1. Observed Conflict Conversations

2. Business relationships, like all interactions between people, can be extremely complicated and delicate Add pressure from trying to get along with managers and co-workers (so as to stay employed) or competing with other companies to find and maintain clients, and the potential for conflict is high

3. Observed Conflict Conversations What employees need are superior communication skills—and most importantly—listening skills. These include: –attentiveness –empathy –cultural awareness, and the –tools of active listening (reflecting, paraphrasing, clarifying, etc.)

4. Observed Conflict Conversations Great communication also requires the desire to connect with other people—even those who present difficult situations and circumstances

5. Observed Conflict Conversations Conflict = Danger & Opportunity

6. Observed Conflict Conversations Instructions Sixty minutes are provided for this activity Each team will participate in two of the potential conflict scenarios provided Decide who on your team will play the roles provided –Those not involved as managers/team leaders/clients and employees/team members/account reps will serve as conversation observers

7. Observed Conflict Conversations Each scenario will take 30 minutes, including: –5 minutes to become familiar with the roles you’re given –15 minutes to play out the scenario –10 minutes observers to provide feedback to the role players

8. Observed Conflict Conversations Notes for role players: Details regarding your business and role are scant Feel free to fill in any information you think is necessary to bring life to your character Remember: who you are and what you do is less important than how you communicate and deal with potential conflict Role players with the responsibility to manage conflict should practice excellent communication skills, as noted on the Conflict Communication Checklist

9. Observed Conflict Conversations Notes for observers: In many ways, you have the most important job in these scenarios Your role: –look for evidence that people charged with helping to manage conflict are using good communication skills as listed on the Conflict Communication Checklist –provide specific, detailed feedback to the actors at the end of each exercise Work as individuals, rather than as a team of observers

10. Conflict Communication Checklist  listens attentively to person talking  does not put physical or “status” barriers between self and the person talking  reflects the person’s feelings back to her/him  paraphrases the person’s concerns  asks clarifying questions  uses open body language  avoids distracting behaviors  makes “I-statements”  avoids blaming or belittling language  displays empathy and compassion  looks for the person’s interest behind the position she/he may be taking in the conversation  when appropriate, helps person reframe the “problem” or place it in a new context (e.g., a problem with a client can become an opportunity to receive and learn from customer feedback)  affirms the speaker’s openness and desire to find resolution  helps person to identify and consider options, and create new strategies  helps person come to his/her own decisions/solutions  helps person consider ways to improve strategy and troubleshoot potential shortcomings to the strategy