conflict management slides
TRANSCRIPT
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LEADERSHIP PROGRAM 2012-2013Sponsored by the Provosts O!e
"ohns Hop#$ns %n$vers$ty
&'ther$ne "( Morr$son) "DAsso!$'te *'!+,ty
"ohns Hop#$ns ,oo.ber/ S!hoo, o P+b,$! He',th!.orr$son!re'te'/ree.ent(!o.
hen h$n/s Dont or#4Re!o/n$5$n/ 'nd Reso,v$n/
&on6$!t
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Le'rn$n/ Ob7e!t$ves
Understand the fundamental concepts of conictmanagement
Acquire specic tactical approaches to conict situations
Apply that understanding to more eectively assess andmanage two-party and multi-party conicts
s
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&O8*LI& HAPPE8S
Conict isa normal inescapa!lepart of life
a periodic occurrencein any relationship
an opportunity to
understand opposingpreferences and values
"#"$%&
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o9 !'n 9e .'n'/e e ener/yo !on6$!t:
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%se !o/n$t$ve !on6$!t
'isagreement a!outideas and approaches
(ssue focused not
personal
Characteristic of highperforming groups
Amason A)C) *hompson +)$),ochwarter )A) . ,arrison A))/0112 Autumn3) 4Conict5 An(mportant 'imension in 6uccessful7anagement *eams)8 OrganizationalDynamics, 9:/93 99-9;)
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Avo$d';e!t$ve !on6$!t6
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!o/n$t$ve:
0) 7a=e the approach
9) 6hare perspectives
;) >uild understanding
:) Agree on solutions
2) Canada.
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('ppro'!h
Re6e!t!efore you!egin
Inv$tethe other partyto a conversation
e !,e'r a!out yourintentions
St'te yo+r /o', - apositive resolution
Ibid.
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Step 2( Sh're perspe!t$ves
As#for the otherpersons perspective
P'r'phr'sewhatyou hear
A!#no9,ed/eyourcontri!ution
Des!r$beyourperspective
(!id)
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n ers 'n 9 yyo+r v e9sd$;er
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/$ead from !ottom to top3
( ta=e action
( adopt !eliefs
( draw conclusions( add meaning
( select data
B!serva!le dataClar= ) /Bcto!er 0 9@@23)
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8'.e the $ss+es
Ident$y top$!s thatthe parties view asimportant to address
Use concise ne+tr',,'n/+'/e
Avoid pronouns
Use $ss+esto !re'tethe '/end'
Foundational Concepts for UnderstandingConict)
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(+nderst'nd$n/
D$s!+ssone issue ata time
&,'r$yassumptions
E
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(so,+t$ons
Re',$ty test F (sthis doa!leG
D+r'b$,$ty test F(s this dura!leG
Interest test F
'oes this meet allparties interestsG
(!id)
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Step >( P,'n ney whenG
,ow will interaction
ta=e place if pro!lemsoccurG
(!id)
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&on6$!t
M'n'/e.ent15
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h'ts tr+e
but?
h't
doesnt
9or#
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h'ts tr+eand
?
h't
does9or#
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LAME
h't
doesnt
9or#
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he @th$rd
story
h't
does9or#
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&ontr$b+t$on
M'pp$n/
h't
does9or#
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Bo+ /et the
p$!t+re?
h't
doesnt
9or#
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M't!h 'nd,o9er)
h't
does9or#
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4Iaced with the choice !etweenchanging ones mind and proving that
there is no need to do so almostevery!ody gets !usy on the proof)8
Hohn +enneth %al!raith
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So+r!es 'nd
Re!o..ended Re'd$n/24
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So+r!es
Amason A)C) *hompson +)$) ,ochwarter )A) .,arrison A)) /0112 Autumn3) 4Conict5 An(mportant 'imension in 6uccessful 7anagement
*eams)8 Organizational Dynamics, 9:/93 9@-;2)
Clar= ) /Bcto!er 0 9@@23)
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Sources
%armston $)H) /6ummer 9@@23) 4%roup ise5 ,ow toturn conict into an eective learning process)8
Journal of Sta Deelopment 9J/;3 J2-JJ)
7ediation 6ervices) /9@@;3) Foundational conceptsfor understanding conict. innipeg 7> Canada.
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Re!o..ended Re'd$n/
Conger H) A) /011D 7ay-Hune3) *he #ecessary Art ofourgeois L) H) /011Huly-August3) ,ow 7anagement *eams Can ,ave a%ood Iight) !arard "usiness #eie$ pp) -D2)
$o!inson $) H) /011 Ie!ruary J3) "rrors in 6ocialHudgment5 (mplications for #egotiation and Conict$esolution) !arard "usiness Sc%ool &u'lis%ing Case#ote D10@; pp) 0-)
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Re!o..ended Re'd$n/
6ussman L) /0111 Hanuary 023) ,ow to Irame a7essage5 *he Art of