Conflict Resolution Agenda Defining conflict Source of conflict

Conflict Resolution

Agenda • • Defining conflict Source of conflict What is your conflict style? Conflict resolution Conflict escalators Conflict reducers Key elements Key phrases

Defining Conflict

Defining Conflict - An expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from the other party in achieving their goals.

Conflict • Conflict is natural: every relationship that has existed for a certain period of time has experienced conflict. • Most conflicts result from one party believing they have something to lose. • No matter how good a relationship, there are times when an individual’s ideas, needs or goals will not match those of others around him or her.

Conflict is a fact of life – and so are the feelings that accompany it. For example, hurt, anger, frustration, resentment and disappointment are some emotional sources.

Sources of Conflict 1. 2. 3. 4. 5. Misunderstandings Communication Barriers Conflicts of Interest Dependency Need for Consensus

What is your conflict style? • • • Avoider Accommodator Competitor Compromiser Collaborator

The Avoider

The Avoider Do you have the tendency to deny, suppress, or “put aside” differences? • Born out of the desire to preserve harmony and prevent upsetting, negative interactions. • If resentments grow, the individual will either gradually withdraw or explode resulting in the opposite of harmony.

The Avoider • Learn to speak up respectfully about those things that bother you or about issues which can potentially affect the team’s ability to accomplish its goals. • Begin with an “empathy statement” – letting the other person know you understand or want to understand how he/she sees and feels about the situation then proceed to tackle the real issue.

The Accommodator

The Accommodator Do you yield or subordinate your concerns to those of the other person? • This style can grow out of the desire to avoid conflict, or it can be due to the person’s belief that his or her rights, feelings, or desires are not as important as those of others.

The Accommodator • It is admirable to care for others. However, that concern must be accompanied by a corresponding respect for one’s own rights, opinions and boundaries. • The key principle for the accommodator to learn is balance. It is balance that will assist the accommodator to function without burning out.

The Competitor

The Competitor Do you see each workplace conflict as an opportunity to “win”? Do you go all out to win, often at the expense of others? • This competitiveness can take the form of either overt aggression (rudeness, loud voice, angry facial expressions) or more “passive or covert aggression (gossip, back-stabbing, etc. )

The Competitor • Look at the long-term results of falling into the trap of power struggles that never quite end. The truth is, “winning” is short-lived. • Even when you succeed at putting someone else down, the person will typically look for and find ways to even the score.

The Competitor • Recognize that storing anger and looking for ways to “pay back” keeps you tied to the negative situation and robs you of energy and effectiveness. • Learn to confront issues directly, resolve them, and then refuse to hold grudges. • The only way to truly “win” is for everyone involved to leave the table feeling like winners, with each person’s concerns having been heard and his/her basic needs having being met.

Compromiser

Compromiser Compromise is typically perceived as a positive step in conflict resolution. However, this is not the best style as opposing sides are left with the task of “settling for half a loaf. ”

Compromiser • While the “splitting the difference” strategy has good intentions, it is more effective to become a collaborator. • Collaboration requires more time, more commitment, and more creativity – but is doable with practice.

Collaborator

Collaborator • When you collaborate, you work with the other person to mutually solve the problem in a way that recognizes and honors the goals of each. • Be honest and direct, while being considerate.

Collaborator • Avoid emotionally charged words and namecalling. • Stick to the topic at hand, citing recent examples. • Share responsibility for the solution. • Describe the problem in objective terms. • Actively listen for what the other person values, and work to help that person achieve those things as diligently as you try to get your own needs met.

Collaborator Adding collaboration to your repertoire of team skills will significantly enhance your effectiveness as a team leader or member.

Conflict Resolution

Conflict Resolution 1. 2. 3. 4. 5. 6. Identify the cause/causes of the conflict Obtain clarification Develop ideas Discuss possible solutions Agree on specific action steps Evaluate and refine the plan

Conflict Escalators

Conflict Escalators • • • Lack of understanding Passivity Aggressiveness Personality focus Negativity Tunnel vision

Lack of Understanding A vast number of conflicts are the result of simple misunderstanding – people just didn’t listen to each other. What we generally call “listening” is only impatiently waiting until it’s our turn to talk. It’s a common trait, but one that increases the potential for misunderstanding and conflict.

Passivity Many of us have difficulty saying exactly what we want. Perhaps we think that it’s rude to ask for something outright, or we are unclear about our own goals. Sometimes we fall into passivity because we think that others should be able to tell us what we want. When we hope people will guess what we want, we’re not likely to get it.

Aggressiveness Instead of hinting, we order people around, often in a demanding, threatening way. We may do this out of mistaken notions about leadership, or we may be hiding our insecurity. Whatever the cause, when we act aggressively, people usually feel angry and resentful. It turns them off and drives them away.

Personality Focus Conflict is often attributed to the characteristics or behavior of people rather than to disagreement about an issue. Unfortunately, when we focus on the faults of others, they usually become defensive and the conflict increases.

Negativity When people adopt a negative attitude toward the problem or to the other person or to themselves, this negative attitude becomes a self-fulfilling prophecy. The conflict is seldom solved effectively.

Tunnel Vision Sometimes great conflict is generated around an issue that’s just not important. Maintaining a relentless ‘nit-picking’ focus on the issue that irritates you – especially if it’s not very important – is a certain guarantee that the conflict will remain and may even escalate.

Conflict Reducers

Conflict Reducers • • • Attentiveness Assertiveness Respectful Tolerance Issue Focus Positive Expectations Wide Perspective

Attentive Listening When you listen, you find out what other people want, and you’re better able to respond effectively. Listening is not easy. It requires special attention. Your chances of understanding people and avoiding conflicts increase when you really listen.

Attentive Listening • So STOP what you’re doing, and pay attention to other people. • LOOK at them, and notice their body language and other non-verbal cues. • LISTEN to what that are saying. • REFLECT back what you have heard the person say. • GET CONFIRMATION of accuracy.

Assertiveness Once you know what you want, you need to be able to state it clearly, without being either passive or aggressive. Being assertive simply means saying what you mean, firmly but politely, and meaning what you say. When you speak up for yourself, people are far more likely to understand what you want and to respond as you hope.

Respectful Tolerance When you have unrealistic expectations of other people and expect them to be perfect, you set yourself up for conflict. Why not give other people the benefit of the doubt? Respect them, as you want them to respect you. Tolerate their imperfections and their inconsistencies. Then you’ll have less reason to be upset with them.

Issue Focus Most conflicts can be redefined as an issue that affects both people. Focusing on the issue opens the door to resolution because neither party needs to feel defensive, and both can search together for a solution to the problem. It’s always best to state the problem as an issue and not attack or blame the other person.

Positive Expectations Expect that the problem can be resolved. Affirm that the other person needs and deserves love and approval. And tell yourself that you’re valuable and capable. These positive expectations will move you in a conflict-solving direction.

Wide Perspective Focus on the history of your relationship and on your future long-term goals. Ask yourself whether the issue you’re fighting over will even matter six months or a year from now. If not, set aside your stubbornness, and bow out gracefully. Clarify what is really important to you. Keep your conflicts in perspective.

Key Elements of Conflict Resolution • • • How you talk How you listen How you respond Managing the process Win-Win solutions

Key Phrases • Help me understand… • Can you understand? • So what you’re saying is…?

OEA Sometimes our problems are just too hard to solve on your own. If you are concerned about a particularly difficult partnership, marriage, relationship or family issue, ther Office of Employee Assistance (OEA) can help you. OEA services are convenient, confidential and offered at no cost to the employee.

Contact Us Office of Employee Assistance UHSC 136 Phone 309 -348 -2469 Fax 305 -348 -3903 www. fiu. edu/~oea