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Conflict Management and Resolution

Conflict Management and Resolution. Viola Grasso, B.A., M.A. Lecturer, Continuing Education Université Laval Manager, Ambulatory Clinics, Neurosciences & Mental Health McGill University Health Centre viola.grasso@muhc.mcgill.ca. Objectives. Understanding Conflict

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Conflict Management and Resolution

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  1. Conflict Management and Resolution Viola Grasso, B.A., M.A. Lecturer, Continuing Education Université Laval Manager, Ambulatory Clinics, Neurosciences & Mental Health McGill University Health Centre viola.grasso@muhc.mcgill.ca

  2. Objectives • Understanding Conflict • Definition and Principles • Why it Exists • Knowledge on Styles and Tendencies • Communicating with Different people • Appreciation of Tools helpful in Managing Conflict • Strategies for Conflict Resolution • Develop Greater Capacity in Intervening and Dealing: • With “Difficult” People • Principles of Negotiation

  3. UnderstandingConflict

  4. What is Conflict... For you! Talking about conflict.... • Draw conflict! • Write one word that summarizes conflict! FIGHT

  5. Definition Latin : « conflictus » • Primary Sense : combat, fight, a clash, to come into opposition; • Secondary: a state of opposition between ideas, interests, needs, etc.; • A struggle or contest between people with opposing needs, ideas, beliefs, values, or goals • A malaise or disagreement (expressed or not)

  6. Components Actors Protagonists, antagonists, opponents; Relationship Interdependence: Need of the other or its resources. (the greater the interdependence , the greater the risk of conflict) Proximity: The greater the interactions, the greater the risk of conflict Issue (X Factor) Dispute, problem(s), target around which we confront.

  7. SomePrinciples to Consider • Negative Image! • Perception is Key • Conflict is inevitable therefore Difficult Conversations are inevitable • Managing Self: • Emotional ! Diplomatic grenades do not exist! • Emotions are Signals • Their intensity is a measure of the importance of the situation or issue • They allow us to identify our triggers • The importance of the relationship • Intuition versus Strategy…

  8. Why Do Conflicts Exist? • Lack of meaning and reference; • Confusion, ambiguity, lack of information and communication, absence of meetings and exchanges; • Roles and responsibilities are not clearly defined (boundaries between positions, tasks, people); • Organizational changes (culture, values​​, processes, work methods, habits) thus: • Change in comfort level, relationships between people, sense of belonging, loss of power); • Unrealistic expectations Dionne et Miljours, 2001

  9. Why Do Conflicts Exist? Favouritism, perceived preferential treatment; Disagreements over objectives to be achieved, conflicting interests for future direction, on the definition of a problem (s); Mergers of institutions, services (differences in values​​, cultures, management styles, ways of doing things, processes, relationships between people, level of influence, flexibility); Evaluation meeting, performance. Dionne et Miljours, 2001

  10. Most Common • Fundamental conflict: is a fundamental disagreement on the objectives to be pursued and the means to achieve it. • Emotional conflict: • is due to relationship problems that arise in particular by feelings of anger, mistrust, animosity, fear and resentment.

  11. Advantages and Disadvantages • Constructive: • Clarification of issues that would otherwise remain latent; • Stimulates creativity conducive to performance improvement; • Carrier of change and progress; • Release for emotions and stress; • A choice? • Allows us to understand others’ needs • Destructive: • Diverts energy and may promote hostility; • Polarizes groups and deepens differences; • Effectiveness and efficiency of work may be affected; • Relationships are broken; • Unhealthy work environment (employees unmotivated, disengaged and ill).

  12. Styles and Tendencies

  13. Observed Behaviours in Conflict 0% 10% 20% 30% 40% 50% 60% 70% 80% Passive Resistance 74% Retention of Infos 69% Creation of Clans 68% 63% Systematic Critics Withdrawal 61% Demeaning 55% Critical of Initiatives 53% Disinformation 48% Neglect of Info’ Transmission 47% Obstruction 40% Verbal Aggression 30%

  14. Three Underlying Themes - (messages)One cannot not communicate: ! Paul Watzlawick • Marc Cardinal • http://www.cba.org/abc/practicelinkfr/nationalarticles • Circumstantial: • Dialogue about a disagreement on whathappened, or whatshouldhappen; • Good or bad intention; whois right, whoiswrong? • The Story • Emotional: • Deliberationon emotions; • Are myemotions acceptable, adequate? • ShouldI recognize or deny? How do I react? • Identity: • The internaldebate to decidewhat the issues are; • Am I competent, responsible; worthyto talk about? • Whatdoesthissay about me, about us?

  15. Who are we Communicating with? • Marc Cardinal • http://www.cba.org/abc/practicelinkfr/nationalarticles • The Intuitive : • Moves a lot; • Roughly speaking ...; • Outlines generally; • Needs to: understand the why! • The Pragmatic : • Precisely, exactly, etc..; • Feels lost in uncertainty; • Facts and details; • Needs to know: what and at what time and, then...etc..

  16. Who are we Communicating with? • Marc Cardinal • http://www.cba.org/abc/practicelinkfr/nationalarticles • The Introvert : • He does not like long conversations; • Go straight to the point;; • Need to control: get him to decide, let him feel that he is the one who will make the decision. • The Extravert: • He needs you to be energized, likes to be with others; • He thinks aloud; • Need to talk: multiply the opportunities for him.

  17. Who are we Communicating with? • Marc Cardinal • http://www.cba.org/abc/practicelinkfr/nationalarticles • The Rational : • Look right into the eyes; • Be consistent in your explanations; • Go point by point.Need for logic: set specific deadlines and stick to them!

  18. Listening Profiles

  19. It Starts with You! • Attitudes and Tendencies: • authoritative, magical thinking, finding solutions, avoidance • Manage yourself before managing others; • Emotions; • Uncertainty, Ambiguity and Paradoxes: • Values, Interests, Needs; • Your culture and that of your organization; • Informal structures in place. • Abilities and Competencies; • Role et Responsibilities: • What is your level of informal and formal power? • Guérard G. 2008

  20. Conflict StylesWho are You in Conflict? Thomas and Kilmann (1974)

  21. The Different Profiles • Guérard G. 2008

  22. What is your style? Competing • Taking a firm position • In position of power (role, rank, expertise, and capacity of persuasion) • Useful: • When the Issue is Important • In emergency situations; • When making unpopular decisions; • A method in dealing with irony and sarcasm Collaboration • Meets the needs of all persons involved • There is time • Good faith and trust • Useful: • When both the issue and the relationship are important • Gather a range of views to obtain the best solution • When the situation is too important for a simple compromise Thomas and Kilmann (1974)

  23. What is your style? Avoiding • Delegation of controversial decisions • When accepting default decisions • Not wanting to hurt anyone • May be appropriate when victory is impossible • Useful: • Controversy is trivial • Someone else is in a better position to solve the problem • Allow others to find a solution Accommodating • Compromise is possible • Creates a spirit of conciliation • Favour the other to the detriment of your own benefits • Useful: When the relationship is important • Preserve harmony Thomas and Kilmann (1974)

  24. What is your style? Compromising: (concession) • Everyone is willing to compromise; • Creates a spirit of conciliation • Useful: • When the cost of conflict is higher than the cost of losing ground; • Opponents are evenly matched; • When there is an imminent deadline. Thomas and Kilmann (1974)

  25. Some Thoughts... • Is the style you use appropriate in this situation? • Are there styles that I use little? • How important is the issue? (for me and team and for the other and his team)? • How important is the relationship? (for me or other) • How much time and energy do I want (or can I) put into this situation? • What do I have to lose if I do not act in this situation? • Guérard (2008)

  26. Strategies for ConflictResolution

  27. How do we manage our own emotions? Step 1:Observe your emotions (how you feel, internal discourse) and how they reveal themselves (manifestations and signs); Step 2:Identify the triggers of your emotions; (events and people; historical context, facts and assumptions) Step 3:Identify the causes (issues) of these emotions. (values, competency, relationship, survival) • Guérard (2008)

  28. An example! How to say no, without saying no.... You are faced with a loud, extraverted, unhappy parent, who is complaining about how we have treated her son; his marks are below average; he has not respected the registration deadline for admission into the program; the emotional charge is high; mom accuses you of ‘not doing your job’, for her son is ‘bright and deserves to be in college’; she says that your decision ‘does not make sense’ and you will be ‘responsible for her son’s future’

  29. A Few Strategies! • Let mom vent; • Do not interrupt.. Get your emotions under control; • Do not say no, yes sort of.....restate the other’s comments, present your point of view and ask for her version or a reaction to your view; • Focus on the issue not the person; • Mimic her style; • Express how you feel; be specific and stop. • Explain the reasons by describing the situation again; • Give mom choices; Specify what you can do and what her options are IFUW (2001)

  30. Communication Tips and Strategies (Active Listening) • Encourage: • Tell me more? • I want to know what you think? • Clarify: • When did that happen? • How did you feel? What did you do? • Paraphrase: • So I understand that you wish your opinion to be heard. • Repeat what you heard Shepell-fgi, 2010

  31. Communication Tips and Strategies (Active Listening) • Reflect: • You seem to be upset by the situation. • You seem to feel strongly about that. • Summarize: • It seems that these are important issues. • What I heard was… • Validate: • I am sensitive to your wish to resolve this matter. • I respect your view, your feelings… Shepell-fgi, 2010

  32. Nature of Conflicts

  33. When faced with an Emotional Charge Schreiber (2007) WhatHappened? What are youFeeling? WhatismostDifficult for you (right now)? WhatcanHelp you face this? Empathy

  34. OBEFA Model (stating your issue) Open Statement: I have a problem (issue) Behaviour: When you do ‘x’ Effect: The consequences are ‘y’ Feelings: This makes me feel ‘z’ Action: I would like us to resolve this problem together (U of T - Dealing with Conflict; 2011)

  35. Strategies when faced with « Attitudes » • Off topic Conversations: • Request relevance; • Stop the conversation and mention that it is irrelevant at this time • The Negative person, antagonistic, hostile: • I heard,,, paraphrase • Ask for their opinion, what would you do? • Attacks, criticises and argumentative: • Describe without judgment what the person is doing • The Absent: Disciplinary • The Hidden agenda • Question the relevance of the topic provided; • Ask what he wants to do with his point; • Limit airtime • Thank the person and move on to the next topic

  36. Phases of Conflict :When do we intervene? BEFORE (LATENCY)Resides in people's perceptions ; potentially frustrating for their interests;Tension, dissatisfaction, frustration, problems, disagreements, mistrust, rumours DURING (CRISIS) Affects emotions ; conflict is deeply felt by individuals;Attributed malicious intentIntentions become convictionsPositions crystallizeHate speech, harassment AFTER (OUTBURST) The conflict occurs and is observed in increased tension, anxiety, mistrust, aggressive remarks;Why there is conflict, is not important; What is important is who will win!

  37. Priniciples of Negotiation Make an objective assessment of the situationStick to objective elements, the FACTSLimit use of personal examplesOne thing at a time (issue not the person)Move from uncertainty to curiosityDo what you say you are the example! Evacuate the emotional aspects Let the storm passLook to the futureListen to your internal discourse

  38. Priniciples of Negotiation Be Open to the arguments and visions of the other:Do not enter into the content and emotions!Do not interpret as personal attacks (recognize signs of fear, anger, lack of confidence, inability or feelings of...) You are in your role, your statusTake the lead, but share information judiciously!Concentrate on what is happening in your head and in your heart(what are you thinking , what emotions are you experiencing?) Do not dramatizeSlow down, know when to stop!Control your reactions, put your subjectivity behind youTake a step back

  39. Traps to avoid! • Just go with it!! • Guessing the other, think the other is in bad faith; • Feel guilty but bet on shared responsibilities; • Ignoring your Emotions; • Judgments • Interpretations • Generalizations • Peremptory solutions

  40. Ingredients for a Healthy Environment? • Policies and procedures of professional conduct (attendance, code of ethics); • Establish Strategies, Clarify rules. • Philosophy: • Conflict is normal and even useful; • No judgments; • Conflicts should be addressed; • Involvement and collaboration with levels of the organization; • Teams or people identified crisis management (avoid isolation): • Crisis or Tactical Team • Mediation

  41. Thank you

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