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Conflict Resolution

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Steps in dealing with conflict.

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Conflict Resolution

  1. 1. Wyoming Association of Municipalities<br />Annual Convention<br />June 12th, 2009<br />Conflict Resolution<br />Presented by:<br />Juliet Daniels & Bill Taylor<br />University of Wyoming Cooperative Extension Service<br />
  2. 2. Conflict is natural, inevitable and necessary !<br /> Conflict creates tensionand pressure for change and all change creates some conflict.<br />2<br />
  3. 3. Have you experienced conflict in a meeting?<br />Yes<br />No<br />
  4. 4. Did the conflict result in a positive or negative outcome?<br />Positive outcome<br />Negative outcome<br />
  5. 5. Nonviolent Action<br />Administrative<br />Arbitration<br />Inaction<br />Facilitation<br />Judicial<br />Negotiation<br />Mediation<br />Legislative<br />Violence<br />Increasing formality & 3rd Party Influence<br />Continuum of Approaches to Conflict<br />5<br />
  6. 6. Personal Antagonism<br />Shift from non-personal, external disagreement to the other person being seen as the problem<br />Social Transformation of Conflict<br />6<br />
  7. 7. Issue Proliferation<br />“I don’t like your horse either !”<br />“You slighted me back in 1975?”<br />Antagonism moves from specific to general<br />Social Transformation of Conflict<br />7<br />
  8. 8. Triangle<br />Problem<br />Talk aboutnot with<br />Social Transformation of Conflict<br />8<br />
  9. 9. Barriers to Communicationand Agreement<br /><ul><li>Personal discomfort
  10. 10. Overly protective or defensive emotional responses by self or others
  11. 11. Emotional or hostile environment</li></ul>9<br />
  12. 12. When emotions are understood…<br /><ul><li>Differences may be negotiated without becoming too personal
  13. 13. Participants may not get upset as quickly</li></ul>Emotions in Conflict Situations<br />10<br />
  14. 14. People are most comfortable in the “emotional zone” they are accustomed to.<br /><ul><li>Those who grew up in hostile settings tend to explode or implode.
  15. 15. Those who grew up in nurturing environments may interpret explosiveness as hostility and recoil from a hostile person
  16. 16. They may speak past each other</li></ul>Emotional or Hostile Environments<br />11<br />
  17. 17. <ul><li>No one is completely powerless
  18. 18. Denial of one’s power is a small step away from abusing it
  19. 19. Significant power inequalities provide occasion for abuse of power
  20. 20. Constructive conflict transformation will work toward a balance of power</li></ul>Key Principles of Power<br />12<br />
  21. 21. Kinds of Power<br />Exploitive<br />Manipulative<br />Competitive<br />Nutritive<br />Collaborative<br />13<br />
  22. 22. Which power do you use most often?<br />Exploitive<br />Manipulative<br />Competitive<br />Nutritive<br />Collaborative<br />
  23. 23. Which power is most often used over you?<br />Exploitive<br />Manipulative<br />Competitive<br />Nutritive<br />Collaborative<br />
  24. 24. Sources of Power<br />16<br />
  25. 25. Will collaborative conflict resolution work?<br />Yes<br />No<br />
  26. 26. <ul><li>Issues can be easily defined
  27. 27. The dispute is not over constitutional rights or societal values
  28. 28. There are enough diverse issues to provide opportunities for trade-offs
  29. 29. The parties are readily identifiable</li></ul>Collaborative Processes may work if…<br />18<br />
  30. 30. <ul><li>All parties have a legitimate spokesperson
  31. 31. There is relative power balance between the parties (i.e. nobody can dictate the outcome)
  32. 32. A continuing relationship is likely
  33. 33. There is a realistic time deadline
  34. 34. Parties are motivated to negotiate issues on their merits</li></ul>Collaborative Processes may work if… <br />19<br />
  35. 35. Stages of a successful change process<br /><ul><li>Establish a sense of urgency
  36. 36. Create the guiding coalition
  37. 37. Communicate the change vision
  38. 38. Empower broad-based action
  39. 39. Generate short-term wins
  40. 40. Consolidate gains and make more change
  41. 41. Anchor new approaches in the culture</li></ul>How Does CollaborativeConflict Resolution Work ? <br />20<br />
  42. 42. <ul><li>All stakeholders– Be inclusive
  43. 43. Blockers
  44. 44. Approvers
  45. 45. Experts
  46. 46. Interested public </li></ul>Collaborative Process –Who should attend?<br />21<br />
  47. 47. Be an unbiased “process <br />agent”<br />Fosters attitude that conflict is an opportunity,not a threat<br />Role of Facilitator<br />22<br />
  48. 48. <ul><li>Purpose & Type
  49. 49. Agenda
  50. 50. Logistics
  51. 51. Conducting
  52. 52. Follow - Up</li></ul>Planning the Meeting<br />23<br />
  53. 53. <ul><li>Don’t react to outbursts
  54. 54. Do use only “I” statements, not “you statements
  55. 55. Do use symbolic gestures to show your sincerity – hand shake, call, card, etc.
  56. 56. Do put yourself in their shoes – (What are they feeling? Why? What are their needs?)
  57. 57. Don’t deduce their intention from your fears
  58. 58. Don’t blame them for your problem
  59. 59. Do discuss each other’s perceptions</li></ul>24<br />Conflict Resolution Do’s and Don’ts (cont.)<br />
  60. 60. <ul><li>Do look for chances to act inconsistently with their perception of you
  61. 61. Don’t reveal statements made in confidence to the facilitator – the neutral party
  62. 62. Don’t use names or derogatory personal statements
  63. 63. Do have everyone participate actively
  64. 64. Do allow each person to speak
  65. 65. Do give spokesmen authority to speak for their groups
  66. 66. Don’t put out media releases without consensus</li></ul>Conflict Resolution Do’s and Don’ts (cont.)<br />25<br />
  67. 67. How to Get to Yes<br /><ul><li>Separate the people from the problem
  68. 68. Focus on interests, not positions
  69. 69. Invent options for mutual gain
  70. 70. Insist on using objective criteria</li></ul>Principles of Effective Dispute Management<br />26<br />*Handout: “Conflict Resolution Styles”<br />
  71. 71. <ul><li>Overcome obstacles
  72. 72. Separate inventing from deciding</li></ul>Brainstorm with your own group<br />Then consider brainstorming with the other side<br /><ul><li>Broaden your options
  73. 73. Look for mutual gain
  74. 74. Insist on using objective criteria
  75. 75. Make their decision easy - BATNA</li></ul>Inventing Options<br />27<br />
  76. 76. BATNA – Best Alternative To A Negotiated Agreement<br /><ul><li>Parties need to be aware of what will be their best outcome if no agreement can be reached
  77. 77. How prepared are you to settle for your BATNA? How much impetus does this give you to find an agreement?
  78. 78. What will be the BATNA of the other parties?</li></ul>28<br />
  79. 79. <ul><li>Analysis
  80. 80. Planning
  81. 81. Discussion</li></ul>Three Stages of Consensus<br />29<br />*Handout: “Workable Agreements”<br />
  82. 82. <ul><li>Different persons have different roles within the functioning of a group
  83. 83. Role confusion or usurpation can delay or derail the process
  84. 84. See group role handout</li></ul>Roles Within a Group<br />30<br />* Handout: “Roles Within A Group”<br />
  85. 85. Road Blocks to Communication<br /><ul><li>Their position
  86. 86. Their dissatisfaction
  87. 87. Their power</li></ul>Dealing With People<br />31<br />
  88. 88. “Your goal is not to win over them, to win them over.” – Getting Past No<br />Five Steps<br />Go to the balcony<br />Step to their side<br />Reframe<br />Build them a Golden Bridge<br />Use power to educate<br />Turning Adversaries into Partners<br />32<br />*Handout: “Handling Problem People”<br />
  89. 89. THIS WORKSHOP…<br />Provided new information<br />Reinforced what I already knew<br />Provided no new information<br />
  90. 90. HOW MUCH KNOWLEDGE DID YOU GAIN?<br />A lot<br />A moderate amount<br />Some<br />Not much<br />None<br />
  91. 91. MY ATTENDANCE TODAY MOTIVATED ME TO THINK.<br />A lot<br />A moderate amount<br />Some<br />Not much<br />None<br />
  92. 92. MY ATTENDANCE TODAY MOTIVATED ME TO WANT TO LEARN MORE.<br />A lot<br />A moderate amount<br />Some<br />Not much<br />None<br />
  93. 93. MY ATTENDANCE TODAY MOTIVATED ME TO DO SOMETHING DIFFERENT.<br />A lot<br />A moderate amount<br />Some<br />Not much<br />None<br />
  94. 94. 38<br />Questions<br />Thank You!<br />

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