module 8 conflict – managing it creativelymodule 8 conflict – managing it creatively association...

Module 8 Conflict – Managing it Creatively

Association des conseils scolaires des écoles publiques de l’Ontario (ACÉPO) Association franco-ontarienne des conseils scolaires catholiques (AFOCSC) Ontario Catholic School Trustees’ Association (OCSTA) Ontario Public School Boards’ Association (OPSBA) Council of Ontario Directors of Education (CODE)

Conflict – Managing it Creatively

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In this module, Trustees will explore:

•  Explore the nature of conflict

•  Learn about conflict management tools

•  Explore their role in facilita7ng discussion and resolving conflict

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The Nature of Conflict

•  Conflict represents a clash between mul7ple reali7es or points of view.

•  People may experience conflict because they are in compe77on for the same things, such as resources, power, or pres7ge.

•  Diverse points of view can cause conflict. Any7me people interact, the poten7al for conflict exists. When we talk about par7es in conflict, the word par7es can refer to individuals, groups, organiza7ons, communi7es and socie7es.

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Conflict is:

•  a normal and inevitable part of life.

•  not a bad thing

•  necessary for intellectual debate, new ideas and crea7ve solu7ons

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Unlike conflict resolu7on, conflict management does not necessarily seek to terminate or even “solve” the conflict.

People’s socially learned behaviours, norms, values, beliefs, languages, and other components of their culture help us understand the causes of conflict and how we perceive and manage it.

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If managed well, conflict can lead to:

•  Increased understanding of issues, factors and points of view

•  Greater group cohesion through renewal of mutual respect and confidence in the group’s ability to work together effec7vely

•  Improved self-‐knowledge through examina7on of goals, values and focus

•  Openness to change and adapta7on

•  Improved trust in the process and the people involved

•  Increased collabora7on

•  Informed decisions rather than the forced agreements of “group think

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Good practices in managingconflict :

•  Pay aOen7on to good interpersonal communica7ons

•  Operate with a strategic plan

•  Clarify roles and responsibili7es

•  Help develop a skilled chairperson

•  Learn about conflict resolu7on processes

•  Establish a code of conduct for the board

•  Encourage board self-‐assessment

•  Celebrate agreements and new understandings

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RespecRul dialogue,in the interest of searching for more complete truth, is considerably more produc7ve than arguing for the purity of posi7on.

Gerard Vanderhaar

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Responses to conflict:

•  Emo$onal – feelings range from fear, anger, despair, confusion (can be confusing and even threatening)

•  Cogni$ve – thoughts and ideas, some7mes in the form of self-‐talk

•  Physical – heightened stress, bodily tension, nausea, rapid heartbeat, etc. Fight or Flight!

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Conflict Styles

•  Compe$$ve – posi7on of power, firm stand, useful in an emergency

•  Collabora$ve – asser7ve but coopera7ve, useful when you need to bring together a variety of viewpoints and there is sufficient 7me

•  Compromising – everyone is expected to give up something, useful when there is a stands7ll or a deadline is looming

•  Accommoda$ng – willingness to meet others’ needs at the expense of one’s own, useful when peace is more useful than winning and the stakes are not high

•  Avoiding – delega7ng difficult decisions, generally a weak and ineffec7ve approach

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Five-Step Conflict Resolution Process

1.  Set the scene.

2.  Gather informa7on.

3.  Agree on the problem.

4.  Brainstorm possible solu7ons.

5.  Nego7ate a solu7on.

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Communication Blockers

•  Blaming and aOacking

•  Being distracted or using other body language that is non-‐aOen7ve

•  Dismissing or making light of someone’s problem

•  Interrup7ng

•  Lecturing/moralizing

•  “Yes…but” statements

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Communication Enhancers

•  Asking for more informa7on and problem solving together

•  Giving full aOen7on such as making eye contact or leaning toward the other person

•  Showing empathy, valida7ng the other person’s feelings

•  Staying silent un7l the person is finished speaking

•  Withholding judgement

•  “Yes….and” statements

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People who invest their energy and passion in a difficult issue have a need to achieve clarity and resolu7on. And when they do, an amazing sense of accomplishment and commitment results.

PATRIC LENCIONI

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