1. Managing Difficulties

2. Conflict Types Task-oriented Product related Relationship-oriented Process related Mutual activity

3. Conflicts Normal and natural Beneficial Examine self-concept Support one’s position Provides sense of identity Stimulates creativity Strengthens commitment Helps establish a shared vision

4. Conflict Resolution A process Resolution skills Express emotions clearly Define the problem Listen reflectively Brainstorm

5. Struggle Spectrum Mild difference to violent interaction May occur in minutes Affects all ages Culture affects expression of conflict Sometimes leader intervention is required Sometimes participants can work out differences on their own

6. Struggle Spectrum Escalation Raise your voice Stand up Invade other person’s space Other people take sides Say, “You always” People feel threatened Acting out of strong emotions

7. Struggle Spectrum De-escalation Speak calmly Sit down Define problem as mutual Demonstrate open posture Allow comfortable distance between parties Continued next slide

8. Struggle Spectrum De-escalation Talk directly to individual involved Exhibit genuine empathy, acknowledge other’s feelings Focus on the problem, not personality Express emotions appropriately

9. Sources of Conflict Resource Distribution Tangible/Intangible Power struggles Time Equipment Self-esteem Authority Prestige

10. Sources of Conflict Psychological needs Conflicting motivators Threat to self-esteem Loss of face Unmet individual needs Personality clashes

11. Sources of Conflict Values differences Culture Religion Personal beliefs Most difficult to resolve

12. Approaches to Conflict Avoidance Unassertive Lose-Lose situation (usually) Often a result of fearing a loss of relationship Shows lack of self-confidence

13. Approaches to Conflict Accommodation Low assertiveness Lose-Win situation Obliges other’s needs, often at the expense of one’s own needs “Whatever you want”

14. Approaches to Conflict Competition High assertive Perceived as Win-Lose situation Individualist in nature One seeks to overpower others

15. Approaches to Conflict Compromise Somewhat assertive and cooperative Weak Win-Win situation Each concedes a little Give and take Often unsatisfying to all parties

16. Approaches to Conflict Collaboration Most preferred Win-win situation Demonstrates concern for self and others Combine resources to move ahead

17. Intercultural Conflicts Cultures differ on several dimensions Collectivism — Individualism Uncertainty avoidance Power distance Masculinity Long-term orientation Differences affect conflicts and approaches to resolution

18. Effective Conflict Managers Understand perceptions Are aware of own feelings Focus on the entire situation Understand varying viewpoints Express empathy positively Develop and build trust

19. Effective Conflict Management Address emotional issues first Clarify your own biases Practice no-fault thinking Take charge of own feelings

20. Effective Conflict Management Step back; analyze from three perspectives Respond positively Remember: This is a process Use “I” language Avoid power plays

21. Seven-Phase Model: Prelude Know the people involved History, experiences Cultural values and perspectives Foundational beliefs Communication styles End desires

22. Seven-Phase Model: Phase 1 Define the primary objectives Know the agency mission Identify short-term goals Identify long-term goals Determine level of agreement

23. Seven-Phase Model: Phase 2 Identify the problem Collect the facts Keep an open mind Determine the real issue

24. Seven-Phase Model: Phase 3 Analyze the data Determine change factors Positive Negative Observe all factors Understand the context Know what is at stake

25. Seven-Phase Model: Phase 4 Develop creative solutions Arrange for maximum involvement Encourage zany ideas Go for quantity over quality Avoid judgments Involve everyone

26. Seven-Phase Model: Phase 5 Select from alternatives Examine pros and cons Use flip-charts to help organize thinking processes Rearticulate the decision- making process

27. Seven-Phase Model: Phase 6 Generate strategies for success Brainstorm processes to implementation Allow time for ‘solution’ to work May take many trials

28. Seven-Phase Model: Phase 7 Evaluate process and outcome Were objectives met? Is everyone satisfied? Check in with participants Task accomplishment Human relations element Conceptual; the big picture

29. Managing Difficulties

30. Aggressive Behaviors Shows a lack of respect for others Is often degrading or overpowering Negatively impacts group dynamics Leads to resentment

31. Passive Behaviors Fail to express one’s needs Shows a lack of respect for self Goal is to appease others Negatively impacts group dynamics

32. Manipulative Behaviors Shows a lack respect of self and others Subtly coerces desired responses Is a form of persuasion for personal benefit Negatively impacts group dynamics

33. Assertive Behaviors Shows respect for self and others One stands up for own rights Is direct and honest Honors cultural differences

34. Emotions Behavioral Expressed emotion Physiological Way emotion feels to the body Muscle tension Headache Increased heart rate

35. Emotions Cognitive/Moral Assess a particular situation Determine good/bad, right/wrong

36. Principles: Conflict-Based Emotion Conflict evokes emotion Intensity of emotions vary Expressing emotions is values-based Conflict is identity-based Conflict is relational

37. Anger is Okay Anger can be appropriate Focuses and motivates people Reaffirms interdependence Strengthens need for collaboration Increases awareness Serves as a physical release

38. Constructive Anger Expression Commit to relationship Explain position Speak calmly Understand other’s views Create options Agree and move on Reflect and learn

39. Mediation Leader as facilitator Help with conflict resolution process Provides a third party perspective (uninvolved in conflict) Helps remove emotions

40. Mediation Useful When… Relationships are important Parties want to retain control Both sides have a case Speed and confidentiality are important Both sides need to be calmed Both sides want a resolution

41. Mediation Useful When… One person is perceived as more powerful than the other One or more parties have ineffective communication skills Trust is an issue Parties cannot resolve situation alone

42. The Meditation Process The leader sets the tone Use “I” language Front-load for success State positive intentions

43. The Meditation Process Define the conflict Use “I” statements Engage in active listening Allow parties to state views Paraphrase each party Ensure understanding, equal time before moving on

44. The Meditation Process Summarize progress Prevent interruptions Help parties summarize viewpoints Ensure clarity

45. The Meditation Process Explore alternative solutions Ask: “What can I do to solve this?” Avoid criticizing Brainstorm solutions Be specific about “What, who, and when” Ensure balanced contributions

46. The Meditation Process Set time for follow-up Check back with participants Encourages accountability Is the solution working? Address unexpected problems