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Conflict Resolution. Scott F. Basinger, PhD Associate Dean Graduate School. Why are we here?. Conflict a part of everyday life. Conflict is UNAVOIDABLE. If not resolved, resentments and roadblocks occur Blame evolution (survival) You want a job eventually, don’t you?. Key Points.
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Conflict Resolution Scott F. Basinger, PhD Associate Dean Graduate School
Why are we here? • Conflict a part of everyday life. • Conflict is UNAVOIDABLE. • If not resolved, resentments and roadblocks occur • Blame evolution (survival) • You want a job eventually, don’t you?
Key Points • Conflict in the workplace can be incredibly destructive to good teamwork. • Managed in the wrong way, real and legitimate differences between people can quickly spiral out of control, resulting in situations where co-operation breaks down and the team's mission is threatened. This is particularly the case where the wrong approaches to conflict resolution are used. • To calm these situations down, it helps to take a positive approach to conflict resolution, where discussion is courteous and non-confrontational, and the focus is on issues rather than on individuals. If this is done, then, as long as people listen carefully and explore facts, issues and possible solutions properly, conflict can often be resolved effectively.
Before you begin • Make sure that good relationships are the first priority: As far as possible, make sure that you treat the other calmly and that you try to build mutual respect. Do your best to be courteous to one-another and remain constructive under pressure; • Keep people and problems separate: Recognize that in many cases the other person is not just "being difficult" – real and valid differences can lie behind conflictive positions. By separating the problem from the person, real issues can be debated without damaging working relationships; • Pay attention to the interests that are being presented: By listening carefully you'll most-likely understand why the person is adopting his or her position;
Before you begin (continued) • Listen first; talk second: To solve a problem effectively you have to understand where the other person is coming from before defending your own position; • Set out the “Facts”: Agree and establish the objective, observable elements that will have an impact on the decision; and • Explore options together: Be open to the idea that a third position may exist, and that you can get to this idea jointly.
Understanding the Theory: Conflict Styles • Competitive: Used by people with power, rank, position, or expertise. • Collaborative: Used by people trying to meet the needs of all. They cooperate effectively and bring viewpoints together. • Compromising: Used by people who want to at least partially satisfy everyone
Conflict Styles (continued) • Accommodating: Used by people willing to meet the needs of others at the expense of their own needs. • Avoiding: Used by people who seek to evade the conflict entirely. They often delegate and accept ineffective decisions. This approach is usually ineffective.
Conflict resolution tools • Listen with empathy and see the conflict from the other person’s point of view • Identify issues clearly and concisely • Use “I” statements • Remain flexible • Clarify feelings
Overview • “Know Thyself” and Take Care of Self. - be aware of your bias and hot buttons. • Clarify Personal Needs Threatened by the Dispute. - consequences of not resolving the conflict. • Identify a Safe Place for Negotiation. - safe space and appropriate time.
Overview (continued) • Take a Listening Stance into the Negotiation. • encourage, clarify, restate, reflect, & validate • Assert Your Needs Clearly and Specifically. • assert your needs calmly, clearly and specifically • Approach Problem Solving with Flexibility. • generate several possible solutions to the problem
Overview (continued) • Manage Impasse with Calm, Patience, and Respect. • focus on underlying needs, interests, and concerns • Build an Agreement that Works. • fair, balanced, and future-oriented.
Ground Rules • One person will speak at a time • We will make every effort to listen to one another with respect • We will seek to understand one another's point of view, and be flexible about differing perceptions of the issues at hand • We will agree to honor the confidentiality of our discussions, within reasonable parameters that are clear to all of us.
Now it’s your turnRole Plays • Divide into dyads. • Resolve the assigned conflict in less than 5 minutes. • Use your “tools” and try different “styles”. • Conflicts: • 1) Music at the lab bench • 2) Parents coming for the weekend – need the PCR today even though “you” have signed up for it.
References • http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp • http://www.mindtools.com/pages/article/newLDR_81.htm • http://www.soencouragement.org/conflict-resolution.htm • http://www.ealewisconsulting.com/Conflict_Resolution.htm
