The document provides an overview of a conflict resolution training course. It discusses key concepts around identifying and understanding conflict, including the typical behaviors associated with aggressive, passive, and passive-aggressive responses to conflict. It also explains that emotions often drive conflict and make resolution difficult, as people focus more on positions than underlying interests. Resolving conflict requires addressing both substantive issues and the emotional needs and concerns of those involved.
when to use effectively each conflict management approach: avoiding; collaborating; competing; comprising; & accommodating. featuring Trust–Avoidance -Turnover Theory & Theory of Trust/No Trust – Competition – Turnover and Job Satisfaction of Yvette M. Batar
when to use effectively each conflict management approach: avoiding; collaborating; competing; comprising; & accommodating. featuring Trust–Avoidance -Turnover Theory & Theory of Trust/No Trust – Competition – Turnover and Job Satisfaction of Yvette M. Batar
Communicating With Jurors About Money Seminar Power Pointmccormick
A PowerPoint providing defense counsel with practical advice on how to counter plaintiff’s counsel’s attempts to maximize damage awards by developing the defendant’s own theme, choosing “low” damage jurors and persuasively attacking damages during closing argument.
This paper outlines some new thinking about how trust works.
- We’ll outline some problems with the current model.
- Introduce some new thinking about how emotions work.
- Share the results of some recent research that applies this model in the real world.
- Offer some practical next steps for understanding, measuring and, most importantly, addressing the trust overdraft.
When Business Becomes Personal: The Role of Emotions in NegotiationsJesús Vega-Cerdá
An introductory look at the role and impact of emotions in business-like negotiations. Within the paper, two studies are analyzed: One of them provides a general argument for emotional intelligence in negotiations; the other presents a particular emotion (disappointment) and its impact. And, while these studies present contradictory findings, they revolve around a similar thesis: emotions affect negotiations.
If we are serious about conflict - and if we want to do something about it - then we need to start by looking at what it is - and what it is not - and what we are doing about it. Some of what we have institutionalized may not be all that beneficial.
In presentation nine, one of the most important thing to gain control over is yourself, especially in a hospital setting where emotions may be running high. This presentation demonstrates the ideal ways to handle conflict in any environment, but especially in a hosptial scenario.
The Sharp-tongued Short-term Loan Vocabulary You Need to Know Before Borrowing.
Visit http://www.100dayloans.co.uk/i-hate-you-payday-loans/ to see surveys, infographics and videos that will help you borrow smarter.
2020 is four years away. But really, it’s now. The summer Olympics will be in Tokyo. The city of Melbourne has a bike plan through to 2020. People are already working, and thinking about this reality.
2121 is 105 years away. That’s the future. How many people are working and thinking beyond their own lifetimes?
Informed by the past, but rooted in the present, let’s start that journey.
We can only change the future, by acting now.
I am your user, why do you hate me linux.conf.au 2017Donna Benjamin
Open source software projects can be prickly toward their users. Poor documentation, a steep learning curve, and a finely tuned focus on excellence and quality can make a project community seem hostile. As users of many different open source projects over the years, Donna Benjamin and Leslie Hawthorn have often wondered about this problem and contemplated what to do about it. This session takes their long-standing private rant public in the hopes that it will help us all be better developers, collaborators and community members.
Conflict can be constructive.
Testing ideas by challenging them with alternatives is a useful process. But it can be uncomfortable and confronting for many people.
This session will outline the types of conflict we encounter in open source communities, and explore some techniques for using conflict as a positive force for moving issues forward and avoiding stagnation.
Learning to understand the nature of conflict itself and the ways different people respond to conflict is an important step toward building a strong, inclusive community. We’ve seen patterns emerge, it’s time to address them in a more systematic and constructive way. Can we harness the underlying passion that drives people to disagree into a force for positive action?
Let’s discuss how we can build a culture of respect to embrace the positive aspects of conflict and work together better.
Compliance Metrics: Moving from Best Practice to Standard PracticeConvercent
Measuring compliance program effectiveness is not only a top trend for 2016 but is front-of-mind for senior executives.
With staggering numbers reported around insufficient staffing for compliance teams and the increase of regulatory scrutiny, it’s time for compliance officers and practitioners to be able to step up to the plate using persuasion tactics that help increase influence across the organization through implementation of an effective decision-making process.
Communicating With Jurors About Money Seminar Power Pointmccormick
A PowerPoint providing defense counsel with practical advice on how to counter plaintiff’s counsel’s attempts to maximize damage awards by developing the defendant’s own theme, choosing “low” damage jurors and persuasively attacking damages during closing argument.
This paper outlines some new thinking about how trust works.
- We’ll outline some problems with the current model.
- Introduce some new thinking about how emotions work.
- Share the results of some recent research that applies this model in the real world.
- Offer some practical next steps for understanding, measuring and, most importantly, addressing the trust overdraft.
When Business Becomes Personal: The Role of Emotions in NegotiationsJesús Vega-Cerdá
An introductory look at the role and impact of emotions in business-like negotiations. Within the paper, two studies are analyzed: One of them provides a general argument for emotional intelligence in negotiations; the other presents a particular emotion (disappointment) and its impact. And, while these studies present contradictory findings, they revolve around a similar thesis: emotions affect negotiations.
If we are serious about conflict - and if we want to do something about it - then we need to start by looking at what it is - and what it is not - and what we are doing about it. Some of what we have institutionalized may not be all that beneficial.
In presentation nine, one of the most important thing to gain control over is yourself, especially in a hospital setting where emotions may be running high. This presentation demonstrates the ideal ways to handle conflict in any environment, but especially in a hosptial scenario.
The Sharp-tongued Short-term Loan Vocabulary You Need to Know Before Borrowing.
Visit http://www.100dayloans.co.uk/i-hate-you-payday-loans/ to see surveys, infographics and videos that will help you borrow smarter.
2020 is four years away. But really, it’s now. The summer Olympics will be in Tokyo. The city of Melbourne has a bike plan through to 2020. People are already working, and thinking about this reality.
2121 is 105 years away. That’s the future. How many people are working and thinking beyond their own lifetimes?
Informed by the past, but rooted in the present, let’s start that journey.
We can only change the future, by acting now.
I am your user, why do you hate me linux.conf.au 2017Donna Benjamin
Open source software projects can be prickly toward their users. Poor documentation, a steep learning curve, and a finely tuned focus on excellence and quality can make a project community seem hostile. As users of many different open source projects over the years, Donna Benjamin and Leslie Hawthorn have often wondered about this problem and contemplated what to do about it. This session takes their long-standing private rant public in the hopes that it will help us all be better developers, collaborators and community members.
Conflict can be constructive.
Testing ideas by challenging them with alternatives is a useful process. But it can be uncomfortable and confronting for many people.
This session will outline the types of conflict we encounter in open source communities, and explore some techniques for using conflict as a positive force for moving issues forward and avoiding stagnation.
Learning to understand the nature of conflict itself and the ways different people respond to conflict is an important step toward building a strong, inclusive community. We’ve seen patterns emerge, it’s time to address them in a more systematic and constructive way. Can we harness the underlying passion that drives people to disagree into a force for positive action?
Let’s discuss how we can build a culture of respect to embrace the positive aspects of conflict and work together better.
Compliance Metrics: Moving from Best Practice to Standard PracticeConvercent
Measuring compliance program effectiveness is not only a top trend for 2016 but is front-of-mind for senior executives.
With staggering numbers reported around insufficient staffing for compliance teams and the increase of regulatory scrutiny, it’s time for compliance officers and practitioners to be able to step up to the plate using persuasion tactics that help increase influence across the organization through implementation of an effective decision-making process.
An expanded Conflict Resolution Presentations which gives more practical advice on how to use the information.
I had members of the class give real life examples of Conflict Causes as listed on pages 13-18 . This helped bring out some very REAL issues (without centering anyone out) that we were able to provide resolutions for. Worked well. Good Luck.
Conflict can be constructive.
Testing ideas by challenging them with alternatives is a useful process. But it can be uncomfortable and confronting for many people.
We value consensus. This is one of the Drupal community's great strengths. However, when consensus can't be reached, valuable time and energy is wasted. Contributions are left to languish forgotten in an issue queue.
This session will outline the types of conflict we encounter in the Drupal community, and explore some techniques for using conflict as a positive force for moving issues forward and avoiding stagnation.
Let's discuss how we can build a culture of respect to embrace the positive aspects of conflict and work together better.
https://amsterdam2014.drupal.org/session/constructive-conflict-resolution
Quicklink: https://joind.in/11977
Six essential skills for managing conflict and negiotiating in organizationsHealthcare consultant
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGIOTIATING IN ORGANIZATIONS.
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders, managers and employees into ‘psycho-logical hostages’ who are paralyzed and unable to challenge others.
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGOTIATING IN ORGANIZATIONS b...Healthcare consultant
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders,managers and employees into ‘psychological hostages’ who are paralyzed and unable to challenge others.
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6 Ethical Conflict Management and NegotiationChapter Preview· .docxalinainglis
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
Conflict Management and Negotiation- Ch.21Brenna Lynch, Eliz.docxzollyjenkins
Conflict Management and Negotiation- Ch.21
Brenna Lynch, Elizabeth Adams, Dominique Barnes
Conflict:
Conflict -internal or external discord that results from differences in ideas, values, or feelings between two or more people. Can be created by a difference in:
Economic values, professional values, competition, limited resources, poorly defined role expectations
*Can you think of a time that you experienced conflict within your work environment? Conflict is not always a negative experience. It is naturally occuring and expected. Amplified positive outcomes can come from conflict.
“Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed”.
Conflict Resolution- Negotiation is a conflict resolution strategy. Skills necessary to manage conflict effectively can be learned! Conflict may be used as a conduit for growth, innovation, and productivity within a workplace.
Conflict has both a qualitative and quantitative nature!
“Directing” management:
Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts at a later time. The difference is in the quality or significance of that conflict to the person experiencing it. Although quantitative and qualitative conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, quantitative and qualitative conflicts can lead to demoralization, decreased motivation, and lowered productivity.
The Conflict Process:
Before managers can or should attempt to intervene in conflict, they must be able to assess its five stages accurately. The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced if managers examined the organization more closely for antecedent conditions. For example, change and budget cuts almost invariably create conflict. Such events, therefore, should be well thought out so that interventions can be made before the conflicts created by these events escalate.
If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at this stage before it is internalized or felt. In an environment characterized by open communication and mutual support, many conflicts can be resolved simply by pointing out that a potential or actual problem exists.
The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger..
Conflict is inevitable in any team, organisation or family, but the secret to healthy teams,
organisations and families is in how we manage that conflict. Recent research suggests
not only that conflict is something that healthy groups experience, but actually that it is
essential to healthy group functioning. This presentation from London Business School Professor Peterson provided both a framework for understanding how to resolve conflict effectively, and a number of specific and practical tips for managing conflicts in your team.