Conflict Resolution

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What is conflict? Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available:

What is conflict? Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available

The ingredients of conflict:

The ingredients of conflict Needs - Needs are things that are essential to our well-being. Conflicts arise when we ignore others’ needs, our own needs or the group’s needs. Be careful not to confuse needs with desires (things we would like, but are not essential). Perceptions - People interpret reality differently. They perceive differences in the severity, causes and consequences of problems. Misperceptions or differing perceptions may come from: self-perceptions, others’ perceptions, differing perceptions of situations and perceptions of threat

Ingredients of conflict contd::

Ingredients of conflict contd : Power - How people define and use power is an important influence on the number and types of conflicts that occur. This also influences how conflict is managed. Conflicts can arise when people try to make others change their actions or to gain an unfair advantage. Values - Values are beliefs or principles we consider to be very important. Serious conflicts arise when people hold incompatible values or when values are not clear. Conflicts also arise when one party refuses to accept the fact that the other party holds something as a value rather than a preference

Ingredients of conflict::

Ingredients of conflict: Feelings and emotions - Many people let their feelings and emotions become a major influence over how they deal with conflict. Conflicts can also occur because people ignore their own or others’ feelings and emotions. Other conflicts occur when feelings and emotions differ over a particular issue. Conflict is not always negative. In fact, it can be healthy when effectively managed . Healthy conflict can lead to ... Growth and innovation New ways of thinking Additional management options If the conflict is understood, it can be effectively managed by reaching a consensus that meets both the individual’s and society’s needs. This results in mutual benefits and strengthens the relationship. The goal is for all to “win” by having at least some of their needs met.

The Five Conflict Styles Thomas/Killman, 1972 with further descriptions and analysis by Bonnie Burrell, 2001:

The Five Conflict Styles Thomas/ Killman , 1972 with further descriptions and analysis by Bonnie Burrell, 2001 Avoidance (lose-lose) Accommodation (lose-win) Competition (win-lose) Compromise (negotiated lose-lose) Collaboration (win-win) When the issue is of little importance When the issue is more important to the other person than it is to you When the issue is not important enough to negotiate at length When the issue is moderately important but not enough for a stalemate When the issue is too important for a Compromise

Self assessment:

Self assessment

The “Interest-Based Relational Approach”:

The “Interest-Based Relational Approach” The second theory is commonly referred to as the “Interest-Based Relational (IBR ) Approach”. This conflict resolution strategy respects individual differences while helping people avoid becoming too entrenched in a fixed position

In resolving conflict using this approach, you follow these rules::

In resolving conflict using this approach, you follow these rules: Make sure that good relationships are the first priority: As far as possible , make sure that you treat the other calmly and that you try to build mutual respect. Do your best to be courteous to one-another and remain constructive under pressure ; Keep people and problems separate: Recognize that in many cases the other person is not just “being difficult” – real and valid differences can lie behind conflictive positions . By separating the problem from the person, real issues can be debated without damaging working relationships; Pay attention to the interests that are being presented: By listening carefully you’ll most-likely understand why the person is adopting his or her position ; Listen first; talk second: To solve a problem effectively you have to understand where the other person is coming from before defending your own position; Set out the “Facts”: Agree and establish the objective, observable elements that will have an impact on the decision; and Explore options together: Be open to the idea that a third position may exist , and that you can get to this idea jointly

Process to resolve conflict:

P rocess to resolve conflict Set the Scene- Restate, Paraphrase, Summarize Gather Information- Listen with empathy and see the conflict from the other person’s point of view, Identify issues clearly and concisely, Use “I” statements, Remain flexible, Clarify feelings

Process to resolve conflict:

Process to resolve conflict Agree to the Problem- to agree the problems that you are trying to solve before you’ll find a mutually acceptable solution Brainstorm Possible Solutions Negotiate a Solution There are three guiding principles here: Be Calm, Be Patient, Have Respect

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