The concept of Interpersonal conflict
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What is Conflict? An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from other parties in achieving their goals . . to read more visit... marketingskull.com
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This document discusses organizational conflict and conflict resolution. It defines organizational conflict as discord between people working together due to opposing needs, values, and interests. There are four main types of organizational conflict: interpersonal, intrapersonal, intragroup, and intergroup. Conflict resolution is the process of reaching an agreement to end a disagreement or dispute. It aims to find a peaceful solution that all parties can agree on through negotiation and understanding different perspectives. The document outlines seven steps for successfully negotiating conflict resolution: understand the conflict, communicate, brainstorm solutions, choose the best solution, use a mediator, explore alternatives, and cope with pressure.
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This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
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This presentation discusses approaches for managing interpersonal conflict. It defines conflict and interpersonal conflict as disagreements that interfere with goals. The Thomas Conflict Resolution Approach identifies five styles for resolving conflicts based on assertiveness and cooperation: avoiding, accommodating, compromising, competing, and collaborating. Behavioral styles like director, analyzer, relator, and socializer can also influence conflict handling. When dealing with difficult subordinates or bosses, managers should understand individuals, communicate positively, assess needs, and use techniques like reassigning tasks or modifying behaviors.
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This document discusses conflict management in organizations. It defines conflict and presents different views of conflict, including the traditional, human relations, and interactionist views. It describes sources and levels of conflict within organizations, and types of conflict such as interpersonal, intragroup, and intergroup. The document outlines the conflict management process and five styles of managing conflict: competing, accommodating, avoiding, collaborating, and compromising. It provides techniques for managing conflict effectively and resolving disputes. The overall aim is to explain conflict in organizations and strategies for addressing it productively.
Conflict management
The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.
Conflict management
This document discusses conflict management and resolution. It defines conflict as a disagreement between parties where each wants their views accepted over others. Conflicts are inevitable and cannot be predicted, but can be resolved. There are different views on conflict, from seeing it as always harmful to sometimes positive when encouraging new ideas. Conflicts have multiple causes and types, from interpersonal to between groups, and can be functional or dysfunctional for an organization. The document outlines the typical stages in a conflict process and different strategies for resolution, including problem solving, compromise, and third-party negotiation techniques. It emphasizes that conflicts cannot be eliminated but must be effectively managed.
Conflict management
The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
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Conflict Management
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .
Conflict Management
This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
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This presentation discusses approaches for managing interpersonal conflict. It defines conflict and interpersonal conflict as disagreements that interfere with goals. The Thomas Conflict Resolution Approach identifies five styles for resolving conflicts based on assertiveness and cooperation: avoiding, accommodating, compromising, competing, and collaborating. Behavioral styles like director, analyzer, relator, and socializer can also influence conflict handling. When dealing with difficult subordinates or bosses, managers should understand individuals, communicate positively, assess needs, and use techniques like reassigning tasks or modifying behaviors.
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This document discusses conflict management in organizations. It defines conflict and presents different views of conflict, including the traditional, human relations, and interactionist views. It describes sources and levels of conflict within organizations, and types of conflict such as interpersonal, intragroup, and intergroup. The document outlines the conflict management process and five styles of managing conflict: competing, accommodating, avoiding, collaborating, and compromising. It provides techniques for managing conflict effectively and resolving disputes. The overall aim is to explain conflict in organizations and strategies for addressing it productively.
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The document discusses the causes and types of conflict in the workplace. It states that conflict is a natural and sometimes beneficial part of organizations, arising from differences in personalities, perspectives, goals, and structural factors like ambiguous responsibilities. Conflict occurs when one party can negatively impact another, such as in supervisor-subordinate, team member, or customer interactions. The document outlines various reasons for conflict, including communication problems, power struggles, dissatisfaction with leadership, and organizational changes. It also distinguishes between constructive conflict that produces useful change and dysfunctional conflict that hinders performance and morale.
Conflict management
This document discusses conflict management and resolution. It defines conflict as a disagreement between parties where each wants their views accepted over others. Conflicts are inevitable and cannot be predicted, but can be resolved. There are different views on conflict, from seeing it as always harmful to sometimes positive when encouraging new ideas. Conflicts have multiple causes and types, from interpersonal to between groups, and can be functional or dysfunctional for an organization. The document outlines the typical stages in a conflict process and different strategies for resolution, including problem solving, compromise, and third-party negotiation techniques. It emphasizes that conflicts cannot be eliminated but must be effectively managed.
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The document discusses different types of conflicts that can occur within individuals and between groups. It describes intra-personal conflicts that occur within an individual, inter-personal conflicts between two individuals, intra-group conflicts between members of the same group, and inter-group conflicts between different groups. It also discusses potential causes of conflicts, such as psychological needs, resources, values, and provides examples of different types of conflicts.
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The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
CONFLICT MANAGEMENT
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Conflict Management and conflict resolution techniques
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Conflict resolution
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Conflict Management Strategy
The document outlines a 9-step process for choosing the right conflict management strategy in the workplace:
1. Call a meeting and define the situation factually without judgment.
2. Discuss possible negative issues while emphasizing they are perceptions, not facts.
3. Encourage looking at possible positive aspects to build on.
4. Discuss various options and gain commitment to positive aspirations.
5. Generate plans to achieve listed aspirations and address remaining negatives.
6. Establish a structure to accomplish goals.
7. Discuss the costs of non-compliance.
8. Decide how to evaluate progress.
9. Summarize and reinforce the positive goals.
Conflict management
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
Workplace conflict
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Self Assessment Test for Conflict Management
This 15 question assessment will help you to understand your conflict style as per the Thomas Kilmann Conflict Resolution Model. See more about that model in a video: http://blog.authenticjourneys.info/2015/11/conflict-management-model-thomas.html
Handling Conflict At Workplace
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
Conflict management
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
How to Handle Conflict at Workplace
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
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Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
CONFLICT & CONFLICT PROCESS
The document outlines a 5-stage conflict process: 1) potential opposition arises from differences in opinions, interests, or needs; 2) cognition and personalization where a party perceives a conflict; 3) intentions where parties determine whether to cooperate, compete, avoid, accommodate, or compromise; 4) behavior where intentions are enacted through interaction; 5) outcomes which can be functional and improve performance or disfunctional and hurt productivity. It defines conflict as a perception of differences and discusses how all unresolved conflicts lower performance.
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a presentation on what conflict is, how conflicts arise and how conflicts can be managed and resolved.
Conflict management
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
Managing conflict
This document provides guidance on managing conflict through different strategies. It discusses five strategies for dealing with conflict: avoidance, accommodation, forcing, compromise, and collaboration. The strategy that is most appropriate depends on factors like the importance of the issue, relationships, and time constraints. The document also provides tips for managing your own interpersonal conflicts, helping two individuals manage conflicts, and helping groups manage conflicts. These tips include focusing on interests not positions, using "I" statements, active listening, and looking for agreement.
Causes and stages of conflict
The document discusses the causes and stages of conflict. It defines conflict as an expressed struggle between parties with incompatible goals, scarce resources, or interference. The main causes of conflict discussed are conflicting resources, styles, perceptions, goals, pressures, roles, personality differences, and misunderstandings. The stages of conflict are analysis, confrontation, and resolution. In analysis, the best strategy is determined and sources identified. Confrontation involves storytelling. Resolution includes brainstorming solutions, choosing one, and agreeing to monitor changes.
Organizational conflict
The document discusses organizational conflict. It begins by defining conflict as a disagreement between incompatible ideas, interests, or people. It then discusses various types of conflict including task conflict, relationship conflict, and conflicts of interest. Several causes of workplace conflict are outlined, such as personal clashes, misunderstandings, lack of cooperation, and differences in beliefs. Strategies for managing conflict constructively include open communication, listening to different perspectives, and focusing on problem-solving rather than changing people. The document emphasizes developing self-awareness and trust to facilitate conflict resolution.
Conflict mgt.
Conflict arises from differences in ideas, priorities, beliefs, and goals between two or more parties. It can be constructive by clarifying issues and building understanding, or destructive if it hinders productivity and causes tension. There are various types of conflict including interpersonal, intra-group, inter-group, and inter-organizational. Conflict management strategies include avoiding or accommodating conflict, competing for one's own position, compromising, and collaborating for mutually agreeable solutions. Diagnosing issues, planning a strategy, preparing through problem-solving and practice, and implementing and evaluating the resolution process can help manage conflicts effectively.
Managing Conflict in the Workplace
Here are a few suggestions for how to resolve this conflict productively:
1. Schedule a respectful meeting with your colleague to discuss the issues openly and find understanding. Clarify expectations and goals for the project.
2. Suggest calibrating a third educator as a compromise, while being open to your colleague's perspective as well. Explain your reasoning calmly.
3. If agreement can't be reached, consider involving your department chair or grant administrator to mediate and help find the best path forward.
4. Maintain focus on the overall goals of the research and patients, not personal disagreements. Seek cooperative solutions.
5. Document all decisions agreed upon to avoid future misunderstandings. Keep
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Conflicts are a major feature of every society but conflicts usually have an adverse effect when not properly managed.
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There are five main types of workplace conflicts: misunderstandings, disrespect between coworkers, ego clashes, impatience, and insecurity over losing control. There are also different styles for managing conflicts, including avoiding, accommodating, competing, compromising, and collaborating. When resolving conflicts, it is important to listen to understand others, identify each person's needs, find a mutually agreeable solution, and end on a positive note.
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The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
CONFLICT MANAGEMENT
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Conflict Management and conflict resolution techniques
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Conflict resolution
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Conflict Management Strategy
The document outlines a 9-step process for choosing the right conflict management strategy in the workplace:
1. Call a meeting and define the situation factually without judgment.
2. Discuss possible negative issues while emphasizing they are perceptions, not facts.
3. Encourage looking at possible positive aspects to build on.
4. Discuss various options and gain commitment to positive aspirations.
5. Generate plans to achieve listed aspirations and address remaining negatives.
6. Establish a structure to accomplish goals.
7. Discuss the costs of non-compliance.
8. Decide how to evaluate progress.
9. Summarize and reinforce the positive goals.
Conflict management
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
Workplace conflict
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Self Assessment Test for Conflict Management
This 15 question assessment will help you to understand your conflict style as per the Thomas Kilmann Conflict Resolution Model. See more about that model in a video: http://blog.authenticjourneys.info/2015/11/conflict-management-model-thomas.html
Handling Conflict At Workplace
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
Conflict management
The document discusses conflict in the workplace and methods for managing conflict. It notes that the top causes of conflict are personality differences, non-compliance with rules, misunderstandings, and competition. While conflict can foster innovation and improve solutions, it can also decrease productivity, create dissatisfaction, and contribute to absence. The document outlines four approaches to managing conflict: accommodating, avoiding, compromising, and collaborating, with collaborating seen as the most effective method. It also discusses using the Johari Window model to improve self-awareness and relationships between individuals and groups in the workplace.
How to Handle Conflict at Workplace
Conflict arises in workplaces due to differences in opinions, values, and approaches between individuals and groups. There are various types of conflicts including intrapersonal, interpersonal, functional, and intergroup. Conflict can have both positive effects such as improving problem solving and group cohesion, as well as negative effects like reduced productivity and delays. Managers should address conflict through open communication, listening, asking questions, asserting positions respectfully, negotiating, problem solving, and managing emotions to resolve issues in a healthy way.
Conflict management in the workplace
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
CONFLICT & CONFLICT PROCESS
The document outlines a 5-stage conflict process: 1) potential opposition arises from differences in opinions, interests, or needs; 2) cognition and personalization where a party perceives a conflict; 3) intentions where parties determine whether to cooperate, compete, avoid, accommodate, or compromise; 4) behavior where intentions are enacted through interaction; 5) outcomes which can be functional and improve performance or disfunctional and hurt productivity. It defines conflict as a perception of differences and discusses how all unresolved conflicts lower performance.
Conflict Resolution Skills
a presentation on what conflict is, how conflicts arise and how conflicts can be managed and resolved.
Conflict management
This document discusses conflict management in organizations. It notes that 60-80% of difficulties in organizations stem from strained employee relationships, and that replacing an employee can cost 150% of their annual salary. Fortune 500 executives also spend 20% of their time dealing with litigation. The document defines conflict as a process where one party feels their interests are being opposed or negatively affected by another. Common causes of workplace conflict include differing goals, styles, perceptions, pressures, roles, values and policies between employees. Symptoms of unresolved conflict include decreased productivity, absenteeism, costs, morale and poor communication. The document outlines strategies for managing conflict, including forcing, accommodating, avoiding, compromising and collaborating.
Managing conflict
This document provides guidance on managing conflict through different strategies. It discusses five strategies for dealing with conflict: avoidance, accommodation, forcing, compromise, and collaboration. The strategy that is most appropriate depends on factors like the importance of the issue, relationships, and time constraints. The document also provides tips for managing your own interpersonal conflicts, helping two individuals manage conflicts, and helping groups manage conflicts. These tips include focusing on interests not positions, using "I" statements, active listening, and looking for agreement.
Causes and stages of conflict
The document discusses the causes and stages of conflict. It defines conflict as an expressed struggle between parties with incompatible goals, scarce resources, or interference. The main causes of conflict discussed are conflicting resources, styles, perceptions, goals, pressures, roles, personality differences, and misunderstandings. The stages of conflict are analysis, confrontation, and resolution. In analysis, the best strategy is determined and sources identified. Confrontation involves storytelling. Resolution includes brainstorming solutions, choosing one, and agreeing to monitor changes.
Organizational conflict
The document discusses organizational conflict. It begins by defining conflict as a disagreement between incompatible ideas, interests, or people. It then discusses various types of conflict including task conflict, relationship conflict, and conflicts of interest. Several causes of workplace conflict are outlined, such as personal clashes, misunderstandings, lack of cooperation, and differences in beliefs. Strategies for managing conflict constructively include open communication, listening to different perspectives, and focusing on problem-solving rather than changing people. The document emphasizes developing self-awareness and trust to facilitate conflict resolution.
Conflict mgt.
Conflict arises from differences in ideas, priorities, beliefs, and goals between two or more parties. It can be constructive by clarifying issues and building understanding, or destructive if it hinders productivity and causes tension. There are various types of conflict including interpersonal, intra-group, inter-group, and inter-organizational. Conflict management strategies include avoiding or accommodating conflict, competing for one's own position, compromising, and collaborating for mutually agreeable solutions. Diagnosing issues, planning a strategy, preparing through problem-solving and practice, and implementing and evaluating the resolution process can help manage conflicts effectively.
Managing Conflict in the Workplace
Here are a few suggestions for how to resolve this conflict productively:
1. Schedule a respectful meeting with your colleague to discuss the issues openly and find understanding. Clarify expectations and goals for the project.
2. Suggest calibrating a third educator as a compromise, while being open to your colleague's perspective as well. Explain your reasoning calmly.
3. If agreement can't be reached, consider involving your department chair or grant administrator to mediate and help find the best path forward.
4. Maintain focus on the overall goals of the research and patients, not personal disagreements. Seek cooperative solutions.
5. Document all decisions agreed upon to avoid future misunderstandings. Keep
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The concept of Interpersonal conflict
- 2. • It is impossible to eliminate conflict • It is possible to manage it • Essential for healthier and stronger relationships
- 3. The Nature of Conflict What is Conflict? An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from other parties in achieving their goals
- 4. The Nature of Conflict Expressed struggle Perceived incompatible goals Perceived scarce rewards Interdependence
- 5. Styles of Expressing Conflict Different ways of handling conflict Nonassertion Direct Aggression Passive Aggression Indirect Communication Assertion
- 6. NONASSERTION When you can’t express your thoughts/feelings When you don’t want to express your thoughts/feelings REASONS Lack of confidence Lack of awareness By choice
- 7. NONASSERTION Forms of nonassertion: i. Avoidance (physical/conversational) ii. Accommodation Sometimes avoidance and accommodation are sensible. Clear drawbacks too
- 9. PASSIVE AGGRESSION Expressing anger in an indirect way
- 10. Also called ‘crazymaking’ Pseudoaccomodators Guiltmakers Jokers Trivial tyrannizers Withholders
- 11. Conveying message in an indirect way Better than nonassertion Kinder than aggression Protects us from problems Saves face for the listeners Risks of misunderstanding/no understanding
- 12. ASSERTION Most skillful approach towards conflicts
- 13. Assertion Ability to state your needs and feelings CLEARLY without using aggression Maintains self-respect of both parties Doesn’t always succeed because of other party’s different style
- 14. Every conflict is a struggle to have one’s goals met
- 15. Win-Lose Lose-Lose Compromise Win-Win Methods of Conflict Resolution
- 17. Power is the main force is such situations Physical power Authority Sometimes win-lose is necessary When resources are little When other party insists on defeating you/self defense When other party is behaving in a CLEARLY wrong way
- 18. Neither side is satisfied Common way of resolving conflicts Ego comes in
- 19. Both parties get SOME of what they wanted Both sacrifice part of their goals Not always an ideal option
- 20. A solution that satisfies the needs of everyone Working together is important here Some compromises are a type of win-win But ideally both parties should get what they want (to call it a win-win)
- 21. Steps in Win-Win Method Identify your needs/problems Make a date Describe your needs/problem Partner checks back Find out what your partner needs Check your understanding of the partner’s needs Negotiate a solution Follow up on the solution
- 22. Step 1 Identify your problem and unmet needs • Know that the problem is yours • Identify your unmet needs • feelings
- 23. Step 2 Make a date • Find the right time and place • Not everyone is ready all the time to talk about conflicts
- 24. Step 3 Describe your problems and needs • Be specific • Don’t use abstract terms
- 25. Step 4 Partner checks back • Very important to make sure if the partner understands your problem
- 26. Step 5 Find out what your partner needs • It is fair and just • Unhappy partner will make it difficult for you to feel satisfied • Ask the partner clearly • Use listening skills
- 27. Step 6 Check your understanding of partner’s needs • Paraphrase • Ask Questions
- 28. Step 7 Negotiate a solution • Think of different solutions • Evaluate them • Decide on best solution
- 29. Step 8 Follow up on solution Set aside some time to talk over how things are going
- 30. The End To read more visit; https://daamarketer.com/what-is- interpersonal-communication-and- interpersonal-conflict/