Transcript Conflict Resolution & Problem Solving

Conflict Resolution
& Problem Solving in
Theological Education
When Working Together
is not Working !
Objectives of our Session
• Ideas on how to manage conflict as CAOs
• Examine the roots of conflict and its
prevention
• Reflect on guidelines to resolve conflicts
• Think through a conflict case study
together
• Develop a paradigm for creative thinking &
problem solving (not necessarily
conflictual)
Definition
• « A sharp disagreement, as of interests or
ideas » (Webster)
A Biblical Case Study
• « They [Paul & Barnabas]
had such a sharp
disagreement that they
parted company … » (Acts
15:39)
• We will take a closer look at
this passage further on in our
session.
Is Conflict Always Bad?
SMALL GROUPS
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“Conflict itself is not good or bad, it just is.
However, how it is expressed and handled
may cause good or harm.”
“Without conflict there is no major personal
change or social progress. On the other hand,
runaway conflict (such as modern war) can
destroy what men intended to save by it.”
(Harvey Seifert, social scientist, and Howard Clinebell, Jr., pastoral counsellor)
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Would you agree/disagree with the statements
above, and why?
How is conflict viewed in your institution? How
is it expressed? In what ways is it handled?
Is Conflict Always Bad?
• When it is bad:
– Messy, unpleasant, hurt, lives damaged &
sometimes destroyed because of resentment
and bitterness. It is rarely well-handled
• When it is good:
– The issue is not conflict, but how it is
managed.
– Conflict is necessary for change
– Conflict proves that we exist !
The Roots of Conflict
• Real Conflict vs. Perceived Conflict
– Real Conflict stems from Opposing:
• Needs, Goals, Values
– Perceived Conflict stems from:
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ignorance
error
historical tradition
prejudice
poor organizational structure
displaced hostility
need for tension release, etc.
Preventing & Controlling Conflict
• At the Personal level:
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Reflective listening
Respect
Acceptance
Assertion
• At the Organizational level:
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structural changes of the organization
non-defensive leadership
win/win climate of the group (art of compromise)
well conceived/clearly stated policies and procedures
controlled degree and method of change introduction
CASE STUDY
• Situation: Leadership Conflict in a mid-size
indigenous Bible Institute in Europe:
• Questions:
a) What are each person's feelings?
b) What are the issues involved?
c) What needs to be considered in handling their
disagreement?
d) Suggestions for dealing with this situation?
e) Evaluate this European example in light of your own
cultural situation
Conflict in Theological Education
• Between the Board and the
Principal (between governance
& management)
• Between the Principal and the
Dean of Studies
• Between the Faculty and the
Dean of Studies
• Within the Faculty or Staff
• Between the sponsoring
Church or mission and the
college
• Etc.
3.0 RESOLVING CONFLICT
3.1
Aspects of conflict:
– emotions: anger, distrust
defensiveness, scorn, resentment
fear, rejection
– substance (issues/content): conflicting needs,
disagreements over policies and practices, differing
conceptions of roles and use of resources
When feelings are strong, deal with the emotional
aspects of conflict first!
RESOLVING CONFLICT (2)
Ways of dealing with conflict:
• Denial (avoidance) → conflict remains;
• Capitulation (domination) → resentment
(occasionally appropriate, but avoid
repeated use)
• mutual resolution and collaborative
problem solving
4.0 A CONFLICT RESOLUTION
METHOD
Step 1: Treat the other person with
respect
• An attitude conveyed by specific
behaviours that either convey my respect
or communicate disrespect.
• What communicates respect and
disrespect in your culture?
Conflict Resolution Method (2)
Step 2: Listen, until you
“experience the other side”
• Understand the content of the other’s
ideas or proposal, the meaning it has for
him, and the feelings he has about it.
• However, in your culture, does listening
and reflecting back what you hear convey
interest or agreement?
Conflict Resolution Method (3)
Step 3: State your views, needs, and
feelings
Guidelines:
• State your point of view briefly
• Say what you mean and mean what
you say
• Disclose your feelings appropriately
These steps can be taken face-toface,
Or with a 3rd person as facilitator
Or with a 3rd person as mediator
3 Kinds of Conflict
• Conflict of emotions
• Conflict of values
• Conflict of needs
COLLABORATIVE
PROBLEM-SOLVING
1. Define the problem in terms of needs
2. Brainstorm possible solutions.
3. Select solution(s) best meeting both parties’
needs and check possible consequences.
4. Plan who will do what, where, and by when.
5. Implement the plan.
6. Evaluate the problem-solving process and, at a
later date, how well the solution turned out.
5.0 CREATIVE
PROBLEM SOLVING
• Sometimes we fail to solve problems
because of our lack of imagination or
creativity.
• We sometimes do not see beyond
traditional solutions or previously-used
parameters.
• This method may help us to envision
some new ways of thinking.
STEP
: Formulation
Clearly formulate the question to be
answered or the problem to be solved.
(This is often 90% of the battle for
solution)
STEP
: Enumeration
Clearly enumerate the causes
of the problem as stated
above.
STEP
:Theoretical Solutions
Enumerate the theoretical solutions, from
one extreme to the other on the gamut of
possibilities. Do NOT exclude any
possibility at this stage, but let your mind
attempt to think through all the
possibilities.
Brainstorming
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Close the school
Move to new country
Close & re-open
Curricular reform
Status quo
Only graduate school
Change language
Merge w/other school(s)
STEP
: Exclusion
TOGETHER: Exclude the options that
are not realistic or desirable and give the
reasons why.
STEP
: Selection
Retain the best option decided upon
TOGETHER and give the reasons why.
STEP
Implementation &
Evaluation
Implementation the solution retained and
evaluate its results (perhaps after a pilot
test).
Other helpful notions
• Consultant: an outside person does an
objective analysis of the conflict and
proposes solutions (cognitive level)
• Mediator: a neutral person, well thought of
by both sides, helps the conflicting parties
understand each other’s point of view and
come to a solution
• Arbitrator: both parties agree that they will
abide by his/her decision
CONCLUSION
• “The body is a unit, though it is made up of many parts;
and though all its parts are many, they form one body.
So it is with Christ. For we were all baptized by one Spirit
into one body – whether Jews or Greeks, slave or free –
and we were all given the one Spirit to drink. Now the
body is not made up of one part but of many. ... there
should be no division in the body, but ... its parts should
have equal concern for each other.” 1 Corinthians 12
(NIV)
• “Behold, how good and how pleasant it is For brothers to
dwell together in unity! It is like the precious oil upon the
head, Coming down upon the beard, {Even} Aaron's
beard, Coming down upon the edge of his robes. It is like
the dew of Hermon coming down upon the mountains of
Zion; For there the LORD commanded the blessing--life
forever.” (Psalm 133)
Further Resources
• Peacemaker Ministries:
www.peacemaker.net