AND CONFLICT
MANAGEMENT SKILLS
Conflict
Is a struggle between two opposing
forces.
It is merely the existence of competing
or incompatible options.
It comes up because of differences in
perception, interest, needs, goals and
personalities.
COMMUNICATION PIE
WORDS
7%
NON-VERBAL
55%
TONE OF
VOICE
38%
Listening Skills
Hearing vs. Listening
Hearing:
The physiological sensory process by which
auditory sensations are received by the ears
and transmitted to the brain.
Listening:
A more complex psychological procedure
involving interpreting and understanding
the significance of the sensory experience.
Empathic Listening
Is listening for understanding
It requires seeing the other persons
world and experiencing his or her
viewpoint without making value
judgments.
Purpose of Listening
To obtain information
to enjoy
to evaluate
to understand
Feeling Defensive
The listeners assume that they know the speakers intention or why
something was said, or for various other reasons, they expect to be
attacked.
LISTENING SKILLS
Attending
Appropriate Environment
Following skills
Reflective Listening
MAINTAIN OR
ENHANCE
SELF-ESTEEM
Interaction
Principles
Examples:
Assertiveness
Is the degree to which peoples behavior is seen as forceful and
directive. Assertive people are more energetic and quick to
action than less-assertive people. They move faster, talk faster,
decide faster, address problems faster, and arent afraid to take
risks.
Responsive
Responsiveness is the degree to which people are seen as
showing emotions or demonstrating sensitivity. Responsive
people express feelings more openly, appear more friendly, use
anecdotes, enjoy working with people, and are concerned about
the human aspect of issues.
Behavior Characteristics
Assertive
Has clear boundaries
and does not allow
other to restrict or
violate them.
Non-Assertive
Allows boundaries
to be restricted or
violated
Aggressive
Invades others
boundaries
Fails to express
honest feelings,
beliefs or thoughts
at appropriate times
Expresses feelings or
beliefs in a way which is
often dishonest,
inappropriate,
overbearing or pushy.
Slumped posture,
shifting weight,
evasive eye contact
ASSERTIVENESS PROCESS
Step 1 - Preparation
1. Set your objectives
2. Write what you have to say
Step 2 - Assertion
1. Central idea
2. Describe feeling in regards to that idea
3. Describe consequences to yourself
Step 3 -Listen
Step 4 - Repeat 2 and 3 as necessary
Step 5 - Strategies, options, & solutions
1. Plans to achieve the objectives
2. Range of options
3. Solutions
Feedback
Is a useful response from others which gives us an
indication of how accurately our message are received
It helps the sender and the receiver reflect each others
messages in order to modify any distortions in what is
heard or expressed.
Uses of Feedback
Provides us with learning opportunities
Makes us become more aware how we do it, and how we affect others
Helps us consider and alter behavior based on information from others.
Reduces interpersonal tensions and creates a sense of trust and
credibility
Feedback Process
K - kiss
K - kick
K - kiss
TYPES OF CONFLICT
Internal Conflict - It is the disturbance that rages within oneself
Approach-Approach - both options are attractive but only one option must be
chosen.
Approach-Avoidance - Wanting something but tries to avoid it.
Avoidance-Avoidance - Two unattractive options are given but a choice must be
made.
PROCESS OF CONFLICT
Perception of conflict
Realization
Avoidance
Flashpoint
Intervention
COMPETE/FORCE
The unilateral use of power and influence to gain compliance with your
views
ACCOMMODATE
Even though you disagree with the other persons views, you unilaterally decide
to offer no resistance, and to support diligent implementation of required action.
AVOIDANCE
A unilateral decision to maintain the status quo by avoiding or defering action on
different views. Such non-engagement is usually constructive only as an interim
strategy
STAGES OF CONFLICT
Stage One : Everyday Concerns and Disputes
the least threatening of conflict
real, although low in intensity
can best be addressed with coping strategies
Characteristics
Characterized by day-to-day irritations
Critical variable her is people. Different personalities, coping mechanisms,
and ever-changing life events make it impossible to predict when an
individual has had enough.
Individuals are usually willing to work toward a solution, often with a sense
of optimism that things can be worked out.
Facts and opinions are shared openly with one another once the problem has
surfaced.
PROCESS
WRITE OUT A CASE SCENARIO
CLARIFY CRITICAL ISSUES
IDENTIFY STAKEHOLDERS
SOURCES OF DISAGREEMENT
PLAN STRATEGY (What pattern will work)
Ground Rules
Listen to the other team members first, then decide how to
respond.
Recognize that everyone has an opinion about almost everything.
Acknowledge differences of opinion
When in doubt about anything, seek clarification.
Assumptions are risky; make them only when you have to.
Clarify where your responsibility stops and starts, and how it fits
with that of other team members.
Update people who need to know what you know.
Respect each others role in the organization.
If you have an issue or point of disagreement with a team member,
tell them, not others.