How to manage conflicts in France
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The document provides information on managing conflicts in France. It begins with defining conflict and noting France's history with conflicts. It then discusses basic facts about workplace conflicts in France, noting the top causes. The document outlines several approaches to conflict management in France, noting that the French use emotional techniques and can lack flexibility. It recommends remaining calm, being a good listener, and using intellectual agility when managing conflicts with the French. The document concludes by emphasizing using emotional intelligence when dealing with conflicts in France.
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How to manage conflicts in France
- 1. How to manage conflicts in France 1 26/11/2012 Daspe Simon
- 2. Agenda • Definition of « conflict » • History of conflicts in France • Conflict management – Basic facts in France about conflicts – French specificities – Key success factors to solve a conflict 2
- 3. What is conflict “The people to fear are not those who disagree with you, but those who Perceived divergence of interests or disagree with you and are too the belief that the current cowardly to let you know” aspirations of the parties cannot be simultaneously met Napoleon Bonaparte (1769-1821) French general
- 4. 4
- 5. History of France French Revolution First World War in 1789 1914 - 1918 Second World War 1939 - 1945 Social riots Mai 68 5
- 6. Basic Facts about conflicts in France Factors for Workplace Conflicts 85% of employees • Lack of honesty (36% in France) in France •Ego clash or Blame Game •Workload is too heavy 2.8 hours per week •Taken advantage of or taken for granted of conflict at the • Perfectionist Boss workplace • No compensation, reward or acknowledgements • Unrealistic or Unmet expectations from both sides • No clarity of Values and Goals Only 18% of French • Values and Goals not synchronized employees suffer from personal • Mis-Communication or No Communication attacks • Varying Perceptions or Assumptions at times 6
- 7. Conflict Positive Consequences Negative Consequences Opens up discussion and encourages Creates feelings of dissatisfaction, dialogue resentment, or anger and has resulted in personal attacks Fosters innovation, invites creativity, and Contributes to insecurity and results in positive change uncooperativeness Improved solutions to problems Sickness and absence from work Increases individual involvement and interests and better understand one another Too much conflict you have war, too little and you have stagnation 7
- 8. Conflict management Competing Collaborating Compromising Avoiding Accommodating Cooperativeness
- 9. Conflict management in France French are a Latin people by the language and the behaviour, they are passionate and emotions cannot be ignored in business use of emotional techniques such as at itudinal bargaining, sending dual messages, at empting to make you feel guilty, grimacing, or appealing to personal relationships remain calm and composed, repeating the arguments that support your position defensive tactics such as changing the subject, blocking, asking probing or direct questions, making promises, or keeping an inflexible position 9
- 10. Conflict management in France Lack of flexibility and self-centered do not be put off by a blunt non Be a good listener, give them the opportunity to make their point, explain why they say non and express what they want Intellectual agility 10
- 11. Conflict management process Clarify Evaluate Generate 5-Step Problem- Solving Process Plan & Decide Implement 11
- 12. Conflict management « I » Messages Meta-talk • Use « I » statements to express • Uncover hidden meaning- viewpoints feelings, emotions, attitude • They minimize resistance and create • Go « above and beyond » the verbal ownership communication Anticipation Limit setting • Foresee/anticipate objections/concerns of others • Define the parameters of the negotiation • Gain cooperation and establish rapport • Avoid other conflicts by establishing clear expectations Self Interests • Focus on advancing your interests while Consequences addressing other person’s needs, concerns and interests • Communicate the positive/negative • Knowing one’s interests gives you perspectives maneuvering room • Be accountable for results 12
- 13. Conclusion • Pause With French people, use your • Relax emotional intelligence. Be smart with your emotions! • Assess your position • Gather viewpoints from other’s • Use your Emotional Intelligence • End of the conflict! 13
- 14. Thank you for your attention 14 26/11/2012 Daspe Simon
Editor's Notes
- We negotiate in an effort to meet our own needs, desires and preferences in a world in which we believe our loss is someone else’s gain; that our interests cannot be simultaneously satisfied. WE DO NOT NEED AN ACTUAL DIVERGENCE OF INTERSTS OR AN ACTUAL INABILITY FOR EVERYONE’S NEEDS TO BE MET: CONFLICT ARISES FROM PERCEPTION OF NEED
- The May 1968 protests were significant in French history for involving the first wildcat general strike ever,[1] and the largest general strike to date which brought the economy of anadvanced industrial country to a virtual standstill.[1] It commenced with a series of student occupation protests. The strike involved 11,000,000 workers, over 22% of the total population of France at the time, for a continuous two weeks,
- Axis: cooperativenessWith 43, France is a relatively Feminine country, The management should be supportive and dialogue should help resolve conflicts.Competing: When one person seeks to satisfy his or her own interests, regardless of the impact on the other parties to the conflictCollaborationg:The intention is to solve the problem by clarifying differences rather than by accommodating various points of viewAvoiding: Where a person recognizes that a conflict exists and want to withdraw from it or suppress itAccomodating:Where one party seeks to appease an opponent, that party may be willing to place the opponent’s interests above his or her ownCompromising:Each party in conflict seeks to give up some thing, sharing occurs, resulting in a compromised outcome. Here no one is loser or winner but solution provides incomplete satisfaction of both parties’ concerns
- French are difficult to deal with, considering they have few duties and many rightsThey are good at opposing firstdo not be put off by a blunt non, a quick oui would be rather worrying, indicating there is something wrong.Managing French people requires indeed being a good listener, giving them the opportunity to make their point, explain why they say non and express what they want.Intellectual agility is a key leadership tool: being good at debating and persuading. France is indeed the home of Cartesianism and the only country where learning philosophy in high school is compulsory. French people have hence a particular respect for brainy leaders, who can brilliantly demonstrate and convincingly explain. But at the end of the day a boss must end debates before they drag on and make decisions. This sheer authority is well expressed in the saying “an iron hand in a velvet glove”
- Five-Step Problem-Solving Process A method for effective conflict resolution that enhances the accuracy, clarity, and understanding of communications.1. Clarify the problem.2. Generate and evaluate possible solutions.3.Decide together which is the best solution.4. Plan how to implement the solution.5. Evaluate the solution.