Conflict management

1. Conflict management • Dissonance good for learning, up to a point.

2. What is a conflict? Background: all needs can not be met fully. Not a conflict as long as the parties are willing to discuss. A conflict arises when parties lose trust– has to be built and maintained Coming together in teams is in itself a powerful measure against conflicts between stakeholders

3. What can a facilitator do? • Before the process: think through potential conflicts. • Don’t compromise participation to avoid conflict – better to chose a different situation to work with • At the start of the process: make the participant aware of conflicts that might arise, and let them discuss beforehand how they should handle them (activities 1.4 and 1.5)

4. What can a facilitator do?

5. How can a facilitator improve dialogue • Take it to a meta level • Discuss HOW we discuss the issue • Mediate (look for common denominator), don’t moderate debate

6. Non-violent communication Understand • Be curious about how others see the situation • Try understand why stories differ • Don’t rush to conclusions about the intentions of others

7. Non-violent communication Listen • Show that you acknowledge others’ feelings • Show that you understand the core message of others • Don’t pretend to understand if you don’t • Pose open-ended questions • Translate blaming, allegations and judgements into descriptions of feelings

8. Non-violent communication Speak • Focus on what is most important to you – don’t let yourself be distracted • Think through the consequences before you start pushing/ignoring others • Be predictable and clear about your interpretations and intentions • Focus on positive consequences coming out from your suggestions • Express your feelings as they are – don’t turn them into allegations or judgements • Take responsibility for your part in the problem • Use “I” instead of “one” or “everyone”