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Conflict Resolution

Conflict Resolution
Conflict Resolution www.ThesisScientist.comwww.ThesisScientist.comConflict Important  Conflict is the internal or external tension that occurs when you anticipate difficulty meeting important needs.  Boss, spouse, child, etc. www.ThesisScientist.comConflict Types  Five leading causes of conflict in the workplace: – Misunderstandingmiscommunication – Disrespect or disregard for other people – Conflicting egos – Impatience www.ThesisScientist.com – Fear and insecurity over loss of controlConflict Types  Pseudo conflicts (false conflicts) – Not real conflicts; they are perceived. – Two causes: faulty assumptions and false dilemmas – Faulty assumptions: mistaking assumptions for facts – False dilemmas: people only see two solutions to a problem  Fact conflicts – Parties disagree about information that could easily be verified – Fact conflicts can turn into ego conflicts www.ThesisScientist.comConflict Types  Ego conflicts – A dispute centers on status or power – Initial argument may be over a factual question – Conflict centers on “who” has the “right” facts  Value conflicts – Focus on personal beliefs – Value rights, religion, etc.  Need conflicts – Needs of one individual clash with the needs of another www.ThesisScientist.comConflict Management Styles  Avoiders – See conflict as hopeless and useless – Are impersonal or distant – Remove self mentally or physically – Lack commitment to finding solutions (time, energy, confidence or skills) – Be an Avoider: to buy time, to defuse strong emotions, if the conflict isn’t worth it www.ThesisScientist.comConflict Management Styles  Accommodators – Believe conflict is destructive – Overvalue maintaining relationships – Undervalue own needs – Don’t make waves – Want peace at any price – Be an Accommodator: when the issue isn’t that important to you or when conceding is easier www.ThesisScientist.comConflict Management Styles  Forcers – Believe winning is the only thing – Love challenge and achievement – Express anger when others don’t agree – Are willing to sacrifice others who don’t agree – Typically use emotional appeals, strong deliveries and persistence – Be a Forcer: when decisions have to be made quickly, crisis www.ThesisScientist.comConflict Management Styles  Compromisers – Believe half is better than none – Want each side to gain something – Use voting or bargaining to decide – Avoid the real issues – Typically use maneuvering, negotiating and trading – Be a Compromiser: disagreement isn’t vital www.ThesisScientist.comConflict Management Styles  Collaborators – Believe both parties can meet their needs – See conflict as a natural way to meet needs – Want to hear the needs of others – View the other as equal in conflict – Be a Collaborator: when there is time, if both parties are willing to work together www.ThesisScientist.comConflict Strategy Guidelines  Recognize the “enemies” that can limit your ability to manage conflict effectively. – Your desire to explain your side first – Failure to listen attentively – Fear of losing control, what you value – Misconception that one must win and the other must lose www.ThesisScientist.comConflict Strategy Guidelines  Choose the right time. – Relaxed, free from distractions and prepared to spend time  Take turns speaking and listening. – Listen openmindedly rather than defensively – Paraphrase one another – Encourage active listening www.ThesisScientist.comConflict Strategy Guidelines  Set the stage for finding a solution. – Work collaboratively – Brainstorm  Identify your needs and those of the other person. – Keeps you focused on the issue – Identify the needs – Be empathic www.ThesisScientist.comFourPart Assertion Messages  Plan what you want to say. – FourPart Assertion Message  Describe the behavior  Identify your feelings  State the tangible consequences  Make a request  Example: When you take personal calls on your cell phone while there are customers waiting in line (behaviour), I feel stressed (feeling), because I have to cover the service desk by myself (consequence). Would you please wait until your break to use your cell phone www.ThesisScientist.com (request).Be Assertive  Assertive – Stating what you think, feel, want or need in a way that is direct, honest and respectful of others – Builds trust, helps prevent conflicts, gets needs met – Most conducive to a supportive style of communication  Aggressive – Stating thoughts, feelings, wants or needs directly and honestly but disrespectfully – Can prevent conflict by fostering avoidance www.ThesisScientist.comBe Assertive  NonAssertive – Respecting others while stating your thoughts, feelings, wants or needs indirectly or not at all – Avoid conflict, easy to please, cooperative team players – Can’t get needs met, may feel resentful www.ThesisScientist.comConflict Strategy Guidelines  Express appreciation. – Thank the other person – End the discussion on a positive note www.ThesisScientist.comResponding to Criticism  Three types of criticism: – Manipulative – Vague – Valid www.ThesisScientist.comResponding to Criticism  Fogging – Use for manipulative criticism – Presents a nondefensive, indifferent response to criticism – Seeks to acknowledge the criticism – Does not agree or disagree www.ThesisScientist.comResponding to Criticism  Negative Assertion – Strongly agrees with valid criticism – Admits mistakes – Announces that the critic is right – Adds what you have learned from the mistake www.ThesisScientist.com – Expresses a sad, regretful toneResponding to Criticism  Negative Inquiry – Clarifies the intent of vague criticism – Shares a puzzled, confused tone – Seeks further information – Uses questions www.ThesisScientist.com
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Dr.GordenMorse
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Uploaded Date:
22-07-2017