The document summarizes a presentation on managing conflict on global teams. It discusses the objectives of raising awareness of the conflict spiral, various conflict styles, and challenges of global teams. It describes tools for managing conflict including authenticity training, ombuds, mediation, and peace circles. The presentation addresses understanding different communication and conflict styles, establishing a collaborative micro-culture, and using self-awareness and tools to manage conflict before escalation.

1. Got Conflict?
Managing Conflict on Global Teams
Presented to
STC Atlanta Currents Conference
April 17, 2010
p ,
Judith L. Glick-Smith
770-633-5582
judy@cliffordsells.com
judy@cliffordsells com

2. Objectives
Raise awareness of the
mechanics of the conflict
spiral
Provide information about
y
the various conflict styles
and when each is
appropriate to use
Discuss the special
challenges of global and
cross-cultural teams
Describe the tools
available for managing
conflict and building
mutually sustainable teams
April 17, 2010 2

3. Introduction
No two people have the same goals and desires
Conflict can occur when people are at odds with their
goals and desires
Escalation happens when communication breaks down
or is misinterpreted
Cultural differences can magnify miscommunication
Each of us responds to conflict differently based on our
own conflict style and our attributions about the
situation
Conflict cannot be eliminated; however it can be
;
managed
April 17, 2010 3

4. Classic Conflict Spiral
Perceptions become
Distorted
s
Sense of Crisis Emerges
Conflict goes Outside
the Community
Resources are Committed
Communication Stops
Positions Harden
Sides Form
me
Tim
Problem emerges
P bl
Intensity
April 17, 2010
4

5. How We Respond to Conflict
Your predominant conflict style
Thomas-Kilmann Conflict Mode
Instrument
www.kilmanndiagnostics.com
Maps to MBTI
Using knowledge of styles to help
manage conflict
April 17, 2010 5

6. What is Your Predominant Conflict Style?
High
aggressiveness Competition Collaboration
Concern for Self
Compromise
Low Avoidance Accommodation
aggressiveness
Low Cooperation High Cooperation
Concern for Others
April 17, 2010 6

7. Competing
Assertive
Uncooperative
The goal is to “win”
g
You satisfy your own
concerns at the other
person’s expense.
’
April 17, 2010 7

8. Collaborating
Assertive
Cooperative
The goal is to “find a
g
win-win solution”
When collaborating,
you t t fi d a
try to find
solution that satisfies
both people’s
p p
concerns.
April 17, 2010 8

9. Compromising
Intermediate in
assertiveness
Intermediate in
cooperativeness
The goal is to “find a
middle ground”
You try to find an
acceptable settlement
that only partially
satisfies both people’s
concerns.
April 17, 2010 9

10. Avoiding
Unassertive
Uncooperative
The goal is to “delay”
g y
When avoiding, you
sidestep the conflict
without t i t
ith t trying to
satisfy either person’s
concerns.
April 17, 2010 10

11. Accommodating
Unassertive
Cooperative
The goal is to “yield”
g y
You attempt to satisfy
the other person’s
concerns at th
t the
expense of your own.
April 17, 2010 11

12. Goal-oriented View
Concern Concern for
Conflict Style Goal
for Self Others
Competition High Low Win-Lose
Collaboration High High Win-Win
Both give up
Compromise Intermediate Intermediate something;
both gain
Neither gets
Avoidance Low Low
what they need
y
You win at my
Accommodation Low High
expense
April 17, 2010 12

13. Summary of Conflict Styles
There is no one perfect style
Choose the appropriate style for the situation
Be aware of others’ styles and adjust your own
accordingly based on your goals for the situation
and the relationship
Take personal responsibility for the outcome
p p y
April 17, 2010
13

14. Co
Communication Styles
u ca o S y es
High-context Cultures Low-context Cultures
Eastern and indigenous peoples
g p p Western cultures (e.g., United States)
( g, )
Group oriented Rule oriented, people play by external
rules
Knowledge is situational,
relational.
relational More knowledge is codified, public,
codified public
external, accessible, and transferable
Homogeneous
Heterogeneous
Group is valued over the
individual; strong boundaries Task-centered.
Task centered Decisions and activities
focus around what needs to be done,
Many things left unsaid, relying
division of responsibilities
on the cultural context
Individual-oriented; More interpersonal
Strong sense of history and
connections of shorter duration
tradition
April 17, 2010
14

15. Creating a Micro-culture
g
Adjust to the other’s values
attitude, or style
Take the time to
k h
communicate with the other
culture
Foster a collaborative
environment
Facilitate the ability to
intentionally shift the
cultural frame of reference
Create new meanings and
references within this new
collaborative relationship
April 17, 2010
15

16. Conflict Management Continuum
Self- Alternative Arbitration
entious
entious
Management: Dispute Litigation
Individual Resolution
Leas Conte
Mos Conte
(ADR): Violent
Interpersonal Response
Ombuds ( g,
(e.g., War)
)
Group
st
st
Mediation
April 17, 2010
16

17. Tools and Techniques
Authenticity Training
Ombuds
Mediation
Peace Circles
April 17, 2010
17

18. Authenticity Training
Facilitates self awareness
self-awareness
Facilitates self-management
Helps people identify
Personal goals
Chosen place in the world
and in the organization
di h i i
Perceived contribution
Conflict styles and how to
y
use them effectively
April 17, 2010
18

19. Links Between Personal Authenticity and
Conflict Management
Mischel and DeSmet (Handbook of Conflict
Resolution: Theory and Practice, p 258 270):
p. 258-270):
Effective self-regulation and conflict
management skills result in the ability to shape
futures in constructive directions
Self-regulation lessons if people lose sight of
their goals in the midst of conflict, which can
cause conflict to escalate
Flexible goals and goals pursuit can be used as
a cooling strategy for dealing with conflict
Backcasting promotes creativity in conflict
situations
April 17, 2010
19

20. Links Between Personal Authenticity and
Conflict Management
Lewicki and Wiethoff (Handbook of Conflict Resolution:
Theory and Practice, p 97-101):
p. 97 101):
Gabarro’s research shows that identity-based trust
(IBT) “is enhanced if the parties spend time sharing
personal values, perceptions, motives, and goals”
l l ti ti d l ”
“The existence of trust between individuals makes
conflict resolution easier and more effective”
April 17, 2010
20

21. What is the “Authentic Self ?
Authentic Self”?
True self
Optimal self-esteem
Central gyroscope
Emotional intelligence
Who you are at your core
The basis for how you make
decisions, how you work,
how you live your life, and
how you relate to others
April 17, 2010 21

22. Getting
ahead of the
conflict
spiral
pi l
involves
personal
awareness …
of the
situation
…and of
y
yourself.
s f
April 17, 2010
22

23. Ombuds
Ombuds offices
provide a confidential
outlet for employees
For more information, see:
Someone to talk to
S lk
without fear of www.odr.org
retribution
Someone who will
help the employee
with options
ith ti
April 17, 2010 23

24. Mediation
Not just for divorce
cases
Not just for the courts
Healing disputes and
For more information, see:
relationships in the www.godr.org
organization
Using a registered
mediator
Maintaining
M i t i i
confidentiality
April 17, 2010 24

25. Peace Circles
Peace circles work well
for larger groups
Based on peace circle
concept used by the
First Peoples
Fi t P l
For more information, see:
Provides a safe www.acrnet.org
environment for
people to voice
concerns and know
that they will be heard
a y b ad
Excellent for healing
long-term relationships
April 17, 2010 25

26. Conclusion
Be aware of when conflict begins.
Use the appropriate communication style and
conflict style.
Strive to establish a micro-culture within your
team.
Make decisions from a place of personal
p p
authenticity.
Use the many tools and techniques available for
managing conflict before it becomes intractable.
i fli t b f b i t t bl
April 17, 2010
26

27. Additional Reading
Deutsch, M., & Coleman, P. T. (Eds.). (2000). The
handbook of conflict resolution: Theory and practice.
San Francisco: J h Wiley & Sons.
S F i John Wil S
Fisher, R., Ury, W., & Patton, B. (1991). Getting to yes:
Negotiating agreement without giving in. New York:
g g g g g
Penguin Books.
Mischel, W., & DeSmet, A. L. (2000). Self-regulation in
the service of conflict resolution The handbook of
resolution.
conflict resolution: theory and practice , 256-275. (M.
Deutsch, & P. T. Coleman, Eds.) San Francisco, CA:
John Wiley & Sons.
Sons
Wilmot, W. W., & Hocker, J. L. (2001). Interpersonal
Conflict. New York: McGraw-Hill Higher Education.
g
April 17, 2010
27

28. Questions
February 24, 2010 28

29. Thank you!
If you have additional questions you may
contact J d Gli k S ith at:
t t Judy Glick-Smith t
judy@cliffordsells.com
February 24,
June 2009 2010 STC Financial Crisis Virtual Town Hall Slide 29