A workshop for new and middle-management leaders.

1. Conflict ManagementCourse & Workshop Rio de Janeiro November 25 & 26, 2009

2. Conflict management principles November 2009 2 Designed and facilitated by Georgette Viller, MEdT

3. Why Study Conflict and Conflict Management? November 2009 3 Designed and facilitated by Georgette Viller, MEdT

4. Five Myths about Conflict Conflict represents communication breakdown If avoided, conflict will eventually go away All conflicts can be resolved Conflict always results in a winner and a loser Conflict is dysfunctional in the workplace November 2009 4 Designed and facilitated by Georgette Viller, MEdT

5. The central question in Conflict Management “How can we avoid conflict’s potential for destruction and turn it into an agent of change and growth?” November 2009 5 Designed and facilitated by Georgette Viller, MEdT

6. Power models November 2009 6 Designed and facilitated by Georgette Viller, MEdT

7. Leadership & Power November 2009 Designed and facilitated by Georgette Viller, MEdT 7

8. November 2009 Designed and facilitated by Georgette Viller, MEdT 8

9. Positional Authority However, the impact of such influence has been eroded with changes in generational attitudes. Effective leaders therefore expand their power-base beyond the limits of positional authority. November 2009 Designed and facilitated by Georgette Viller, MEdT 9

10. Shapes attitudes and behaviors. Financial rewards to shape behavior organizations HR The use of positive rewards to encourage desired behaviors The power of a personalized Thank you! Designed and facilitated by Georgette Viller, MEdT 10 November 2009

11. Power stemming from Expertise People will put more weight on your words when they believe you know what you are talking about. First level leaders typically have significant expertise power. November 2009 Designed and facilitated by Georgette Viller, MEdT 11

12. Power stemming from Expertise As your leadership career progresses you will find yourself leading people whose functional expertise is different and superior to yours. Expertise will not be sufficient on its own, however you can continue build your expertise power base by: November 2009 Designed and facilitated by Georgette Viller, MEdT 12

13. With younger generations placing more value on loyalty to relationships than they do on loyalty to organizations, the importance of relational power is sure to increase. Designed and facilitated by Georgette Viller, MEdT November 2009 13

14. Identifying hidden sources of conflict November 2009 14 Designed and facilitated by Georgette Viller, MEdT

16. Forms of Conflict

17. Parts of a conflict

18. Types of Conflict

19. Process of Conflict

21. FORMS OF CONFLICT November 2009 17 Designed and facilitated by Georgette Viller, MEdT

22. PARTS OF A CONFLICT Complicating factors Extra issues and problems that occur as the conflict goes on, which makes dealing with the core conflict more difficult Core Involves the basic things that the conflict is about: incompatible interests, unmet needs, fundamental value differences November 2009 18 Designed and facilitated by Georgette Viller, MEdT

23. Cognition and Personalization Positive Emotions Negative Emotions Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility. Conflict Definition November 2009 19 Designed and facilitated by Georgette Viller, MEdT

24. MAPPING Issue: Precipitating events Historical context For each party: Who Needs Concerns Facts, values, interests Power Goals Tactics November 2009 20 Designed and facilitated by Georgette Viller, MEdT Succinctly defines the issue, the problem area or conflict in neutral terms that all would agree on and that don’t invite a yes or no answer.

25. Looking for the cause? or …looking for the culprit? November 2009 21 Designed and facilitated by Georgette Viller, MEdT

26. emotion Action event EMOTIONS Are sudden changes in our personal balance which, as a consequence of an event, predispose us to a certain action. November 2009 22 Designed and facilitated by Georgette Viller, MEdT

28. affect performance.

29. contribute to define what is possible or impossible for us.

30. are ingrained in human behavior: we are always within some emotional frame.November 2009 23 Designed and facilitated by Georgette Viller, MEdT

32. Dimensions of Conflict-Handling Intentions Substantive Conflict Affective Conflict Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission. November 2009 25 Designed and facilitated by Georgette Viller, MEdT

33. AVOIDING Effective when the conflict is temporary The risk of engaging is too high Avoidance does not solve the problem May make the situation worse as time goes on November 2009 26 Designed and facilitated by Georgette Viller, MEdT

34. ACCOMMODATING Effective when the conflict is temporary A way of maintaining harmony by maintaining cohesiveness Sacrificing one’s values or principles You may lose the respect of others. November 2009 27 Designed and facilitated by Georgette Viller, MEdT

35. COMPETING Best (or only) way to reach goals by overruling others Often disregards the concerns of adversaries completely Positional authority method of choice November 2009 28 Designed and facilitated by Georgette Viller, MEdT

36. COMPROMISING Compromising gives up more than competing but less than accommodating Compromising requires cooperation and might mean exchanging concessions November 2009 29 Designed and facilitated by Georgette Viller, MEdT

37. COLLABORATING Requires cooperation and might mean exchanging concessions Increases commitment to working together to resolve conflicts. To meet one’s own needs and those of others as well November 2009 30 Designed and facilitated by Georgette Viller, MEdT

38. Summarizing… Effective Conflict Management involves Substantive Conflict Moderate amount of substantive conflict Minimizing amount of affective conflict Selecting & using any of the 5 conflict handling intentions depending on each evolving situation Affective Conflict November 2009 31 Designed and facilitated by Georgette Viller, MEdT

39. Behavioral Response Substantive Conflict Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict. Affective Conflict November 2009 32 Designed and facilitated by Georgette Viller, MEdT

41. Superordinate goals

42. Authoritative command

43. Altering the human variable

44. Altering the structural variables

45. Changing communication paradigmsSource: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89 November 2009 33 Designed and facilitated by Georgette Viller, MEdT

46. November 2009 34 Designed and facilitated by Georgette Viller, MEdT Outcomes

47. Outcomes (Cont’d) November 2009 35 Designed and facilitated by Georgette Viller, MEdT overcomes group’s goals Dysfunctional Outcomes

48. Emotional self-control November 2009 36 Designed and facilitated by Georgette Viller, MEdT

50. flow, and change.

51. are associated with a particular time and place.

52. We all have an emotional repertoire which we have learned.

55. Manage your emotional response

56. Self -motivate

57. Recognize emotions in others

58. Manage relationshipsPERSONAL SKILLS SOCIAL SKILLS November 2009 39 Designed and facilitated by Georgette Viller, MEdT Adapted from Daniel Goleman, Emotional Intelligence

59. Mediation and negotiations: strategies for agreement November 2009 40 Designed and facilitated by Georgette Viller, MEdT

60. November 2009 41 Designed and facilitated by Georgette Viller, MEdT

61. WIN-WIN APPROACH November 2009 42 Designed and facilitated by Georgette Viller, MEdT Changing the conflict from Powerful shift of attitude that alters the whole course of communication Partners rather than opponents Mediation rather than broken relationships adversarial attack & defense Cooperation to

62. Third-Party Negotiations Mediated A mediator is a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrated An arbitratoracts as a third party to a negotiation and has the authority to dictate an agreement. November 2009 43 Designed and facilitated by Georgette Viller, MEdT

63. Facilitated Negotiations Suspicion and/or personality clashes have developed Communication between parties has broken down or an impasse has been reached Tensions, emotions, or transaction costs running high No single right solution that is required and unalterable Parties want or need to maintain some ongoing relationship November 2009 44 Designed and facilitated by Georgette Viller, MEdT

64. Skills for Conflict Management November 2009 45 Designed and facilitated by Georgette Viller, MEdT CREATIVE RESPONSE EMPATHY APPROPRIATE ASSERTIVENESS MANAGING EMOTIONS SELF-KNOWLEDGE RESPECTING OTHERS

65. CREATIVE RESPONSE November 2009 46 Designed and facilitated by Georgette Viller, MEdT Turning problems into possibilities. What can be done, rather than saying “how terrible this is”! Choose to extract the best from the situation.

66. APPROPRIATE ASSERTIVENESS Awareness of self Being able to state your case without arousing the defenses of the other person It’s not about being polite, but it does not hurt November 2009 47 Designed and facilitated by Georgette Viller, MEdT Blah, Blah Blah, Blah… Really??!! PROVE IT! Sounds good, but how can we do it?

67. EMPATHY Awareness of others Empathy is about rapport and openness between people. Best way to build empathy is to help other person feel understood November 2009 48 Designed and facilitated by Georgette Viller, MEdT

69. Don’t indulge

70. Don’t deny

72. RESPECTING OTHERS Respect and value differences Each person’s viewpoint makes a contribution to the whole and requires consideration and respect in order to form a complete solution. November 2009 51 Designed and facilitated by Georgette Viller, MEdT

73. Questions? You may get more information about this and other workshops Please write to gviller@gmail.com THANK YOU November 2009 Designed and facilitated by Georgette Viller, MEdT 52