1. Windy Kraus, Lubbock County So
Conflict resolution
Windy Kraus, Lubbock County So

2. Conflict: noun. a serious disagreement or argument,. typically a
Conflict: noun a serious disagreement or argument, typically a protracted one.

3. Resolution: noun. 1. a firm decision to do or not to do. something. 2
Resolution: noun a firm decision to do or not to do something the action of solving a problem, dispute, or contentious matter

4. Examples of everyday conflicts
Familial
Racial
Political
Cultural
Financial
Religious
School
Workplace
Moral
Emotional
What are some examples of these different type of conflicts?

6. 4 Different Types of Conflict
Intrapersonal
Interpersonal
Intragroup
Intergroup
NOT Internal/External – that is used for fictional writing

7. Intrapersonal Conflict within a person Not always easy to identify
Mood swings or depression
Trouble choosing between two or more goals
Not skilled to handle serious conflicts
Seek help from professional/clergy
Internal conflict about yourself, your actions, feelings, values, etc.
Eat the Twinkie or Not
Go out to party or stay home
Angel vs. Devil

8. Interpersonal Conflict between two people
Respond with personal feelings, attitudes and goals contributing to the conflict
May find resolution with concern for self, concern for others, collaboration or compromise
Opposing views about the same thing
Usually w/ friends, family, romantic partners, and co-workers
Japanese Food or Italian Food
Save money for future vs. enjoy life now
Best way to complete a project

9. Intragroup Two or more people
Typically comprised of ethnic, religious or gender prejudice
May be perceived or a real injustice
Various Personality differences
May need to resort to out side mediator
Disagree on issues relevant to meet goal
People who disagree with group do so at their own peril
Dissenters often receive high animosity, less liked, assigned low-status tasks and are sometime ostracized

10. Intergroup Battle between teams/departments/divisions/agencies
Groups may set aside differences to unite against another group
Perceived differences in status or goals
Leads to miscommunication or no communication affecting functionality
Competition over limited resources
Groups don’t have equal status
Perceived as oppressive and can cause hostile response to rebellion
EXAMPLE: Scout troop in woods / Work examples

11. Sources of Conflict… CHANGE
New Technology / Adjusting Schedule / New Policy or Procedure
INTERPERSONAL RELATIONSHIPS
Gossip and rumors deteriorate relationship
SUPERVISOR VS. EMPLOYEE
Overbearing / Unfair / Incompetent /Uninformed of Job Duties / Inconsistent Decisions / Bad Planning / Lack of Guidance / Hands-off / Too Ambitious Goals
EXTERNAL CHANGES
Economic / Family / Health

12. Sources of Conflict (cont.)
POOR COMMUNICATION
Unclear Instructions / Uninformed Changes / Incorrect Assumptions / Misunderstandings
SUBPAR PERFORMANCE
Not “pulling weight” / Different in Work Ethic / Negativity
HARASSMENT
Sexual / Racial / Generational / Classification / Hazing /Unhealthy Competition
LIMITED RESOURCES
Unhealthy Competition

13. Why Resolve Conflict? Produce a Solution That All Parties Agree To
Improve, Not Hurt, The Relationship Between Groups
Better Understanding of Different Ideas, Beliefs and Backgrounds
Avoid Wasting Time, Energy, Reputation, and Motivation

14. 5 Conflict Resolution Strategies
Accommodating
Avoiding
Collaborating
Compromising
Competing

16. Accommodating Entails giving to opposing side what it wants.
Used to “keep the peace” or the issue is considered minor
Can be used to keep track and develop resentment
Low assertiveness and high cooperativeness
Willing to give up everything to preserve the relationship.
Outcome is of little importance to you

17. Avoiding Put off Indefinitely
Delaying or Ignoring; hoping for resolution without confrontation
Have low esteem or hold a position of low power
Delegate controversial decisions
Victory is impossible
Weak and ineffective approach

18. Collaborating Integrating Ideas by Multiple People
Acceptable Creative Solution
Requires Significant Time Commitment
Highly assertive but unlike competitor, they cooperate and acknowledge that everyone is important.
Situations is too important for a simple trade-off

19. Compromising Both Sides Give Up Something
Establish an Acceptable or Agreeable Solution
Useful when the cost is higher than losing ground, equal opponents are at a standstill w/ deadline
Parties hold equivalent power
If over used creates culture of low-grade dissatisfaction where nobody every really wins

20. Competing One side wins and other loses Cannot be properly managed
Result in Sabotage or Insults
Creates Hostile Work Environment
Discourages Teamwork
Promotes Individualism
Highly assertive personalities
Position of power and draw on position or rank
Emergency and decision needed fast, decision is unpopular or defense against selfish exploitation
Leaves people feeling bruised, unsatisfied and resentful

22. 5 Steps To Resolve Conflict
Understand the Conflict
Communication with the Opposition
Brainstorm Possible Resolutions
Choose the Best Resolution
Use a Third Party Mediator

23. Understand the conflict
What Are My Interests?
What Do I Really Care About In This Conflict?
What Do I Want?
What Do I Need?
What Are My Concerns, Hopes, Fears?
What are the Interests of My Opposition?
What Do They Really Care About In This Conflict?
What Do They Want?
What Do They Need?
What Are Their Concerns, Hopes, Fears?

24. Communicate with Opposition
Listen
Let Everyone Participate Who Wants To
Talk About Your Strong Emotions
DON’T React To Emotional Outbursts!
Be An Active Listener
Speak About Yourself, Not The Other Party
Be Concrete, But Flexible
Avoid Early Judgments
Don’t Deflect Problem On Others
Find A Way To Make Decision Easy

25. That’s interesting… Why Would You Do That? Tell Me More
Why Would You Say That?
Why Would You Do That?
Why Would You Ask That?

26. BRAINSTORM POSSIBLE RESOLUTIONS
State Clear Purpose
Focus Group Of 5-8 People Held At A Neutral Informal Location/Setting
Brainstorm With Opposition Or Only Your Group
Seat People Side By Side, Facing the “Problem”

27. BRAINSTORM POSSIBLE RESOLUTIONS (cont.)
Use Board Or Pad To Write Down ALL Ideas
Come Up With As Many Ideas As Possible (DON’T Judge or Criticize)
Maximize All Options
Look For Win-Win Solutions or Compromises

28. CHOOSE THE BEST RESOLUTION
Review Brainstorm Ideas
Star Best Ideas
Set Time To Discuss Ideas
Determine The Best Idea For The Conflict
Be prepared to handle Pressure Tactics
Unreasonable Opponent
More Powerful or Influential
Refuse To Meet or Talk With You
Pressure To Make a Quick Decision in Opposition Favor

29. USE A THIRD PARTY MEDIATOR
Someone Not From Either Group
Someone That Is Trusted To Be Fair
Help Both Sides Agree On Standards To Judge Resolution
Standards Can Measure The Agreement
May Include Expert Opinions, Law, Precedent, Accepted Principles