Conflict Resolution
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Developed to help employees understand how to work thorough conflict by finding their conflict resolution style and then utilizing that to guide them.
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Conflict Resolution
- 1. Conflict Resolution Resolving conflict rationally and effectively Underground Vaults & Storage, Inc. 4/2009
- 2. “Don’t be afraid of opposition. Remember, a kite rises against, Not with, the wind.” ~Hamilton Mabie
- 3. Course Content • Conflict styles • Why conflict is important • Conflict resolution process • How to avoid future conflict
- 4. How do I handle conflict? • Conflict Style Inventory • Thomas-Kilmann Conflict Mode Instrument – Forcing/Competitive – Collaborative – Compromising – Accommodating – Avoiding
- 6. Why Conflict is Important • Keeps the organization vibrant – Status quo is insufficient – Can react to change – Keeps group thinking for itself • Produces better solutions – Win-win solution – Guide team instead of micromanage • Increases the organizations ROI
- 7. Conflict Resolution Process • Guiding principles • Must be constructive and with a plan to avoid getting pulled into an argument • Combined effort of people from differing experiences produces better results • Must be open to others differences and opinions
- 8. Set the Scene • Environment • Audience/participants • Acknowledge the conflict • If needed, take a moment to restore emotional levels, then regroup
- 9. Gather Information • Active listening to others’ view – Restate – Paraphrase – Summarize • Identify issues clearly and concisely • Use “I” statements • Remain Flexible • Clarify feelings
- 10. Agree • Find a common perception of the problem • Understand the others point of view – Why they feel the way they do – Needs, goals, interests can affect perception
- 11. Brainstorm solutions • As a group • Generate fair input • Be open to all ideas • Consider things you hadn’t thought of before • Wait to discuss ideas until brainstorming is done to encourage participation
- 12. Negotiate a Solution •Mutual solution may already be clear •If solution has not surfaced, seek resolution with a win-win negotiation situation = what can we do so all parties walk away happy?
Notes de l'éditeur
- Forcing/Competitive; Firm stand, know what they want;want position of power; good for emergency situations needing quick resolution; good for unpopular decisions; good for defending against someone trying to exploit a situation selfishly. Can leave people feeling bruised, unsatisfied, resentful when used in less urgent situations. Collaborative; Try to meet the needs of all involved; can be highly assertive; cooperate effectively and acknowledge all are important. Useful when bringing together many viewpoints; when there have been previous conflict in the group; when situation is too important for a trade-off. Compromising; Try to find a solution that is partially satisfying to all; everyone gives up something (including the compromiser). Useful when cost of conflict is greater than cost of losing ground; equal strength opponents and deadlines loom. Accommodating; Willingness to meet needs of others at personal expense; knows when to give in to others but often surrenders when not necessary; not assertive but highly cooperative. Good when issues matter more to other party; when peace is more important than winning; when favors are due or promised. Overall, this approach will often not give satisfactory outcomes for any involved parties. Avoiding; Evade conflict entirely; delegation of controversial decisions; accepting default decisions; not wanting to hurt others’ feelings. Appropriate when victory is impossible, controversy is trivial, feelings are at stake, or when someone else can better solve situation. Overall is weak and ineffective approach.
- Guiding principles; Be calm, Be patient, Have respect