CONFLICT RESOLUTION A CATALYST FOR CHANGE Presented By

CONFLICT RESOLUTION A CATALYST FOR CHANGE Presented By Mark J. Brown Associate Chair, Mediation Labour Relations Board of BC At The HEALTH EMPLOYERS ASSOCIATION OF BC 15 TH ANNUAL CONFERENCE JUNE 23, 2008 1

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Conflict • Conflict is not only natural but necessary for change to occur. • Conflict creates context for communication, clarification, and understanding. 3

Dynamics of Conflict* What happens if conflict goes unresolved? Intense Feelings Positions Harden Dehumanizing Occurs Desire to Punish Emerges Communication Deteriorates *Atlanta Justice Center 4

INDIVIDUAL APPROACHES TO CONFLICT A. COMPETITIVE B. COLLABORATIVE C. COMPROMISING D. AVOIDING E. ACCOMMODATING 5

COMPETITIVE – CONCERNED WITH WINNING 6 • TAKE CHARGE • ENJOY BEING IN CONTROL • IMPATIENT • EAGER • USEFUL FOR QUICK DECISIONS OR WHERE UNPOPULAR ACTION MUST BE IMPLEMENTED

COLLABORATIVE – CONCERNED WITH PROBLEM SOLVING • FIND SOLUTIONS THAT SATISFIES EVERYONE • PROBLEM FOCUSED • CREATIVE • USEFUL WHEN BOTH SETS OF CONCERNS ARE TOO IMPORTANT TO BE COMPROMISED 7

COMPROMISING – CONCERNED WITH FAIRNESS • FIND EXPEDIENT MUTUALLY ACCEPTABLE SOLUTION • PARTIALLY SATISFIES EVERYONE • USEFUL WHEN GOALS ARE MODERATELY IMPORTANT BUT NOT WORTH DISRUPTION 8

AVOIDING – AVOID CONFLICT • CONSIDER CONFLICT UNPRODUCTIVE • USEFUL WHEN ISSUE TRIVIAL OR WHEN POTENTIAL DAMAGE OR CONFLICT OUTWEIGHS BENEFITS OF RESOLUTION • LETS PEOPLE COOL DOWN 9

ACCOMMODATING – CONCERNED WITH RELATIONSHIP • NEGLECT OWN CONCERN OVER CONCERNS TO SATISFY OTHERS • SUPPORTIVE - HELPFUL • USEFUL WHEN ISSUE IS MORE IMPORTANT TO OTHERS 10

Sources of Conflict: Five sources of conflict: • • • Relationship conflicts Value conflicts Data conflicts Structural conflicts Interest conflicts The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore 11

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Conflict Causes and Intervention Relationship Conflicts • • Strong emotions Misperceptions and stereotypes Poor communication or miscommunication Repetitive negative behaviour Interventions • Control expression of emotions through procedure, ground rules, caucus, etc. • Promote expression of emotions by legitimizing feelings and providing a process • Clarify perceptions and build positive perceptions • Improve quality and quantity of communication • Block negative repetitive behaviour • Encourage positive problem solving attitudes 13

Conflict Causes and Intervention Value Conflicts • Different criteria for evaluating ideas or behaviour • Exclusive intrinsically valuable goals • Different way of life Interventions • Avoid defining problems in terms of value • Allow parties to agree and to disagree • Search for a common or complementary goals shared by the parties 14 The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore

Conflict Causes and Intervention Data Conflicts • Lack of information • Misinformation • Different views on what is relevant • Different interpretations of data • Different assessment procedures Interventions • Reach agreement on what data is important • Agree on process to collect data • Develop common criteria to assess data • Use third party experts to gain outside opinion or break deadlocks 15 The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore

Conflict Causes and Intervention Structural Conflicts • Destructive patterns of behaviour or interaction • Unequal control, ownership or distribution of resources • Unequal power and authority • Geographical, physical or environmental factors that hinder co-operation • Time constraints The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore 16

Conflict Causes and Intervention Structural Conflict Interventions • Clearly define and change roles • Replace destructive behaviour patters • • Reallocate ownership or control of resources Establish a fair and mutually acceptable decision making process • Change negotiation process from positional to interest-based bargaining • Modify means of influence used by parties (less coercion, more persuasion) • Change physical and environmental relationship • Modify external pressures • Change time constraints 17 The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore

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Conflict Causes and Intervention Interest Conflicts • Perceived or actual competition over substantive interests • Procedural interests • Psychological interests Interventions • Focus on interests, not positions • Look for objective criteria • Develop integrative solutions that address needs of all parties • Search for ways to expand options or resources • Develop trade-offs to satisfy interests of different strengths 19 The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore

EFFECTIVE COMMUNICATION • LISTENING IS POWER • LISTENING IS NOT THE SAME AS HEARING • HEARING IS WITH THE EARS, LISTENING IS WITH THE MIND 20

HOW WE DO NOT LISTEN • RETAIN 25% OF WHAT WE HEAR • ACTIVELY LISTEN FOR 17 SECONDS AT A TIME • WRITE 9%OF TIME • READ 16% OF TIME • LISTEN 45% OF TIME 21

WHY IS LISTENING DIFFICULT • BRAIN IS TOO FAST FOR TONGUE • SPEAK 125 – 140 WORDS PER MINUTE • LISTEN TO 400 WORDS PER MINUTE • BRAIN PROCESSES 1, 000 – 4, 000 WORDS PER MINUTE 22

BAD LISTENING HABITS 23 • ATTENTION FAKERS • FACT GATHERERS • CRITICIZERS • BORED LISTENERS • DIFFICULT MATERIAL BLOCKERS • DISTRACTION TOLERATORS • NOTE TAKERS • MENTAL REHEARSER

BENEFITS TO EFFECTIVE LISTENING 24 • INCREASE KNOWLEDGE • SAVE TIME • DECREASE STRESS • TRUE DIALOGUE • EARN TRUST • UNDERSTANDING • SELF ESTEEM • INFLUENCE • DEVELOPMENT

ACTIVE LISTENING TECHNIQUES 25 • LOOK • ASK QUESTIONS • DO NOT INTERRUPT • DO NOT CHANGE SUBJECT • BE ATTENTIVE TO EMOTIONS • RESPOND EMPATHETICALLY • ENCOURAGE • ACKNOWLEDGE • CLARIFY • SUMMARIZE

CREATING AN ATMOSPHERE FOR DIALOGUE 26

CREATING AN ATMOSPHERE FOR DIALOGUE • REFRAME • SITUATION OR RELATIONSHIP – NOT ATTITUDE OR BAHAVIOUR • YES OR NO ANSWER CANNOT BE GIVEN • QUESTIONS OR PROBLEM STATEMENTS • MULTIPLE SOLUTIONS POSSIBLE • DEPERSONALIZE • JOINT PROBLEMS • FUTURE RELATIONSHIP • NON THREATENING • OBJECTIVE & NEUTRAL • SPECIFIC TERMS • CONFIRM FRAMING ACCURATE 27

MANAGING CONFLICT 28

MANAGING CONFLICT • TAKE CARE OF YOURSELF • THINK ABOUT TIMING • BE CLEAR ABOUT YOUR REAL CONCERNS • USE “I” MESSAGING • FRAME APPROPRIATELY • FOCUS ON CHANGE FOR FUTURE • DO NOT TRY TO CONVINCE OTHERS YOU ARE RIGHT • DO NOT TRY TO SOLVE PROBLEM TOO FAST • ASSUME OTHER VIEW POINTS POSSIBLE 29

DEALING WITH A GROUP TO RESOLVE CONFLICT • Set a positive optimistic tone • Establish ground rules and process • State the problem • Ask participants about their needs and concerns and help them move from positions to interests • Summarize what you hear • Deal with interpersonal concerns • Frame the problem jointly • Ask participants for ideas that will solve the problem • Restate agreements as the occur 30

DECIDE AS A GROUP OR BY AN INDIVIDUAL • The time available to make the decision • The need for buy in • The importance of the issue • The effect on working relationships • Information and expertise • Have you already decided 31

EFFECTIVE MANAGER • Be as concerned about the process as content • Manage the decision making process • Contribute ideas in a manner that does not dominate the discussion • Express assumptions or constraints up front so the group knows the parameters of the discussion • Must really believe that the group can make a better decision than the individual • Must present a back up decision making process in case consensus is not achieved 32

LRB CONFLICT RESOLUTION PROGRAMS • CONFLICT AUDIT • PRINCIPAL INTERVIEWS • INDIVIDUAL INTERVIEWS • CO-DESIGN 33

PILOT PROJECT • FOCUS GROUP • HOW CAN THE EMPLOYER AND UNION COLLOBORATE TO IMPLEMENT AN INTERNAL CONFLICT RESOLUTION MODEL AS A MEANS TO CREATE POSITIVE CHANGE IN THE WORKPLACE • ONE ON ONE COACHING • PEER MEDIATION • CO-MEDIATION 34