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Conflict Management iSpeak Foundation Series Month day, 2012 Instructor Name

This workshop will explore the causes of conflict, different types of conflict, and effective conflict management strategies. Participants will learn how to acknowledge and explore conflict, generate and implement solutions, and improve conflict resolution skills.

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Conflict Management iSpeak Foundation Series Month day, 2012 Instructor Name

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  1. Conflict ManagementiSpeak Foundation SeriesMonth day, 2012Instructor Name

  2. Agenda • Introductions – What do you want to learn? • Itinerary • Ground Rules • Phones on Silent • Ask Questions • Participate & Respect others • Respect our schedule

  3. Satori

  4. Conflict ManagementUnit One: What Causes Conflict?

  5. What do you see?

  6. Conflict Defined A disagreement through which the parties involved perceive a threat to their needs, interests or concerns

  7. Exercise: Pros and Cons of Conflict

  8. 1 Minute Stories • Partner up with someone • Think of a story about yourself that you can tell that will last ~ 1 minute. Possible Topics: • Best surprise you’ve ever had • Biggest risk you’ve ever taken • Embarrassing moment • Best trip you’ve taken

  9. Message Distortion • Leveled – some details are lost • Condensed – message becomes shorter and simpler • Sharpened – some details are highlighted, becoming more important • Assimilated – ambiguities are clarified and interpreted • Embellished – details are added

  10. Relational Power • Least interest • More options • Resource control • Scarcity

  11. Satori

  12. Conflict ManagementUnit Two: Conflict is Normal

  13. Exercise: Task and Relationship Conflict

  14. Types of Conflict • Interpersonal • Eleven Roots • Group • Eight Types

  15. Conflict Response Strategies

  16. Exercise: Understanding Conflict Strategies

  17. Exercise: Team Player Styles on my Team

  18. Last bottle of water…

  19. Weighing the Costs

  20. Exercise: Conflict Response Strategies

  21. Satori

  22. Conflict ManagementUnit Three: Acknowledge & Explore

  23. Conflict Management Model

  24. Responsive Acknowledgement Formula • Acknowledge(use the word “because”) • Transition(use “and” or a pause) • Respond(ask a question or the provide the explanation)

  25. Acknowledging Statements • “I understand what you mean…” • “I appreciate your point of view…” • “I can see why you think that…” • “I don’t blame you…” • “I hear what you’re saying…” • “I might have thought the same thing, too…” Acknowledgement ≠ Agreement

  26. Don’t use “but” • “I can appreciate why you think that AND…” • “I can appreciate why you think that. (PAUSE)”

  27. Respond • Ask questions to further understand the situation • Explain the big picture and the reason why the situation is the way it is

  28. Exercise: Acknowledging Complaints

  29. Introducing a Conflict Topic • When you… (describe behavior) • The effects are… (describe practical problems that result) • I feel/think/believe… (avoid ‘you make me’) • I prefer… or I would like… (describe what you would like to see)

  30. Exercise: Assertively Acknowledge Conflict

  31. Positions and Underlying, Compatible Needs

  32. Question to Understand

  33. Question to Understand “I appreciate your point of view and would like to ask a few questions to understand the situation better.” • 4 Methods to Probe • Open: What do you think about…? • Silence • Clarifying: What do you mean by…? • Summary: …is that correct?

  34. Exercise: Asking Questions

  35. Satori

  36. Conflict ManagementUnit Four:Generate & Implement

  37. Conflict Management Model

  38. Generating Solution Alternatives • Focus on the desired benefits one at a time • Brainstorm ideas on how to achieve the benefit • Generate categories of potential ideas

  39. Creative Solutions

  40. Lateral Thinking Puzzles • You are driving home from a week long business trip on a stormy night, when you pass by a covered bus stop and you see three people huddled under the shelter, waiting for the bus: • An old woman who cannot walk very well • Your best friend • Your spouse whom you haven’t seen in a week • Since your sports car can only carry one additional passenger, whom would you choose to make everyone happy and why?

  41. Generating Ideas • Brainstorm • Reversed Situation • Forced Analogy • Point of View

  42. Brainstorm uses for this Trash Can

  43. Reversed Situation

  44. Forced Analogy • In a sport • As a toy • In an action movie • As a…

  45. Point of View • Secret Service • Darth Vader • CEO • Government • Google • From the point of view of…

  46. Exercise: Brainstorm a Business Issue

  47. Selection Phase

  48. Selecting a Solution • Have a weighted score method • Focus on most important criteria • Don’t act on impulse • Don’t feel locked on options • Beware of traps • Loudest voice • Small sample

  49. Satori

  50. Conflict ManagementImplement to Improve

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