Conflict Management-Part 1-Introduction-Phases-Ideal Model

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Conflict Management Processes:

Conflict Management Processes Part 1: Introduction, Phases of Conflict, an Ideal Model for Conflict Management Copyright Marshall Scott Poole

Scenario:

Scenario You are serving on a 6 person task force to address a bottleneck in service George: 35, experienced; strong willed; can be overbearing; generally pleasant; experienced in the service the committee is charged with reworking You want to make a good impression so you’ve been doing research on the service and you have found some best practices and new ideas George has been taking on your ideas in meetings and arguing with you between meetings You’ve been listening but not responding You presented an idea with good supporting evidence of its effectiveness George listened, then came after you aggressively, questioned figures, ridiculed idea as “not workable at XYZ” What should you do? Copyright Marshall Scott Poole

I. Introduction:

I. Introduction Definition of Conflict The interaction of interdependent parties who perceive incompatible goals and interference from each other in achieving those goals Interdependence Incompatible goals Interaction Copyright Marshall Scott Poole

I. Introduction:

I. Introduction B. Sources of Conflict Differences in interests Resource Scarcity Role Incompatibility Communication problems Copyright Marshall Scott Poole

II. Phases of Conflict:

II. Phases of Conflict Latent Conflict Restabi- lization Manifest Conflict Felt Conflict Perceived Conflict Triggering Incident Reso- lution + - Consequences Copyright Marshall Scott Poole

II. Phases of Conflict:

II. Phases of Conflict Cycles  Momentum Escalation cycles (-) Avoidance cycles (-) Middle ground (+) Copyright Marshall Scott Poole

II. Phases of Conflict:

II. Phases of Conflict An Ideal Model for Conflict Management: Two Phases Degree of Convergence In Parties’ Positions Differentiation Integration Copyright Marshall Scott Poole

II. Phases of Conflict:

II. Phases of Conflict Differentiation: If done properly… Parties are aware of differences Issues are clarified and defined Both parties recognize the need to work together Both regard the other’s position as legitimate (though they may not agree with it) Integration: If done properly Parties develop willingness to work with each other Parties work toward solution that meets interests of both Parties stick to their guns and do not waffle or give in Parties consider multiple solutions Copyright Marshall Scott Poole

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