Conflict Resolution Costello L Brown and Carty Monette August 12, 2009

1. HBCU-UP LEADERSHIP DEVELOPMENT INSTITUTE SESSION IWashington D.C. Conflict Resolution Costello L Brown and Carty Monette August 12, 2009

2. What Causes Conflict? Power Need Perception Values http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

3. DISAGREEMENTS = CONFLICT ……and can happen at any time. In the workplace Away from the workplace Can even be rooted in something that happened decades ago. “Can be as small as a disagreement and as large as a war” * *http://www.cooperation.org/pages/conflict.html

4. As the Leader, How would you Manage Conflict? Some Types of Leadership Practices

5. *http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html*http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html Three Leadership Styles*: (of many) The Leader Who Dominates The Leader Who Exercises Little Control The Leader Who Consults, Encourages, Delegates

6. The Leader Who Dominates Pros: Is Good at Meeting Urgent Deadlines Is an Accepted Style Is Preferred in Some Cases Cons: Results in Resistance Requires Continuous Oversight

7. The Leader Who Maintains Little Control Pros: Good When “team” is Skilled/Motivated Can Empower Others to Achieve Goals Cons: Bad when “Team is not skilled or motivated Sometimes deadlines are missed

8. The Leader Who Consults Yet Maintains Responsibility Pros: Allows Others to Make Decisions Encourages Participation & Delegates Identifies and Uses Talents of Others Guides with a Loose Reign Cons: Can Be Seen as Being Unsure of Self Viewed as Not Leading

9. “My way or the highway!” “Do as I Say, Not as I do!” How Not to Manage Conflict

10. Eight Steps for Conflict Resolution* • “Know Thyself” and Take Care of Self • Clarify Personal Needs Threatened by the Dispute • Identify a Safe Place for Negotiation • Take a Listening Stance into the Interaction *http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

11. Eight Steps for Conflict Resolution 5. Assert Your Needs Clearly and Specifically 6. Approach Problem-Solving with Flexibility 7. Manage Impasse with Calm, Patience, and Respect 8. Build on Agreement that Works

12. Ground Rules for Conflict Resolution* One person speaks at a time. We will make a sincere commitment to listen to one another, to try to understand the other person's point of view before responding. What we discuss together will be kept in confidence, unless there is explicit agreement regarding who needs to know further information. *http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

13. Ground Rules for Conflict Resolution* We agree to talk directly with the person with whom there are concerns, and not seek to involve others in "gossip" or "alliance building.“ We agree to try our hardest and trust that others are doing the same within the group. We will support the expression of dissent in a harassment free workplace. We agree to attack the issues, not the people with whom we disagree. *http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp

14. Possible Departmental ConflictsJunior Faculty vs. Senior Faculty Case Study: Professor Know It All and the other senior faculty in your department have decided to eliminate the placement exam in chemistry and all the junior faculty are strongly opposed to this change in policy. The last department meeting turned into a shouting match and now folks are not speaking to each other. How do you as a future Leader resolve this Issue?

15. Constructive Conflict Resolution* “The constructive resolution of conflict in an ongoing relationship (such as in family, school, and work situations) requires disputants to recognize that their long-term relationship is more important than the result of any short-term conflict.” *Cooperation In The Classroom, Johnson, Johnson, & Holubec, 1993): (http://www.cooperation.org/pages/conflict.html)

16. Possible Methods to Resolve Conflicts Consensus Compromise Compete Accommodate Avoid

17. Pros: This strategy is generally used when concerns for others are important. Your own interests matched with the interests of the other person. It is also generally the best strategy when larger interest is at stake. This approach helps build commitment and reduce bad feelings. Cons: Takes time and energy. The others' trust and openness can be taken advantage of. Consensus Through Collaboration

18. e Pros: Win some/lose some. Temporary solutions Cons: Can lose sight of important values and long-term objectives. Can distract the partners from the merits of an issue and create a cynical climate. Compromise

19. Accommodation Pros: High concern for the interests of other person. Used when the issue is more important to others than to you. Appropriate when you recognize that you are wrong. Cons: Your own ideas and concerns don't get attention. You may also lose credibility and future influence.

20. Avoidance Pros: Low concern for your own interests and of the other. Used when the issue is trivial or other issues are more pressing. When confrontation has a high potential for damage. Con: Important decisions not made or made by default.

21. Develop a Plan Deal With it Directly Do Not Avoid Focus on the Future Respect the Community Be Preventive Hints for Managing Conflict

22. I AM SORRY I DID IT IT WILL NOT HAPPEN AGAIN My Friend’s Approach to Marital Conflict