Conflict Resolution
Costello L Brown and Carty MonetteAugust 12, 2009
HBCU-UP LEADERSHIP DEVELOPMENT INSTITUTE
SESSION IWashington D.C.
What Causes Conflict?
Power Need
Perception Values
http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp
DISAGREEMENTS = CONFLICT
……and can happen at any time.
In the workplace Away from the workplace Can even be rooted in something that happened decades ago.“Can be as small as a disagreement and as large as a war” *
*http://www.cooperation.org/pages/conflict.html
As the Leader, How would you Manage Conflict?
Some Types of Leadership Practices
*http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html
Three Leadership Styles*: (of many)
The Leader Who Dominates
The Leader Who Exercises Little Control
The Leader Who Consults, Encourages, Delegates
The Leader Who Dominates Pros: Is Good at Meeting Urgent Deadlines Is an Accepted Style Is Preferred in Some CasesCons: Results in Resistance Requires Continuous Oversight
The Leader Who Maintains Little Control
Pros:
Good When “team” is Skilled/Motivated Can Empower Others to Achieve Goals
Cons:
Bad when “Team is not skilled or motivated Sometimes deadlines are missed
The Leader Who Consults Yet Maintains Responsibility
Pros: Allows Others to Make Decisions Encourages Participation & Delegates Identifies and Uses Talents of Others Guides with a Loose Reign
Cons: Can Be Seen as Being Unsure of Self Viewed as Not Leading
“My way or the highway!”
“Do as I Say, Not as I do!”
How Not to Manage Conflict
Eight Steps for Conflict Resolution*
1. “Know Thyself” and Take Care of Self
2. Clarify Personal Needs Threatened by the Dispute
3. Identify a Safe Place for Negotiation4. Take a Listening Stance into the
Interaction
*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp
Eight Steps for Conflict Resolution
5. Assert Your Needs Clearly and Specifically
6. Approach Problem-Solving with Flexibility
7. Manage Impasse with Calm, Patience, and Respect
8. Build on Agreement that Works
Ground Rules for Conflict Resolution*
One person speaks at a time.
We will make a sincere commitment to listen to one another, to try to understand the other person's point of view before responding.
What we discuss together will be kept in confidence, unless there is explicit agreement regarding who needs to know further information.
*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp
Ground Rules for Conflict Resolution*
We agree to talk directly with the person with whom there are concerns, and not seek to involve others in "gossip" or "alliance building.“
We agree to try our hardest and trust that others are doing the same within the group.
We will support the expression of dissent in a harassment free workplace.
We agree to attack the issues, not the people with whom we disagree.
*http://www.ohrd.wisc.edu/onlinetraining/resolution/index.asp
Possible Departmental ConflictsJunior Faculty vs. Senior Faculty
Case Study:
Professor Know It All and the other senior faculty in your department have decided to eliminate the placement exam in chemistry and all the junior faculty are strongly opposed to this change in policy. The last department meeting turned into a shouting match and now folks are not speaking to each other.
How do you as a future Leader resolve this Issue?
Constructive Conflict Resolution*
“The constructive resolution of conflict in an ongoing relationship (such as in family, school, and work situations) requires disputants to recognize that their long-term relationship is more important than the result of any short-term conflict.”
*Cooperation In The Classroom, Johnson, Johnson, & Holubec, 1993): (http://www.cooperation.org/pages/conflict.html)
1. Consensus2. Compromise3. Compete4. Accommodate5. Avoid
Possible Methods to Resolve Conflicts
Pros: This strategy is generally used when concerns
for others are important. Your own interests matched with the interests of
the other person. It is also generally the best strategy when larger
interest is at stake. This approach helps build commitment and
reduce bad feelings. Cons: Takes time and energy. The others' trust and openness can be taken
advantage of.
Consensus Through Collaboration
e
Pros: Win some/lose some. Temporary solutions
Cons: Can lose sight of important values and
long-term objectives. Can distract the partners from the merits
of an issue and create a cynical climate.
Compromise
Accommodation
Pros: High concern for the interests of other person. Used when the issue is more important to others
than to you. Appropriate when you recognize that you are
wrong.Cons: Your own ideas and concerns don't get attention. You may also lose credibility and future influence.
Pros:Low concern for your own interests and of the
other. Used when the issue is trivial or other issues are
more pressing. When confrontation has a high potential for
damage.
Con: Important decisions not made or made by
default.
Avoidance
Develop a PlanDeal With it DirectlyDo Not AvoidFocus on the FutureRespect the CommunityBe Preventive
Hints for Managing Conflict
I AM SORRY
I DID IT
IT WILL NOT HAPPEN AGAIN
My Friend’s Approach to Marital Conflict