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Dispute Resolution and Conflict Management

Dispute Resolution and Conflict Management. Human Capital Conference. Pete Swanson Carr Swanson & Randolph, LLC March 14, 2005. Learning Objectives. Identify how style impacts behaviors, Learn approaches for dealing with divergent styles.

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Dispute Resolution and Conflict Management

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  1. Dispute Resolution and Conflict Management Human Capital Conference Pete Swanson Carr Swanson & Randolph, LLC March 14, 2005

  2. Learning Objectives Identify how style impacts behaviors, Learn approaches for dealing with divergent styles

  3. When dealing with difficult behaviors, what is your role as a supervisor? • Traffic cop • Teacher • Counselor • Disciplinarian • Friend • Mentor • ??

  4. People Maybe Options

  5. TheTank TheSniper TheGrenade TheKnow-It-All TheThink-They-Know-It- All TheYesPerson TheMaybePerson TheNothingPerson TheNoPerson TheWhiner 10 Classic Problem Types Adapted from Dealing With People You Can’t Stand, Dr. Rick Brinkman & Dr. Rick Kirschner

  6. From the Norm to the Extreme… Task Focus NormalZone Passive Aggressive People Focus

  7. From Conflict to Cooperation Essential Skills • Neutralizing • Any action that neutralizes negative behavior in order to meet them where they are and move to common ground • Redirecting • Any behavior that changes the direction of an interaction. Neutralizing precedes redirecting.

  8. Neutralizing • Neutralize with body and facial expressions • Neutralize vocally with volume and speed • Don’t Engage -- Probe! • Listen to understand -- it is not “mine or theirs” • Empathize • Backtrack • Clarify • Summarize what you’ve heard • Confirm to make sure you got it right

  9. Redirecting • Identify positive intent • Their point is valid • Apply “Positive Intent” to… • Getting the job done • Getting the job done right • Getting along with others • Getting appreciation

  10. Speak to be Understood • Assertion vs. Aggression -- monitor your tone of voice • State your intention • Tactfully control interruptions • Tell your truth • Use “I” language • Be specific about the problem behavior (impact) • Help them understand how their behavior is self defeating • Suggest new behaviors or options • Stay flexible --explore options -- question before defending • Reframe instead of rebut

  11. Get What You Project and Expect • Raise your expectations of people to help them raise their expectations of themselves. • Acknowledge their effort • Be tough on bad behavior • Expect good behavior • Assume the best and give the benefit of the doubt • Appreciate constructive criticism • Don’t be defensive • Verbally appreciate the person providing the criticism • Redirect if necessary - focus on activities, not persons

  12. Take responsibility -- know when it happens Tell people what is happening with you -- they will help Slow down! Acknowledge the negative chatter in your head -- it is not about you! Check your, and others, assumptions Emotionally Detach! Don’t identify with the situation or take it as an attack Choices for Defensive Behavior

  13. Contact information Pete Swanson Pswanson@csradr.com 703.818.1740

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