Preventing and Resolving Preventing and Resolving ConflictConflict

Behavior StylesBehavior Styles

• Business is the interaction of people• Sometimes we react to peoples behavior• Sometimes we react to peoples demands

• We need to be proactive rather than reactive• If we understand some of the basic behavior

styles we can• Prepare beforehand how we should interact• Understand what motivates others• Help eliminate some conflicts

• Many studies have been done on these styles• They basically get categorized into four groups

• Demanders• Also called Drivers, Directors, Dominant, Lions, Eagles

• Detailers• Also called Analytics, Thinkers, Compliant, Owls, Beavers

• Advocates• Also called Amiables, Feelers, Steady, Dove, Golden Retreiver

• Socializers• Also called Expressives, Intuitives, Influencing, Peacock, Otter

• Let’s look at each a little closer

DemanderDemander

• Very task oriented• Characteristics: Controlling, assertive, goal-

oriented, self-motivated, wants immediate results

• How can you adjust to ensure good communications?

DetailerDetailer

• Task Oriented• Characteristics: Detailed, precise, makes

decisions based on facts• Now consider this type of person. What can

help you communicate with their style

AdvocateAdvocate

• People Oriented• Characteristics: Relationship and team-

oriented, sensitive, generates and supports ideas• What ways can you adapt and communicate

with this style?

• People Oriented• Characteristics: Personable, talkative, positive

attitude, “wing it” approach• Finally consider this type of person. What can

help you communicate with their style?

Dealing with ConflictDealing with Conflict

• Lets look at some ways that conflicts are dealt with.

• As we read them, lets discuss each one, its good points and bad points.

The Indirect MethodThe Indirect Method

• The person in conflict is indirect – they hint at the problem that is bothering them but never openly address the issue!

The Blame GameThe Blame Game

• This solution finds a person looking to blame someone or something outside themselves to blame the situation on.

Fantastic SarcasticFantastic Sarcastic

• A person will use sarcasm in talking to others about the situation.

Billygoat GruffBillygoat Gruff

• The person will seek a specific scapegoat, usually one who cannot respond back.

The SmoothieThe Smoothie

• When a situation gets tense, the person makes an active effort to smooth over the tension, or may even just live with the situation, even if it may be negative

The Steam Pipe The Steam Pipe

• This person unloads. They blowup or let off steam; They let people know exactly how they feel.

The HiderThe Hider

• A person like this hides their feelings at the moment and will only reveal them later to friends or confidants in private.

The SeekerThe Seeker

• This person attempts to seek clarification and more information about the situation.

The DenialerThe Denialer

• If a person sublimates their feelings by putting their energy and attention into other unrelated activities and interests, they certainly fit this category.

The GathererThe Gatherer

• Spends their time listening and gathering additional information by talking with those involved.

The ConcederThe Conceder

• Backing down under pressure rather that dealing with the conflict

The CompromiserThe Compromiser

• Always tries to make an active attempt to compromise.

The ComplainerThe Complainer

• These types complain to others about the unfairness of the situation

The InnovatorThe Innovator

• Makes an effort to seek creative alternatives to the situation

Communicating EffectivelyCommunicating Effectively

• Interpersonal Communications• 7% of interpersonal communication is traceable

to the words spoken• 55% is the result of body language and facial

expressions• 38% is how we use our voices (tone, inflection,

pauses, etc.)

• Four steps to an effective message• Identify the message that needs to be conveyed• Prepare the message for the right audience• Deliver the message• Confirm it was received and understood

Mini-course on SpeakingMini-course on Speaking

• State your case• Support with facts, details and examples• Relate the benefits• Close with a restatement, question, or

observation

Feedback and CoachingFeedback and Coaching

• Appreciative to constructive feedback ratio should be 4 to 1

• Use “I” instead of YOU when providing constructive feedback

• Be specific and cite examples when possible• Make a recommendation or suggestion with your

constructive feedback• When receiving feedback, listen openly. Focus on

content, not the person.

Preventing and Resolving Conflict

Workshop

Anatomy of an ArgumentAnatomy of an Argument

• Picking the fight and stating its agenda.• Destructive:

• Every complaint by one party is matched by a countercharge by the other

• Neither gives the least indication that there may be some validity to the other’s views

• Constructive:• Even as the two are beginning to disagree, one party

at least partly acknowledges the other’s point of view

• Even such subtle cues as carefully

• Now the argument is at its most heated• Destructive:

• One party “mind reads” inaccurately, making claims about what the other thinks, or feels, and then attacks those fictitious thoughts or feelings

• Constructive:• Even during the stormiest time, one party accurately

“mind reads”, saying how the other is feeling about the issue.

• Negotiation, or winding down• Destructive

• Every proposed compromise is met by a counter-proposal, with no accommodation on either side

• Constructive• The parties agree to a compromise or modify their

views

Lose-Lose Becomes Win-WinLose-Lose Becomes Win-Win

Negotiating to Win-WinNegotiating to Win-Win

• Describe the conflict as a mutual problem• Offer to negotiate differences• Brainstorm alternative solutions together• Evaluate the brainstormed solutions• Decide on the best solution• Plan how the solutions will be implemented

Preventing and Resolving Conflict

Workshop 2

Preventing and Resolving Conflict

Workshop 3