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2024-2025 Patient Engagement Lunchtime Learning Series
NAVIGATING CONFLICT IN PE
USING STRENGTHS-BASED
APPROACHES
We are gathered on the ancestral and current day lands and waters of the
Anishinaabeg, Cree, Ojibway-Cree, Dakota and Denesuline peoples, and on the
National Homeland of the Red River Métis. In northern Manitoba, we
acknowledge the ancestral lands of the Inuit and gratefully acknowledge that our
water is sourced from Shoal Lake 40 First Nation.
We respect the Treaties that were made on these lands, we acknowledge the
harms and mistakes of the past and present, and we dedicate ourselves to move
forward in partnership with Indigenous communities in a spirit of reconciliation
and collaboration.
This Photo by Unknown Author is
licensed under CC BY-NC-ND
What is Conflict
• Conflict is universal—meaning it occurs across cultures,
genders, and age groups.
• It is crucial that we deal with conflict as appose to avoiding it.
Strength-based Approaches to
Conflict
• Emphasis on transformation, self-determination,
empowerment, and professional ethics, rather than problem-
solving alone.
• Focus on competence and abilities, as appose to deficits.
• Reframe our focus and help us design strategies that support
and strengthen relationships, and healthy ways to overcome
conflict.
Understanding the Needs and
Motivation Behind Conflict
• As human beings we all need to feel a sense of connection,
belonging, understood, nurtured, and supported.
• We all have differing needs for feeling comfortable and safe.
• When differing needs are examined in an environment of
compassionate understanding, it opens pathways to creative
problem solving, team building, and improved relationships.
How Conflict is Perceived Based
on our Own Perceptions
Take a moment to reflect on:
1. How do I perceive conflict?
2. How do I approach conflict?
3. What are some feelings underlying my experiences with conflict?
Conflict, Stress, and Emotions
• Conflict can trigger strong emotions and lead to feelings of
stress and discomfort.
• When we prepare and are proactive, we are better equipped to
resolve conflict in a healthy way.
• Resolving conflict increases our understanding of one another,
builds trust, and strengthens our relationship bond.
Nonverbal Communication and
Conflict
• 70-90 % of our communication is
nonverbal.
• Body language and nonverbal cues
are key in how we convey and
exchange information.
• The most important information
exchange during conflict is
nonverbally—which is conveyed by
emotionally driven facial
expressions
Tips for Active Listening:
• Listen to the reasons the other person gives for being upset.
• Paraphrase—making sure we understand what the other
person is telling us from their perspective. Ensuring what we are
hearing is what the other person is saying.
Active Listening
• Summarize and ask if we have understood correctly.
• Ask if anything remains unspoken, giving the person time to
process before answering.
• Resist the temptation to interject our own point of view until
the other person has said everything they want to say and feels
that we have listened to and understood their message.
Active Listening
Here are a few helpful examples of responses when listening
to other’s perspectives:
• “Please help me understand what has upset you”
• “I am interested to know what your hopes are”
Active Listening
Do not make assumptions. Clarify what the real problem or need
might be, and letting the other person know that we care and
want to understand:
• "Can you say more about that?"
• "Is that the way it usually happens?"
• “How have you resolved this in the past?”
Active Listening
Restate what you have heard
• "It sounds like you weren't expecting that to happen.“
Reflect feelings (being as clear as possible).
• "I can’t imagine how hard that must have been."
It’s important to validate the concerns of the other person.
• "I truly appreciate that we are talking about this"
• "I am glad that together we are able to figure this out"
“I” Statements
Using “I” statement(s) in a conflict is very powerful, as it de-
escalates the situation and takes the blame, judgment, and
criticism away from the other person.
• For example: “I feel concerned when not everyone in the group
is getting a chance to share.”
SETTING THE STAGE TO ADDRESS
CONFLICT SHOULD IT ARISE
PRINCIPLES OF PATIENT
ENGAGEMENT AND TEAM WORK
Principles of Engagement
• Prioritize Relationships
• Share Power
• Use Participatory Means
• Build Capability
Important Aspects of
Engagement
• Making decisions together
• All types of knowledges equally valued
• Appreciating resiliency, creativity, and capability
• Recognizing an abundance of experience, ideas and energy for
change
• Opportunities to collaborate at every level of decision-making
• Slowing down to listen, connect and learn
Valuing All Voices
https://researchinvolvement.biomedcentral.com/articles/10.1186/s40900-020-00217-2
CRITICAL REFLEXIVE PRACTICE
THE INDIVIDUAL LEVEL
Readiness to Engage Workbook
Critical Reflexive Practice
• What are my own personal
values, experiences, interests,
beliefs, and political
commitments in the area of
health we will be looking
at/researching?
• How do these personal
experiences relate to social
locations and processes of
oppression in the area of health
we will be looking at/researching?
CRITICAL REFLEXIVE PRACTICE
TEAM/GROUP LEVEL
Critical Reflexive Practice
• How can we become more aware of
and take advantage of opportunities
where we can challenge each others’
ideas and renegotiate power within our
project/team?
• What does resilience look like, feel
like, and sound like to you?
Deciding on an Engagement
Strategy
How do you think we can make sure that everyone’s perspectives
are included, and that we address inequities as well as issues of
social justice?
TRAUMA-INFORMED ENGAGEMENT
Deciding on an Engagement
Strategy
• In what ways do you think we can work together to make sure
everyone on the team, as well as any people involved in the
project, feel safe?
A Trauma-Informed Approach
• Trauma is a common experience;
• The impact of trauma can be central to
one’s development;
• There is a wide range of adaptations
people make in order to cope with and
survive trauma; and
• There is a relationship between trauma
and substance use, as well as mental
and physical health concerns.
Key Elements at a Glance
• Resiliency
• Bearing Witness
• Non-judgment
• Strengths-Based Affirmations
• Critical Reflexive Practice
• Choice and Collaboration
• Safety and Trustworthiness
• Empathy and Boundaries
• Self-Care/Self-Compassion
SAFE SPACES
• What does physical safety mean to you?
• What does it look like to you?
• What does it feel like to you?
• What does emotional /psychological safety mean to you?
• What does it look like to you?
• What does it feel like to you?
SAFE SPACES
• What does cultural safety mean to you?
• What does it look like to you?
• What does it feel like to you?
• What does spiritual safety mean to you?
• What does it look like to you?
• What does it feel like to you?
GUIDING PRINCIPLES & VALUES
• Work together to create list
• Prominently displayed
• Review at start of each session
CALLING OUT VS. CALLING IN
Safety vs. Comfort
https://edib.harvard.edu/calling-and-calling-out-guide
When Someone Causes Harm
• Calling Out
• Bringing public attention to an individual, group or organization’s
harmful words or behaviour
• Calling In
• An invitation to a one-on-one or small group conversation to bring
attention to an individual or group’s harmful words or behaviour,
including bias, prejudice, microaggressions or discrimination
• Harvard Diversity Inclusion and Belonging
Reasons
• To stop the perpetuation and negative affects of harmful words
or behaviour
• To create a compassionate space
• To lean into having tough conversations
Considerations
• Influence
• Safety
• Openness
• Urgency
Calling Out
• “That’s not our culture here. That’s not our values.”
• “It sounded like you said _______. Is that what you really
meant?”
• “I need to push back against that. I disagree. I don’t see it that
way.”
• “I need you to know how that comment just landed with me.”
• “It sounds like you’re making some assumptions that we need
to unpack a bit.”
Calling In
• “I’m curious. What was your intention when you said that?”
• “How might the impact of your words or actions differ from your
intent?”
• “How might someone else see this differently? Is it possible that
someone else might misinterpret your words/actions?”
• “Why do you think that is the case? Why do you believe that to
be true?”
Tips
• Criticize the behaviour, not the person
• Be specific
• Try not to condescend (integrity and respect)
• Decide whether to call out or call in
• Hope for the best, prepare for the worst
When You are Called Out or In
• Pause
• Listen
• Acknowledge
• Reflect
• Repair the harm done
SELF-CARE
Self-Care
• Having a debriefing plan;
• Having accessible counseling resources on hand;
• Having variety in your day and role;
• Attending continuing education sessions that might include
mindfulness-based stress reduction techniques;
• Taking scheduled breaks throughout the day for reflection,
socializing, exercise, eating
• Setting realistic goals for yourself
QUESTIONS
Navigating Conflict in PE Using Strengths-Based Approaches
Navigating Conflict in PE Using Strengths-Based Approaches

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Navigating Conflict in PE Using Strengths-Based Approaches

  • 1. 2024-2025 Patient Engagement Lunchtime Learning Series NAVIGATING CONFLICT IN PE USING STRENGTHS-BASED APPROACHES
  • 2. We are gathered on the ancestral and current day lands and waters of the Anishinaabeg, Cree, Ojibway-Cree, Dakota and Denesuline peoples, and on the National Homeland of the Red River Métis. In northern Manitoba, we acknowledge the ancestral lands of the Inuit and gratefully acknowledge that our water is sourced from Shoal Lake 40 First Nation. We respect the Treaties that were made on these lands, we acknowledge the harms and mistakes of the past and present, and we dedicate ourselves to move forward in partnership with Indigenous communities in a spirit of reconciliation and collaboration.
  • 3. This Photo by Unknown Author is licensed under CC BY-NC-ND
  • 4. What is Conflict • Conflict is universal—meaning it occurs across cultures, genders, and age groups. • It is crucial that we deal with conflict as appose to avoiding it.
  • 5. Strength-based Approaches to Conflict • Emphasis on transformation, self-determination, empowerment, and professional ethics, rather than problem- solving alone. • Focus on competence and abilities, as appose to deficits. • Reframe our focus and help us design strategies that support and strengthen relationships, and healthy ways to overcome conflict.
  • 6. Understanding the Needs and Motivation Behind Conflict • As human beings we all need to feel a sense of connection, belonging, understood, nurtured, and supported. • We all have differing needs for feeling comfortable and safe. • When differing needs are examined in an environment of compassionate understanding, it opens pathways to creative problem solving, team building, and improved relationships.
  • 7. How Conflict is Perceived Based on our Own Perceptions Take a moment to reflect on: 1. How do I perceive conflict? 2. How do I approach conflict? 3. What are some feelings underlying my experiences with conflict?
  • 8. Conflict, Stress, and Emotions • Conflict can trigger strong emotions and lead to feelings of stress and discomfort. • When we prepare and are proactive, we are better equipped to resolve conflict in a healthy way. • Resolving conflict increases our understanding of one another, builds trust, and strengthens our relationship bond.
  • 9. Nonverbal Communication and Conflict • 70-90 % of our communication is nonverbal. • Body language and nonverbal cues are key in how we convey and exchange information. • The most important information exchange during conflict is nonverbally—which is conveyed by emotionally driven facial expressions
  • 10. Tips for Active Listening: • Listen to the reasons the other person gives for being upset. • Paraphrase—making sure we understand what the other person is telling us from their perspective. Ensuring what we are hearing is what the other person is saying.
  • 11. Active Listening • Summarize and ask if we have understood correctly. • Ask if anything remains unspoken, giving the person time to process before answering. • Resist the temptation to interject our own point of view until the other person has said everything they want to say and feels that we have listened to and understood their message.
  • 12. Active Listening Here are a few helpful examples of responses when listening to other’s perspectives: • “Please help me understand what has upset you” • “I am interested to know what your hopes are”
  • 13. Active Listening Do not make assumptions. Clarify what the real problem or need might be, and letting the other person know that we care and want to understand: • "Can you say more about that?" • "Is that the way it usually happens?" • “How have you resolved this in the past?”
  • 14. Active Listening Restate what you have heard • "It sounds like you weren't expecting that to happen.“ Reflect feelings (being as clear as possible). • "I can’t imagine how hard that must have been." It’s important to validate the concerns of the other person. • "I truly appreciate that we are talking about this" • "I am glad that together we are able to figure this out"
  • 15. “I” Statements Using “I” statement(s) in a conflict is very powerful, as it de- escalates the situation and takes the blame, judgment, and criticism away from the other person. • For example: “I feel concerned when not everyone in the group is getting a chance to share.”
  • 16. SETTING THE STAGE TO ADDRESS CONFLICT SHOULD IT ARISE
  • 18. Principles of Engagement • Prioritize Relationships • Share Power • Use Participatory Means • Build Capability
  • 19. Important Aspects of Engagement • Making decisions together • All types of knowledges equally valued • Appreciating resiliency, creativity, and capability • Recognizing an abundance of experience, ideas and energy for change • Opportunities to collaborate at every level of decision-making • Slowing down to listen, connect and learn
  • 24. Critical Reflexive Practice • What are my own personal values, experiences, interests, beliefs, and political commitments in the area of health we will be looking at/researching? • How do these personal experiences relate to social locations and processes of oppression in the area of health we will be looking at/researching?
  • 26. Critical Reflexive Practice • How can we become more aware of and take advantage of opportunities where we can challenge each others’ ideas and renegotiate power within our project/team? • What does resilience look like, feel like, and sound like to you?
  • 27. Deciding on an Engagement Strategy How do you think we can make sure that everyone’s perspectives are included, and that we address inequities as well as issues of social justice?
  • 29. Deciding on an Engagement Strategy • In what ways do you think we can work together to make sure everyone on the team, as well as any people involved in the project, feel safe?
  • 30. A Trauma-Informed Approach • Trauma is a common experience; • The impact of trauma can be central to one’s development; • There is a wide range of adaptations people make in order to cope with and survive trauma; and • There is a relationship between trauma and substance use, as well as mental and physical health concerns.
  • 31. Key Elements at a Glance • Resiliency • Bearing Witness • Non-judgment • Strengths-Based Affirmations • Critical Reflexive Practice • Choice and Collaboration • Safety and Trustworthiness • Empathy and Boundaries • Self-Care/Self-Compassion
  • 32. SAFE SPACES • What does physical safety mean to you? • What does it look like to you? • What does it feel like to you? • What does emotional /psychological safety mean to you? • What does it look like to you? • What does it feel like to you?
  • 33. SAFE SPACES • What does cultural safety mean to you? • What does it look like to you? • What does it feel like to you? • What does spiritual safety mean to you? • What does it look like to you? • What does it feel like to you?
  • 34. GUIDING PRINCIPLES & VALUES • Work together to create list • Prominently displayed • Review at start of each session
  • 35. CALLING OUT VS. CALLING IN
  • 38. When Someone Causes Harm • Calling Out • Bringing public attention to an individual, group or organization’s harmful words or behaviour • Calling In • An invitation to a one-on-one or small group conversation to bring attention to an individual or group’s harmful words or behaviour, including bias, prejudice, microaggressions or discrimination • Harvard Diversity Inclusion and Belonging
  • 39. Reasons • To stop the perpetuation and negative affects of harmful words or behaviour • To create a compassionate space • To lean into having tough conversations
  • 41. Calling Out • “That’s not our culture here. That’s not our values.” • “It sounded like you said _______. Is that what you really meant?” • “I need to push back against that. I disagree. I don’t see it that way.” • “I need you to know how that comment just landed with me.” • “It sounds like you’re making some assumptions that we need to unpack a bit.”
  • 42. Calling In • “I’m curious. What was your intention when you said that?” • “How might the impact of your words or actions differ from your intent?” • “How might someone else see this differently? Is it possible that someone else might misinterpret your words/actions?” • “Why do you think that is the case? Why do you believe that to be true?”
  • 43. Tips • Criticize the behaviour, not the person • Be specific • Try not to condescend (integrity and respect) • Decide whether to call out or call in • Hope for the best, prepare for the worst
  • 44. When You are Called Out or In • Pause • Listen • Acknowledge • Reflect • Repair the harm done
  • 46. Self-Care • Having a debriefing plan; • Having accessible counseling resources on hand; • Having variety in your day and role; • Attending continuing education sessions that might include mindfulness-based stress reduction techniques; • Taking scheduled breaks throughout the day for reflection, socializing, exercise, eating • Setting realistic goals for yourself