Conflict
Essay on Organizational Conflict
Conflict in Society
Conflict Essay
Conflicts
Definition Essay Conflict
Reflection Paper On Conflict Management
Essay on Conflict Resolution In The Workplace
Essay on International Conflict
Essay on Workplace Conflict
Conflict Resolution Essay
This document outlines a module on conflict resolution. It defines conflict resolution and lists learning objectives, including discussing different approaches, writing a reflection, and creating an educational poster. It then discusses what conflict is and different conflict resolution strategies like competing, collaborating, compromising, avoiding, and accommodating. The Interest-Based Relational approach and a six step conflict resolution process are also presented. Learners will participate in class discussions, create a conflict resolution poster, and write a reflective essay discussing personal experiences with conflict resolution.
Screaming Employees are detrimental to all work places. Learn effective leadership skills to maximize employee and team results at https://compassroseconsulting.com
Managers and leaders need to have effective strategies to deal with employees that fight and to set up the workplace to prevent fighting behavior.
Through effective leadership and management screaming at work can be eliminated.
https://compassroseconsulting.com/coaching-staff-success
1. The document discusses good practices for having productive discussions about sensitive topics like racism and stereotyping. It emphasizes differentiating between conscious racists and those with unconscious biases, focusing discussions on those who are open-minded, and avoiding labeling others as racist which can trigger defensiveness.
2. Key strategies include increasing awareness of unconscious biases, getting to know individuals from other groups through contact, finding common goals, emphasizing empathy, and shifting discussions from accusations to understanding other perspectives.
3. Receiving feedback effectively is important - shifting from defensive to open attitudes, avoiding blaming others, and giving up fixed identities in favor of more complex understandings that are open to change. Games and artistic activities that enhance non
Be prepared to constructively engage in conflicting perspectives wit.docxgarnerangelika
Be prepared to constructively engage in conflicting perspectives with peers and prof, as appropriate. Remember to cite at least two scholarly sources in your responses to peers’ initial posts. At the end of the week (Monday), be sure to let us know what you learned about your conflict management style. Were the assessments accurate? Why or why not?
David's post:
I watched the video “Dare to Disagree” and realized that these times in my life where I challenged authority or had the courage to speak up were good qualities (Heffernan, 2012). Sometimes disagreement can be petty and adversarial and other times, maybe we should call it productive disagreement. I also took the assertiveness questionnaire. I had my highest score, a 12, on harmonious assertiveness. Surprisingly, my next highest score was manipulation with a 9. I feel like I am one that disagrees productively, but I never considered myself as manipulative.
The task of posting a statement I believe to be true is one that I want to be careful choosing. I would rather avoid political discussions. I need to pick one that could be disagreeable, not something like “the sky is blue”. Here is my statement I believe is true:
Diversity is important for groups to achieve their objectives, particularly gender diversity.
References
Heffernan, M. (2012, June).
Dare to disagree (Links to an external site.) (Links to an external site.)
[Video file]. Retrieved from https://www.ted.com/talks/margaret_heffernan_dare_to_disagree?la
Pro Mind Consulting. (2012).
Assertiveness - Self-assessment (Links to an external site.) (Links to an external site.)
[Questionnaire]. Retrieved from http://www.hr4free.com/PDF_Files/Blog_EN_Management_assertiveness_assessment_questionnaire.pdf
Brittany's Post:
After watching the “Dare to Disagree” and taking the conflict management assessment I confirmed that I am a passive person. My results from the assessment are 13 points passive attitude (flight), harmonious assertiveness 5, manipulation 4, aggressive attitude (attitude) 3. Some conflicts are productive, and some conflicts are unproductive.
A statement that I perceive to be true is; "Raising the minimum wage is doing more harm than good".
References
Heffernan, M. (2012, June).
Dare to disagree
Retrieved from https://www.ted.com/talks/margaret_heffernan_dare_to_disagree?la
Pro Mind Consulting. (2012).
Assertiveness - Self-assessment
[Questionnaire]. Retrieved from http://www.hr4free.com/PDF_Files/Blog_EN_Management_assertiveness_assessment_questionnaire.pdf
My post:
Very few people would like to engage in the conflict because most people fear of managing the conflicts. In most cases, you find employees dying in the silence while they have concerns but fear what would be consequences of raising. However, it is when such employees raise their concerns, an opportunity is created for them to discuss and creatively come up with the solutions that are bound not only to assist them but also p.
Conflict resolution is a process where two or more parties find a peaceful solution to a disagreement. The goals of negotiation during conflict resolution are to produce an agreement all parties can agree to, work quickly to find a solution, and improve relationships between conflicting groups. There are seven steps to successfully resolve a conflict through negotiation: 1) understand the conflict, 2) communicate with opposing parties, 3) brainstorm possible resolutions, 4) choose the best resolution, 5) use a third party mediator if needed, 6) explore alternatives to an agreement, and 7) come to a final resolution agreement. Real examples provided include resolving conflicts between India-China, Apple in China, Iran nuclear negotiations, and Microsoft acquiring Nokia.
This document discusses conflict management in schools. It begins with definitions of conflict and learning outcomes related to understanding conflict. It then discusses potential sources of conflict in schools including scarce resources, expectations, misunderstandings, incompatible values, past trauma, attachment, and different knowledge. It outlines approaches to managing conflict such as denial, suppression, power, compromise, and collaboration. Key considerations for effectively managing conflict include understanding the nature of the conflict, choosing an appropriate response, and maintaining self-awareness and emotional awareness.
Presentation about the importance of conversation given at the Scottish Knowledge Management Network meeting held at the Subsea7 offices in Aberdeen on 3 February 2011.
The document discusses attributes important for problem solving, including open-mindedness, neutrality, and judgment. It argues that being open-minded, gathering all relevant evidence before making judgments, and listening to multiple perspectives are key skills for effectively solving problems. The document also notes that problem solving often involves making difficult decisions in situations where all evidence is not available.
This document provides guidance on handling difficult conversations in 3 sentences or less. It discusses how to have difficult conversations using the framework of Nonviolent Communication (NVC), which involves making observations, identifying feelings and needs, and making specific requests. Examples are provided to demonstrate how to apply the NVC approach to common difficult situations. Resources for further learning about NVC and difficult conversations are also listed.
Everything A Project Manager Should Know About Social MediaBas de Baar
Can’t keep up with the latest social media? Looking at Twitter, YouTube and blogs and wonder how it could help your project? This presentation will explain how social media can solve communication problems specific for today’s and future projects, and how these tools help PMs improve their own skills.
Are you faced with conflicts in the workplace and unsure how to resolve them effectively? Have you tried to resolve a conflict with a manager, direct report or peer and felt like you got nowhere? Do you sometimes avoid conflicts because they seem impossible to resolve? In this webinar, we will discuss a step by step process for preparing to resolve a conflict, how to have a productive conflict resolution conversation, and learn more about the nature and purpose of conflict in the workplace.
This document provides an overview of conflict resolution. It defines conflict and discusses its advantages and disadvantages. It outlines objectives to discuss conflict between individuals, learn conflict management styles, and active listening skills. It discusses different conflict resolution methods like avoidance, accommodation, competition, compromise, and collaboration. It emphasizes using communication skills like active listening and open-ended questions to resolve conflicts. It explains that unresolved issues, emotions, expectations, and personality differences can contribute to conflicts and recommends searching for the hidden meaning and interests of parties in conflict to find resolution.
This document outlines an agenda for a workshop on diversity, inclusion, and addressing conflict and bigotry. It includes an icebreaker activity, opening exercises to define respect, and two workshop sessions - one on identifying types of conflict and another on addressing bigotry among peers and supervisors. It concludes with a reflection and survey period for participants.
Conflict mgmt resolving conflict nov 2011 dennySuraj Ayya
The document discusses conflict, conflict management, and resolution. It defines conflict and conflict management, explaining that conflict is a struggle between opposing views while conflict management seeks to resolve conflicts constructively. It outlines different types of conflict and modes of addressing conflict, from competing to compromising. The document advocates understanding other perspectives, avoiding escalation, working together, and finding agreed upon solutions, with the help of a mediator if needed. It provides an example of a conflict over a lemon that could have been resolved through communication and negotiation.
This document discusses interpersonal skills and negotiation skills. It defines interpersonal skills as the ability to understand others' moods, desires, and intentions. Negotiation is described as a method to settle differences through communication to find common ground. The document also discusses BATNA (Best Alternative to a Negotiated Agreement), which refers to your backup plan if a negotiation fails. BATNA helps define alternatives and establish your lowest acceptable deal. The document provides examples of effective and ineffective BATNA usage.
The document discusses conflict and how it can be addressed through different leadership approaches. It outlines three basic approaches to leading through conflict: the demagogue, the manager, and the mediator. The mediator strives to consider all sides of an issue, build trust across dividing lines, and seek opportunities to transform conflict. The document then describes eight tools that mediators can use to address conflict, including having an integral vision, using systems thinking, engaging in conscious conversation and dialogue, building bridges between divided groups, and fostering innovation. It stresses the importance of reframing conflicts and evaluating processes to learn from both successes and failures.
An Essay On Computer. Click here to view my essay on computer networksMorgan Hampton
Importance of Computer Essay | Essay on Importance of Computer for .... Essay on Computer | Computer Essay for Students and Children in English .... Essay on Computer for all Class in 100 to 500 Words in English. Essay on Importance of Computer in Life for Students. Essay on Computer - YouTube. Essay On Computer In English ll Short Essay Writing ll - YouTube. Click here to view my essay on computer networks. Computers Are Everywhere Essay Example | StudyHippo.com. 006 Essay Example On Computer 62 Thumb ~ Thatsnotus. Essay On History Of Computer Free Essay Example. What Is Computer Essay In English | Sitedoct.org. Computer System - PHDessay.com. What is Computer - PHDessay.com. Essay On Computer and It's Uses for School Students - The Study Cafe. How Computer Has Made Learning Easier For Students Essay Example .... The Computer Essay Introduction | Science And Technology | Office Equipment. Importance of
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The document discusses various business and sustainability models for free and open source software projects. It describes models such as providing paid support and documentation, managed upgrades, consultancy, cost reduction for internal use, software as a service, advertising/referrals, training and accreditation, trademark licensing, dual licensing, and using proprietary versions or components alongside open source software. It provides examples of these models being used by projects like Red Hat, MySQL, Exim, and XenSource. The conclusion states that open source and commercial models are not antagonistic and open source code is increasingly part of commercial software offerings.
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- Tone and sensitivity are important to avoid offense, and issues like rudeness, assumptions, and casual bias should be avoided in communications.
This document discusses different models of project governance for open source software projects. It describes governance as establishing roles and processes for decision making. Key governance models discussed include the benevolent dictatorship model, where a single leader has final say, and the meritocratic model, where leadership roles are earned based on contributions and respect. The document also contrasts more closed, hierarchical models like the Cathedral approach with more open, participatory models like the Bazaar. Ubuntu is presented as striving to balance control and open contribution. Effective communication of a project's governance model is important for managing contributor expectations.
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This document discusses different types of licenses and why they are important for open source projects. It covers contributor license agreements which manage intellectual property rights, and discusses how copyright, patents, and non-code assets are licensed. Compatibility between licenses is important to ensure code can be legally combined. Permissive licenses like BSD allow most reuse while copyleft licenses require contributions be shared under the same license.
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
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বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
2. In this session
Why does conflict happen in a community?
Avoiding Conflict
Resolving Conflict (Yourselves, and with the help of
others)
3. Activity
3 People in your group take a piece of paper from the
envelope, read the instruction but don't tell the rest of your
group.
Throughout the following discussion, stick to your
instruction unless you can be convinced not to.
If you don't have a piece of paper, just be yourself, and try to
work out what is on each person's paper.
4. Activity
Discussion:
Your project is going to start using “codenames” for releases.
Decide on a naming scheme for these code names.
(e.g. Ubuntu uses “Adjective, Animal”. Fedora's names must
relate to the name of the previous release. Mac OSX used
breeds of big cat, and now uses places in California)
11. Experience
Why don't we pass $_GET variables
directly to the database? It's way easier!
That's the stupidest
thing I ever heard.
leave and never come
back.
14. “Poisonous People”
Someone decides to be intentionally disruptive
●
This other people are convinced, and follow the pattern
●
This may lead to splits or forks
●
Must be countered with evidence – Don't feed the troll!
●
15. Avoiding Conflict
●
●
Know your community
●
Learn to spot clashes of personality
●
Defuse conflicts before they happen
Accept that people make mistakes
●
Once identified, forgive and move on
Avoid discussions in inflammatory topics, use the Code of
Conduct to kill them early
●
16. Resolving Conflict
A person may not realise their behaviour is causing conflict
●
Chastising them could lead to alienation – speak to them as
a friend, not a leader
●
Synchronous media is key
●
If the conflict was public, the outcome should be too
●
17. Activity
Conflict can be Constructive as well as Destructive.
In pairs, brainstorm completions for the phrase “Conflict is
destructive when...”
Now, brainstorm “Conflict is constructive when...”
The conflict resolution process helps us turn a destructive
conflicts into constructive ones
19. Participant Driven Resolution
Establish the cause for grievance
●
Establish the party with the power to resolve the issue
●
Agree on a course of action that resolves the grievance
●
Review the situation to ensure the situation is resolved
●
Elliott, M., & Scacchi, W. - Free software development:
Cooperation and conflict in a virtual organizational culture.
20. Principled Negotiation
1. Separate the People from the Problem
2. Focus on interests rather than positions
3. Generate a variety of options before settling on an
agreement
4. Insist that the agreement be based on objective criteria
Fisher, R. and William, U. - Getting to Yes: Negotiating
Agreement Without Giving
22. Activity
Read the “Project Banana” case study and discuss in your
group.
What should the project do to resolve the conflict?
23. Questions?
Resources
•
Bacon, Jono. (2009). Art of Community O'Reilly
Fisher, R. and William, U. (1983). Getting to Yes: Negotiating Agreement Without Giving In
Penguin Books
•
Lambert, J and Myers, S. (1999). 50 Activities for Conflict Resolution – 2 Activities HRD
Press
•
Elliott, M., & Scacchi, W. (2004). Free software development: Cooperation and conflict in a
virtual organizational culture. Free/Open Source Software Development, 152-172.
•
Editor's Notes
Although we all work towards common goals, there may be reasons that we dont always agree
* Clash of personalities – some factors of peoples' background may mean that they dont get on
* Disenfranchisement – some people feel their views aren't given the weight they should have
* Arseholes – Some people are intentionally unpleasant or divisive, for some reason
Differences in peoples' backgrounds or personalities may cause friction with other people.
In a FOSS project you dont know much about who you're working with, so it's important to be sensitive to this diversity to avoid upsetting people, or getting upset yourself
* Young people tend to be more gung-ho with new ideas, older people can be more cautious and not “move with the times”
* People of different ages have different points of reference, different ways of communicating
* Different countries, religions, nationalities have different cultural norms
* Inviting someone from a culture where alcohol is forbidden to talk over a beer probably isn't appropriate
* A one-off misunderstanding is unlikely to cause an argument, but persistent ignorance and insensitivity to such issues may breed animosity.
* Avoiding local in-jokes and colloquialisms is also important – those outside may feel excluded
* Some people have more opinions than others
* Those who always express an opinion may appear arrogant to those who dont
* Those who seldom express opinions may appear disinterested to those who always do
* It's important to express an opinion as a point of view with justification, not as the one true way
* Not everyone is the same, and sometimes people just dont get along
* Some people find it hard to empathise, and may offend others without realising it or understanding why – they require patience!
* Projects will generally have a standard language for communications (often English)
* If this isn't your first language you may have trouble with grammar and syntax, and not say what you mean.
* Even if it is your first language, most communication is text-only and asynchronous, while we learn to communicate in person, with body language and vocal cues. Mood, tone, and sarcasm are hard to communicate via text.
* If you read something that appears terse, re-read it to check that you haven't misunderstood, and ask for clarification before getting upset.
* Before you send something, check to make sure that it's not likely to be misunderstood
* People may feel their views aren't considered by the projects leaders
* This might be justified, e.g. they haven't contributed to the meritocratic process. This needs to be explained sensitively.
* Commercial sponsors may have plans for a project which some members of the community dont support
* Volunteers on a project may feel they are taken less seriously than employees of a sponsoring company
* All communication regarding a project should be done in the open to mitigate the feeling that decisions are being taken in secret.
* Engage with feedback from the community
* Possibility for tension here - how do you open up to the community while keeping things secret for a "ta-da" moment
* Canonical attempted to balance this with the Ubuntu Skunkworks initiative, bringing community members in on internal projects
* In practice this ended up with Canonical having more managed-but-open projects, rather than closed projects with community contributors, such as the Ubuntu Touch core apps.
* There needs to be a variety of channels for people to provide input to avoid barriers
* These channels can also be useful records when resolving conflict - if an idea is brought up that has previously been decided against, the archives of communication channels should contain the discussions which can be referenced.
* Channels need to take temporal dislocation into account
* Some people will just want to be dicks.
* Not only creating negative feeling and dissent, but encouraging others to join in.
* Need to be countered with evidence, not with words. Show them to be incorrect in a calm and professional manner.
* At some point, if you've determined their behaviour isn't going to improve, it might be time to tell them to go away.
* Does their dissent outweigh their contribution?
* How can you stop a volunteer from volunteering?
* Technological means - remove them from discussion lists, revoke commit access
* Having a well-defined code of conduct can make justification and implemention of this process easier.
* Learn to identify conflict before it happens
* Know your community, its members and their relationships
* Some people will be more inclined to conflict than others
* Spot a discussion which might give antagonisitic people an opportunity to wind others up, and be prepared to deflect such behaviour as soon as it surfaces.
* Dont feed the troll
* People make mistakes - these need to be pointed out in a constructive way so the person can learn from them, and then forgiven
* Use a code of conduct to make it clear subjects which are considered off-topic, particularly politics and religion
* There may be reasons why people are behaving in a certain way. Speak to them before deciding they're just being difficult, as they may not even realise. When they realise that they're being abrasive or upsetting people, they may adjust their behaviour to fix the problem without the need for further intervention.
* Such conversations should be conducted as a friend not a leader - not a performance review or scolding.
* They should always use a syncronous Audio/Visual medium, this allows for greater sensitivity, and elimiates the risk of misunderstanding.
* If the conflict is in public, leadership need to be seen to dealing with it so that the community gets a sense of justice.
Destructive:
• one person has to give in too much (win-lose)
• the dispute hurts a relationship
• there is no agreement reached
• there are uncontrolled emotions, anger, and raised voices
• the conflict prevents or stops people from working
Conflict is constructive when it:
• leads to resolution
• builds a strong relationship with improved communication
• opens people up to new ideas
• leads to a win-win resolution
• develops common goals
• clarifies a problem situation and leads to positive change
• Which was easier to discuss and why?
• What surprises did you find when the entire group reported out?
• How do you think most people
at work feel about conflict?
• What are the lessons you learned from this activity?
1. Collect data - Learn what the conflict is about, and develop an objective picture of all
parties’ perspectives.
2. Probe - Ask open questions, listen, and engage with all parties to get the full story.
3. Save face - work toward a winning resolution for everyone, and try to avoid embarrassing
either party while always remaining objective and unemotional.
4. Discover common interests - Finding common interests and alliances will help find points
of commonality beneath the conflict.
5. Reinforce - Where both parties share a perspective and agree, reinforce those perspectives,
and particularly try to use data to back it up.
6. Negotiate - Start simple, trying to get both parties to agree on simple solutions, and then
continue to build toward the common goals of both parties involved.
7. Solidify adjustments - Review, summarize, and confirm the areas in which both parties
agree.
* When a conflict arises, it can be resolved by the participants before it gets out of hand
* This can avoid damage to relationships, and allow work to move on more quickly than if the conflict was allowed to escalate.
* Steps:
* Establish the cause for grievance
* Establish the party with the power to resolve the issue
* Agree on a cause of action that resolves the grievance
* Review the situation to ensure the situation is resolved
* Key points:
* Take one another's views seriously
* Focus on your common goals
* Be polite, dont use inflamatory language, dont take things the wrong way
* Take your time in ensuring your point is made clearly and understood
* Be open to compromise if it helps achieve your common goals
1. separate the people from the problem
* The cause of conflict is often down to different perceptions of facts
* Encourage both parties to put themselves in one anothers's place
* Parties should not assume the worst, nor blame one another for the problem
* Each side should try to make proposals that are appealing to the other
* Conflict and negotiation can be emotional
* Emotions should be acknowledged, and their cause identified
* One party dismissing the feelings of another is likely to escalate the emotional conflict
* Apologies and sympathy can help diffuse emotional conflict
* Managing communication
* Parties may not be used to communicating with one another
* They may not be used to the communication process, so focus on what they have to say rather than listening to one another
2. focus on interests rather than positions
* Positions are what you have decided upon, interests are what led you to those decisions
* Conflict is caused by opposing positions - resolution based on positions means someone will lose out
* Identifying the interests behind each position helps find an alternative position that suits both parties
* Parties must explain their intersts clearly if they want it to be taken into account by others
* Each party must keep a focus on their interests while being open to new positions
3. generate a variety of options before settling on an agreement
* Parties may have a narrow view of the options available
* Parties may have decided on an option before considering other available options
* Parties may view all options as win/lose
* Separate invention from evaluation of options - encourage wild and creative brainstorming of ideas, the most promising of which can be identified and refined later
* Focus on shared interests can break the win/lose mentality - Low cost to you, high benefit to them.
4. insist that the agreement be based on objective criteria
* Base decisions on verifiable facts. E.g. decisions over a choice of technology should be based on studies/benchmarking that both parties have faith in, not personal preference or flame wars
* If a party will not agee upon substatiative criteria, then focus on procedural criteria
* Proceudural criteria may be an agreed upon process, E.g "You cut, I'll choose"
1. Calm and reassure
* Set the tone, dispel agression, make it clear that you're committed to resolving the situation.
* If parties have strong negative feelings towards one another, this should be done on an individual basis before bringing them together.
2. Get the facts
* Ask for both sides of the story
* Work through the chronology of events, asking for more detail where needed
* Dont offer opinion or emotion, dont take sides
* Ask for each side to provide evidence of their account
* Gather additional data from archives, logs, blogs etc.
* Consider getting a third party points of view, especially where the wider community has been affected.
* Can be done directly, or by a wider call, but needs to be managed carefully
* Establish an objective view of what happened
* What went wrong?
* Have the rules or expectations of the community been broken?
* How could the parties have handled the situation better?
3. Discuss
* Hold a meeting between the participants - public meeting if the conflict involves the wider community
* Real-time, fixed length
* Introduce
* Clarify ground rules
* Focus on mending relationships and avoiding future conflicts, not trying to undo past mistakes
* Discuss the issues accepting input where appropriate
* Discuss issues one at a time, focusing on areas where participants agree rather than disagree, reaching consensus where possible
* Participants will have some principles in common - belief in FOSS, belief in the software's goals, start here if no-where else.
* Take notes and make sure everyone understands what's been agreed
* At the end of the meeting, schedule the next one to ensure a sense of continuity
4. Document
* Codify all agreements, with careful use of language, and ensure that participants agree on wording.
5. Reflect and maintain
* Check in with participants to ensure that agreed actions are being taken, rules are being stuck to
* Provide validation as participants reflect on their conduct and progress, but let them bring reflections to you, dont draw them out