UNLEASH the POWER of theConflict Management

Agenda

1. What is Conflict?2. The Struggle Spectrum3. Typical Sources of Conflict4. Styles of Handling Conflict5. Conflict Management Tools6. Wrap Up and Questions

Discussion Question

What is conflict?

What is Conflict? Individuals and representatives of organizations bring

their own preferences, histories, communication patterns and experiences with decision making

Culture – “How we do things”

Conflict is not about right and wrong; it’s about differences and is closely linked to change

You need to expect, promote and manage conflict throughout the life of the collaboration

A conflict is more than just a disagreement

Conflicts continue to fester when ignored

We respond to conflicts based on our perceptions of the situation, not necessarily to an objective review of the facts

Conflicts trigger strong emotions

Conflicts are an opportunity for growth

The Struggle Spectrum (John Keltner)

Mild Difference Disagreement Dispute Campaign Litigation Fight or War

Struggles can be entered into at any stage Stages can be skipped De-escalation is possible at every stage

Typical Sources of ConflictPower StrugglesPersonal customs, languages, preferences are not being met

Vague Vision and FocusThe vision and focus are frequently called into question

The Wrong PeoplePeople were not well chosen in the beginning

Incomplete Desired Results and StrategiesDesired results and strategies are frequently debated

Low TrustMeeting convener lacks needed skills, meetings are boring, self-interests are not being disclosed, communications are poor

Lack of Clear AuthorityHome base organizations pressure for quick action, people attend infrequently, hard to find balance between full-time job and the work of the group

Discussion Questions

What examples do you have of conflict that was managed successfully in a group setting? What was the source of the conflict? What worked well?

What examples do you have of conflict that was not managed successfully in a group setting? What was the source of the conflict? What went wrong?

Styles of Handling ConflictIntegrating

High concern for self as well as the other party involved in conflict. It is concerned with collaboration between parties (i.e., openness, exchange of information, and examination of differences) to reach a solution acceptable to both parties

Obliging Low concern for self and high concern for the other party involved in conflict. An obliging person attempts to play down the differences and emphasizes commonalties to satisfy the concerns of the other party

DominatingHigh concern for self and low concern for the other party involved in conflict. It has been identified with a win-lose orientation or with forcing behavior to win one’s position

AvoidingLow concern for self as well as for the other party involved in conflict. It has been associated with withdrawal, passing-the-buck, sidestepping, or “see no evil, hear no evil, speak no evil” tactics

CompromisingModerate concern for self as well as the other party involved in conflict. It is associated with give-and-take or sharing whereby both parties give up something to make a mutually acceptable decision

Conflict Management Tools

1. Clarify the issue2. Create guidelines for working together3. Create a conflict resolution process and embed it in

the group’s Terms of Reference4. Re-visit the group’s “original dream”

Conflict Management Tools:Clarify the Issue

Often the conflict in the group is masked and takes time to manage

Some people are quiet Some people stop coming to meetings

Someone needs to ask, “What’s going on here?”

Conflict Management Tools: Guidelines for Working Together

Develop guidelines for working together when initiating a group that will be working together over a period of time

These guidelines can be used by the group to ensure that both group and individual behaviour is positive and supportive of moving the group forward

Process to Develop Guidelines for Working Together

Discussion Questions:

Think of a time when you have been a part of a group or team or attended a meeting

What made this experience positive for you?

What did you like about how you worked together?

Process to Develop Guidelines for Working Together

Activity:

Have people in the group respond to the questions individually and write one idea per post-it note

Have the group theme the post-it notes into “like” categories

Name each of the categories

Example: Guidelines for Working Together

Have fun! Focus on task and results Listen, support and encourage Treat each other with respect Create an inclusive and collaborative process Keep an open mind

Example: Guidelines for Working Together

Energy Get ‘er Done

Put it on the Table Honouring all Voices

Ensuring that the Guidelines are Followed

Have a discussion with the group: How do we, as a group, ensure that the guidelines are followed?

Examples from other groups: Self regulate One member of the table mediates Tell each other when the guidelines are not being followed Have a visual reminder of the guidelines at the meeting (keep them

up on the screen, handout at each table, back of nametags, etc.)

Conflict Management Tools: Conflict Resolution Process

Revisit the destination Decide who will facilitate the process for resolving

the conflict Separate the conflict from concepts of right and

wrong Make sure everyone is heard Don’t burn bridges

Conflict Management Tools:The Original Dream

Remind or ask people what originally brought them to the group: what did they want to achieve?

Get people talking about common ground, shared values and mutually advantageous interdependencies

Conflict may cause inactivity, diverted activity, confusion, undue stress or violence

AND It may also generate learning and introduce

needed changes

Reflection

What learnings and reflections do I have from this session?

What are some potential actions for my Regional Network?

Wrap Up and Questions

References Center for Right Relationship. (2005). Organization and

Relationship Systems Coaching Manual. Robinson Jr., Jerry and Roy Clifford. (1976). Conflict

Management in Community Groups. Illinois: University of Illinois, Department of Agricultural Economics.

The Struggle Spectrum. Retrieved from: http://oregonstate.edu/instruct/comm440-540/struggle.htm

Winer, Michael and Karen Ray. (1994). Collaboration Handbook: Creating, Sustaining and Enjoying the Journey. Minnesota: Amherst H. Wilder Foundation.

Yarborough, Elaine. (1985). Constructive Conflict. Illinois: Heritage Arts Publishing.