Transcript Conflict Resolution

PMI Upstate New York Chapter
Conflict Resolution Workshop
October 15, 2008
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Agenda
• Opening Video
• Overview Of Conflict Resolution
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Define it
Is Conflict Bad?
Cultural Implications
Thomas-Kilmann Conflict Mode Instrument (TKI)
Resolution Steps
• Discussion Of Real World Instances We Have
Each Faced And How They Were Resolved
• Takeaways
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Opening Video
• Adam Sandler in “The Waterboy”
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Define Conflict Resolution
The term "conflict resolution" refers to a range
of processes aimed at alleviating or
eliminating sources of conflict. It is sometimes
used interchangeably with the term dispute
resolution or alternative dispute resolution.
Processes of conflict resolution generally
include negotiation, mediation and diplomacy.
Wikipedia
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Is Conflict Bad?
The fact that conflict exists, however, is not necessarily a bad thing: As long as it is
resolved effectively, it can lead to personal and professional growth. By
resolving conflict successfully, you can solve many of the problems that it has
brought to the surface, as well as getting benefits that you might not at first
expect:
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Increased understanding: The discussion needed to resolve conflict expands people's
awareness of the situation, giving them an insight into how they can achieve their own
goals without undermining those of other people;
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Increased group cohesion: When conflict is resolved effectively, team members can
develop stronger mutual respect, and a renewed faith in their ability to work together;
and
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Improved self-knowledge: Conflict pushes individuals to examine their goals in close
detail, helping them understand the things that are most important to them, sharpening
their focus, and enhancing their effectiveness.
Mind Tools
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Cultural Implications
Conflict resolution as both a professional practice and
academic field is highly sensitive to culture. Intercultural
conflicts are often the most difficult to resolve because the
expectations of the disputants can be very different, and
there is much occasion for misunderstanding.
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In Western cultural contexts, such as the Canada and the United States,
successful conflict resolution usually involves fostering communication
among disputants, problem solving, and drafting agreements that meet their
underlying needs. In these situations, conflict resolvers often talk about
finding the win-win solution, or mutually satisfying scenario, for everyone
involved (see Fisher and Ury (1981), Getting to Yes).
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In many non-Western cultural contexts, such as Afghanistan, Vietnam and
China, it is also important to find win-win solutions; however, getting there
can be very different. In these contexts, direct communication between
disputants that explicitly addresses the issues at stake in the conflict can be
perceived as very rude, making the conflict worse and delaying resolution.
Rather, it can make sense to involve religious, tribal or community leaders,
communicate difficult truths indirectly through a third party, and make
suggestions through stories (see David Augsberger (1992), Conflict
Mediation Across Cultures).
Wikipedia
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Thomas-Kilmann Conflict Mode
Instrument (TKI)
In the 1970s Kenneth Thomas and
Ralph Kilmann identified five main
styles of dealing with conflict that vary
in their degrees of cooperativeness and
assertiveness. They argued that people
typically have a preferred conflict
resolution style. However they also
noted that different styles were most
useful in different situations. The TKI
helps you to identify which style you
tend towards when conflict arises.
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TKI Resolution Styles
Competitive: People who tend towards a competitive style take a firm stand,
and know what they want. They usually operate from a position of power,
drawn from things like position, rank, expertise, or persuasive ability. This
style can be useful when there is an emergency and a decision needs to be
make fast; when the decision is unpopular; or when defending against
someone who is trying to exploit the situation selfishly. However it can
leave people feeling bruised, unsatisfied and resentful when used in less
urgent situations.
Collaborative: People tending towards a collaborative style try to meet the
needs of all people involved. These people can be highly assertive but
unlike the competitor, they cooperate effectively and acknowledge that
everyone is important. This style is useful when a you need to bring
together a variety of viewpoints to get the best solution; when there have
been previous conflicts in the group; or when the situation is too important
for a simple trade-off.
Compromising: People who prefer a compromising style try to find a solution
that will at least partially satisfy everyone. Everyone is expected to give up
something, and the compromiser him- or herself also expects to relinquish
something. Compromise is useful when the cost of conflict is higher than
the cost of losing ground, when equal strength opponents are at a standstill
and when there is a deadline looming.
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TKI Resolution Styles cont.
Accommodating: This style indicates a willingness to meet the needs of others
at the expense of the person’s own needs. The accommodator often knows
when to give in to others, but can be persuaded to surrender a position
even when it is not warranted. This person is not assertive but is highly
cooperative. Accommodation is appropriate when the issues matter more to
the other party, when peace is more valuable than winning, or when you
want to be in a position to collect on this “favor” you gave. However people
may not return favors, and overall this approach is unlikely to give the best
outcomes.
Avoiding: People tending towards this style seek to evade the conflict entirely.
This style is typified by delegating controversial decisions, accepting default
decisions, and not wanting to hurt anyone’s feelings. It can be appropriate
when victory is impossible, when the controversy is trivial, or when
someone else is in a better position to solve the problem. However in many
situations this is a weak and ineffective approach to take.
Once you understand the different styles, you can use them to think about the
most appropriate approach (or mixture of approaches) for the situation
you're in. You can also think about your own instinctive approach, and learn
how you need to change this if necessary.
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Resolution Overview
Three Basic Conflict Styles:
1. Avoidance
2. Confrontation
3. Problem-solving
Best Practices:
Choose an appropriate time and place
Identify the problem
Brainstorm solutions
Agree on a solution
Avoid compromise or win/lose situations*
Always try for win/win situations
Respect the rights and values of others
Check back later to ensure the solution is working
*Compromise and win/lose situations almost always produce
dissatisfaction in everyone.
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Resolution Overview cont.
Strive to be Active Listeners:
Listen politely
Ask questions for clarification
Repeat what was said in your own words
Summarize
Acknowledge speakers point of view, feelings, etc.
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Conflict Resolution Steps
STEP #1:
Person #1: TELL YOUR SIDE of the story
Facts
Describe WHAT happened...NOT WHY it happened
Use "I" statements
Be respectful
Person #2: LISTEN ACTIVELY
Can ask questions to clarify a point
When the person is finished, repeat what you heard
Please DO NOT change, or add anything.
STEP #2: REPEAT STEP #1 with roles
reversed
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Conflict Resolution Steps cont.
STEP #3: Mediator CLARIFIES the CONFLICT
STEP #4: Everyone expresses FEELINGS
(take turns)
What did/do you feel?
How would you rather feel?
What are your needs? Hopes?
Verbal vs. diagrams for different learning styles
STEP #5: How can we SOLVE this problem?
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Conflict Resolution Steps cont.
STEP #6: Select a WIN/WIN solution
STEP #7: Agree on FOLLOW-UP
Consequences
Checking back to be sure the solution works
STEP #8: Principal does CLOSURE
http://www.canteach.ca/elementary/fnations61.html
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Open Discussion
Describe the scenario
Background
Types of resources involved
Actions taken
Results
Lessons Learned
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Takeaways
• White Papers
– Conflicts in the Project Environment –
David Guan, PMP
– Facilitation Skills – Joan Knutson
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Harmony!!
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