Morris Mosley LCSW Work Group Specialist

1. Establishing Conflict Resolution Protocols Morris Mosley LCSW Work Group Specialist

2. Avoiding conflict compromises the individual’s ability to problem solve. This will in time, compromise the group’s ability to function as a collective. Do we have an established routine for resolving conflict in the workplace? Avoiding conflict compromises collective autonomy Enabling conflict compromises collective identity Manipulating conflict compromises collective trust Blaming conflict compromises collective initiative Resolving conflict demonstrates collective competence Are we compromising our collective strengths as a result of efforts to avoid individual discomfort with conflict?

3. The nature of the conflict may influence the resolution approach. Conflict Unfairness Perceptions avoidance favoritism authorship group process establishing protocols difficult conversations

4. In many difficult situations, feelings are the heart of the matter. When needs are threatened, emotions are triggered. Our emotional response may act as a trigger for others. Effectively, my feelings trigger yours. Unexpressed feelings may take the form of sarcasm, passive aggression, impatience, etc. Unexpressed feeling become obstacles to otherwise solvable problems. Feelings The sooner you notice an emotion is triggered, the sooner you can discover if the threat is real or perceived.

5. Emotional Triggers You will react when you feel as though you aren’t getting your needs met. The following list includes some of the most common emotional triggers. Choose the three items from the list that most often set off your emotions.

6. Emotional Triggers Needs Acceptance Inclusion • Attention • Peacefulness • Comfort Respect New Challenges Order Consistency

7. Emotional Triggers Needs To be liked To have fun To be understood Control Safety

8. Emotional Triggers Balance Loved Needed • Autonomy • Independence • Freedom Valued Treated Fairly

9. Our biases influence our efforts to problem solve Naive cynicism is our belief that we see the world as it really is. Although we often don't believe that the judgments we make are biased, we readily recognize that others' judgments may be.

10. Bias Diminished Creativity A tendency to seek familiar patterns to relate critical events to existing mental scripts. People can hold a bias against creativity when experiencing a motivation to reduce uncertainty. This would make it possible for one to reject creative ideas even when espousing creativity as a desired goal.

11. Resolution Methods Influence Identify Intentions Common Ground Common Ground The overlap between the positions of parties that may otherwise disagree. "Finding common ground" is a technique used to facilitate interpersonal relationships.

12. Resolution Methods Compromise Compromise An agreement or a settlement of a dispute that is reached by each side making concessions.

13. Resolution Methods Collaboration Collaboration The action of working with someone to produce or create a solution.

14. Resolution Methods Win-Lose Win-Lose When choosing this strategy, one takes on an adversarial or competitive view. The focus is on achieving immediate goals, with little or no regard for building future relationships.

15. Innovation Innovation The creation and transformation of new knowledge into new products, processes, or services in response to public need. As such, Innovation is a potential outcome of all efforts to reach resolution. Innovation is also essential for survival .

16. What should we consider when choosing a method of resolution? Far-Left Left Left-center Right-center Right Far-Right

17. What should influence our method of resolution? Far-Right Right Right-center Left-center Left Far-Left

18. Building Interpersonal Working Relationships Far-Right Right-center Right • What to consider a method of resolution: • Is the conflict procedural or interpersonal or both? • Does the conflict involve two or a group? • Is our focus on process or outcome? • Is the goal blame or resolution? Collaboration Common ground Collaboration Compromise Left-center Win-Lose Compromise Innovation Innovation Collaboration Win-Lose Compromise Innovation Left Win-Lose Win-Lose Win-lose Compromise Far-Left

19. What do we win/ lose? Far-Right Right-center Win-Lose When choosing this strategy, one takes on an adversarial or competitive view. The focus is on achieving immediate goals, with little or no regard for building future relationships. Right Win-Lose Win-Lose Common ground Win-Lose Left-center Win-Lose Win-Lose Win-Lose Win-Lose Win-Lose Win-Lose Win-Lose Left What are the implications? Win-Lose Win-lose Win-Lose Win-lose Far-Left

20. Managing Difficult Conversations A difficult conversation is any situation where the needs/wants, opinions or perceptions of the involved parties are diverse, with their feelings and emotions running strong.

21. Identify what you bring to the conversation Social Scripts A social script is a series of behaviors, actions, and consequences that are expected in a particular situation. Cultural Scripts Cultural scripts are patterns of interaction which are unique to a particular culture.

22. Identify the Existing Script (Your Monologue) Seek Surrender No decision-making required Alternative Views Emerge Agree or disagree? Defend My Beliefs (the only solution) No problem-solving required Anticipate Conflict Identify parameters (win-lose) Qualify Perspectives (right-wrong) Prioritize (my) feelings, thoughts, and actions Engage Blame Routines Minimize your position Fault-finding Disqualify (your) feelings, thoughts, and actions

23. Collaboration: Creating Dialogue Creative Process Encourage recommendations How do we follow up? What are your thoughts? Viewpoints emerge Different views are inevitable Combine efforts Here are my thoughts on a solution. What are your thoughts? Explore your feelings Emotions drive actions…so own the emotion; you can’t change what you don’t own Views are shared Here is my view of the problem; What is yours? Ownership Here is what affects my beliefs… what do you own?

24. Share your point of view, your intentions, and your feelings. • Preparing to Engage in Discussion • Spend some time identifying the problem and acknowledging differing points of view • Use “I” statements. Take responsibility for your part. • Invite the other person to talk with you • Talk about the future and what can happen differently so you avoid ending up in the same place • Thank the other person for talking with you • Start the conversation by seeking to first understand • Thank the other person for talking with you

25. Personal Boundaries Defined A boundary is a limit or space between you and the other person; a clear place where you begin and the other person ends. Boundaries Rigid Non-existent Porous Flexible

26. Conflict-Resolution Protocols Problem Solving Phase Mediation: Resolve Conflict Personal Growth Not an Option Agendas Goals Improve Boundaries Win-lose methods Reconciliation Phase Ownership Phase Leadership Ownership Build Skills Collaborative methods Resolve Conflict Reconcile Conflict Professional Develop Personal Growth Avoid Child -Parent Relationship Policy-Vs-Practice Expectation: problem-solve Peer Oversight: Resolve or Reconcile Conflict Accountability Assistance: Mediation Supportive Directive Workplace Conduct Directive Consultation: Peer oversight Provide Parameters Refer to leadership Procedural Enforcement Title IX Refer to Mediation Recommend Services Ethics