Presentation is loading. Please wait.

Presentation is loading. Please wait.

C ONFLICT M ANAGEMENT. D RAW A P ICTURE D EPICTING H OW YOU V IEW C ONFLICT.

Published byEmil Bates Modified over 8 years ago

Similar presentations

Presentation on theme: "C ONFLICT M ANAGEMENT. D RAW A P ICTURE D EPICTING H OW YOU V IEW C ONFLICT."— Presentation transcript:

1 C ONFLICT M ANAGEMENT

2 D RAW A P ICTURE D EPICTING H OW YOU V IEW C ONFLICT

3 R EFLECT What have your experiences with conflict been like? (positive, negative, mixed?) Explain.

4 R EFLECT What have your experiences with conflict been like? (positive, negative, mixed?) Explain. Which of the metaphors about conflict reflects the way you view your own conflict experiences?

5 P ERSONAL C ONFLICT S TYLE I NVENTORY

6 V IDEO

7 C ONFLICT M ANAGEMENT ( PG. 374) CompetingCollaborating Compromising Avoiding Accommodating Concern for others Concern for Self

8 R EFLECT What have your experiences with conflict been like? (positive, negative, mixed?) Explain. Which of the metaphors about conflict reflects the way you view your own conflict experiences (pg352)? How are your drawing, your experiences, the metaphor you chose and your preferred conflict management style related?

Download ppt "C ONFLICT M ANAGEMENT. D RAW A P ICTURE D EPICTING H OW YOU V IEW C ONFLICT."

Similar presentations

Tim Mavin Griffith University Information Services.

Tim Mavin Griffith University Information Services.
Conflict Styles Conflict styles are the predominant ways that people deal with conflict. Most people rely on one or two styles that are often defined by.

Conflict Styles Conflict styles are the predominant ways that people deal with conflict. Most people rely on one or two styles that are often defined by.
Objectives: To describe and explain examples of positive working practice with respect to individuals with additional needs To state how working practices.

Objectives: To describe and explain examples of positive working practice with respect to individuals with additional needs To state how working practices.
Conflict Resolution “Tips” Willie Johnson Performance Improvement Consultant.

Conflict Resolution “Tips” Willie Johnson Performance Improvement Consultant.
“Conflict is inevitable, but combat is optional.”

“Conflict is inevitable, but combat is optional.”
Human Behavior Ch. 7—Becoming Aware

Human Behavior Ch. 7—Becoming Aware
Certification Study Group

Certification Study Group
Styles High Aggressiveness Low Aggressiveness Low CooperationHigh Cooperation Concern for Self Concern for Other Competition Avoidance Compromise Collaboration.

Styles High Aggressiveness Low Aggressiveness Low CooperationHigh Cooperation Concern for Self Concern for Other Competition Avoidance Compromise Collaboration.
C ONFLICT. C ONFLICT … A STRUGGLE THAT OCCURS WHEN INDIVIDUALS, INTERDEPENDENT WITH OTHERS, PERCEIVE THAT THOSE OTHERS ARE INTERFERING WITH THEIR GOAL.

C ONFLICT. C ONFLICT … A STRUGGLE THAT OCCURS WHEN INDIVIDUALS, INTERDEPENDENT WITH OTHERS, PERCEIVE THAT THOSE OTHERS ARE INTERFERING WITH THEIR GOAL.
Jim Dine Jim Dine (born June 16, 1935 Cincinnati Ohio) is an American pop artist. He is sometimes considered to be a part of the Neo-Dada movement. Most.

Jim Dine Jim Dine (born June 16, 1935 Cincinnati Ohio) is an American pop artist. He is sometimes considered to be a part of the Neo-Dada movement. Most.
Managerial Skills Lecture Conflict. Learning Objectives Assess Sources of a Conflict. Modify Your Conflict Management Style Appropriately. Understand.

Managerial Skills Lecture Conflict. Learning Objectives Assess Sources of a Conflict. Modify Your Conflict Management Style Appropriately. Understand.
Confronting Tough Issues. Knowledge and Skills Required ~ Understand conflict styles ~ Apply management techniques “Managing confrontation may be practical.

Confronting Tough Issues. Knowledge and Skills Required ~ Understand conflict styles ~ Apply management techniques “Managing confrontation may be practical.
CASA Training Manual Chapter 7

CASA Training Manual Chapter 7
INTERPERSONAL SKILLS. 2 Interpersonal Skills/ Facilitation Skills listening questioning language & communication using feedback conflict handling.

INTERPERSONAL SKILLS. 2 Interpersonal Skills/ Facilitation Skills listening questioning language & communication using feedback conflict handling.
This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Project Management.

This work is licensed under a Creative Commons Attribution 3.0 Unported LicenseCreative Commons Attribution 3.0 Unported License (CC-BY). Project Management.
Managing Team Conflict

Managing Team Conflict
Group Conflict Management. 2 3 High HighAssertiveness Concern for Self Low LowAssertiveness Low Cooperation High Cooperation Concern for Others Concern.

Group Conflict Management. 2 3 High HighAssertiveness Concern for Self Low LowAssertiveness Low Cooperation High Cooperation Concern for Others Concern.
C onflicts, C laims & D ispute F ramework A Study of DRB Process & Cost Savings From An Owner’s Perspective 10 th Annual DRBF Meeting & Conference - Orlando.

C onflicts, C laims & D ispute F ramework A Study of DRB Process & Cost Savings From An Owner’s Perspective 10 th Annual DRBF Meeting & Conference - Orlando.
T EACHER L EADERSHIP FROM THE C LASSROOM Session 2 Thursday, August 15, 2013.

T EACHER L EADERSHIP FROM THE C LASSROOM Session 2 Thursday, August 15, 2013.
U NIT 1 D OUBLE T AKE Essential Question: When Do You Really Know Someone?

U NIT 1 D OUBLE T AKE Essential Question: When Do You Really Know Someone?

Similar presentations

Ads by Google