When two or more parties agree to find a peaceful solution to a disagreement among them, we say it is conflict resolution. There can be personal, financial, political, or emotional disagreements. When a conflict arises, often the best action is to negotiate to resolve the disagreement.

1. Y E S H A S W I B H AV T R A I N I N G & M A N A G E M E N T S O L U T I O N S
Conflict Management

2. WHAT IS CONFLICT?
• Disagreement
• It does not necessarily involve fighting.
• Normal, inescapable part of life
• Periodic occurrence in any relationship
• Opportunity to understand opposing preferences and values

3. HOW DO WE MANAGE CONFLICT?
• Bickering, arguing or getting insistent about your point of view indicate someone who
is unskilled at handling conflicts
• So does going silent about your perspective.

4. CONFLICT RESOLUTION
• Process of trying to find a solution to a conflict.
• Ideally conflict resolution is collaborative problem-solving,
• a cooperative talking-together process that leads to choosing a plan of action that
both of you can feel good about
• Win-Win Waltz

5. SIGNALS
• When people sense disagreement they tend to feel uncomfortable.
• Discomfort, that is, slightly negative emotions, alert you to the reality that a situation
of conflict is occurring.
• That is, one person wants, thinks or does one thing, and another has a different
perspective or prefers a different course of action.

7. DECISIONS WHILE IN CONFLICT
• Decisions are one danger point.
• Any time two people need to pick a shared course of action they are at risk
• Seeing things differently can also provoke conflict.
• How to disagree agreeably?

8. SCENARIOS
• If Mom wants young Teddy to go to bed and Teddy wants to stay up longer to play on
his computer, that's a situation of conflict. Mom wants Teddy to do one thing and
Teddy wants to do another.
• If your colleague wants to take a lunch break now and you would prefer to keep
working on the assignment you are doing together for another hour before going to
eat, that's a conflict.
• "You should really be starting to cook dinner earlier so our meals don't get so late,"
that statement will provoke a double conflict. There's the diverging ideas about when
to start cooking dinner.

9. STRATEGIES IN
CONFLICT RESOLUTION

10. TURTLE
• Refuses that a conflict exists, Would prefer others do the same
• Avoids dialogue and gathering information
• Key strategies : Flee, Avoid, Deny, Ignore, Withdraw, Hope & Pray
• Leadership Qualities : Passive & Timid, Tends to spiritualize everything
• Key Characteristic: Denial
• Key Response: Avoid
• Key Aim: To weather the storm
• Favorite statement: What conflict ??

11. TEDDY BEAR
• Interested in other’s approval
• Key Strategies: agree, Give-in, Appease
• Leadership Qualities: Ineffective in group discussions
• Key Characteristic: Tolerate
• Key Response: Accommodate
• Key Aim: To Keep the peace
• Favorite statement: Whatever you say

12. FOX
• Tolerate the exchange of ideas
• Finds it uncomfortable, so he would bargain quickly
• Key Strategies: Reduce the expectations and split the difference
• Leadership Qualities: good negotiator, cautious but open, urges everyone to speak
but not too much
• Key Characteristic: Tolerate
• Key Response: Compromise
• Key Aim: each one to get a measure of victory
• Favorite statement: Meet me half way

13. SHARK
• Impatient with dialogue and information gathering
• Key Strategies: Compete, Control, Fight, Outwit, Outdo
• Leadership Qualities: Authoritative , Seeks to maintain the status quo, Feels
threatened by any act of defense and will quash it all the time
• Key Characteristic: Competition
• Key Response: Force
• Key Aim: To win at all cost
• Favorite statement: It’s my way or highway

14. OWL
• Focuses heavily on information gathering
• Prefers collaboration over compromise
• Key Strategies: Gather information, dialogue openly, explore alternatives
• Leadership Qualities: Focuses on the process, open to change & growth
• Key Characteristic: Cooperation
• Key Response: Dialogue
• Key Aim: Collaboration between all parties
• Favorite statement: My preference is…, but what is yours?
•

15. COGNITIVE VS. AFFECTIVE CONFLICT

16. USE COGNITIVE CONFLICT
• Disagreement about ideas and approaches
• Issue focused, not personal
• Characteristic of high performing groups

17. AVOID AFFECTIVE CONFLICT
• Personal antagonism fueled by differences of opinion
• Destructive to group performance and cohesion

18. HOW CAN WE
KEEP CONFLICT COGNITIVE?
• Make the approach
• Share perspectives
• Build understanding
• Agree on solutions
• Plan next steps

19. STEP 1. MAKE THE APPROACH
• Reflect before you begin
• Invite the other party to a conversation
• Be clear about your intentions
• State your goal - a positive resolution

20. STEP 2. SHARE PERSPECTIVES
• Ask for the other person’s perspective
• Paraphrase what you hear
• Acknowledge your contribution
• Describe your perspective

21. UNDERSTAND WHY YOUR VIEWS DIFFER
(Read from bottom to top)
• I take action
• I adopt beliefs
• I draw conclusions
• I add meaning
• I select data
• Observable data

22. NAME THE ISSUES
• Identify topics that the parties view as important to address
• Use concise neutral language
• Avoid pronouns
• Use issues to create the agenda

23. STEP 3. BUILD UNDERSTANDING
• Discuss one issue at a time
• Clarify assumptions
• Explore interests and feelings

24. STEP 4. AGREE ON SOLUTIONS
• Reality test – Is this doable?
• Durability test – Is this durable?
• Interest test – Does this meet all parties’ interests?

25. • Jointly create action plan
• What needs to happen?
• Who needs to do what? By when?
• How will interaction take place if problems occur?

26. LANGUAGE THAT DOES NOT WORK
• That’s true, but
• Blame
• The silent treatment

27. LANGUAGE THAT WORKS
• Contribution mapping
• The third story
• That’s true and

28. YESHASWI BHAV TRAINING & MANAGEMENT
SOLUTIONS
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