Conflict Management
•Als PPT, PDF herunterladen•
1 gefällt mir•293 views
My signature course on influence and managing conflict in a group setting. (Presented at Alpha Phi Omega's National Volunteer Conference in 2009)
![Outline ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (19)
Andere mochten auch
Andere mochten auch (11)
Ähnlich wie Conflict Management
Ähnlich wie Conflict Management (20)
Mehr von Nick Wolff
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Conflict Management
- 1. CONFLICT MANAGEMENT Presented By: Nick Wolff, Region VI Staff
- 4. A Model of Conflict Management
- 5. The Purpose of this Course is to Prepare You to Be Good Conflict Managers!
- 6. Key 1: Careful Observation (Have your Antenna Up)
- 7. Observing
- 8. Key 2: Be Aware of Differences
- 17. Key 3: Differentiating Data from Interpretation
- 22. Conflict Management in a Group Setting: How to Take Action
- 26. OBSERVATION: Quietly observing the Situation and Surroundings
- 27. Language and Influence Observe
- 28. LABELING: Observing Something Happening and Giving it a Name Example: I’m hearing only a few voices during this important discussion
- 29. Language and Influence Label Observe
- 30. Questioning: Asking the Group to Consider Doing Something Differently Example: I’m seeing many people getting “cut off”. Do we want to talk about that?
- 31. Language and Influence Question Label Observe
- 32. STATEMENT: Stating Your Perception or Opinion Example: We aren’t considering what’s best for the Pledges.
- 33. Language and Influence State Question Label Observe
- 34. JUDGING: Stating Something is Right or Wrong Example: This is completely unethical!
- 35. Language and Influence Judge State Question Label Observe
- 36. Acknowledgements Special Thanks go out to Steve Tracey, MS., Nancy Voss, MS. and Christopher Fernandez, PhD. Of Benedictine University on whose course content much of the presentation was based.
- 37. Thank you for your ongoing service to Alpha Phi Omega!
Hinweis der Redaktion
- Content Portion
- Diversity exposes us to differences Those differences can begin to cause irritation If not addressed or resolved, that irritation can become anger. Anger is characterized by a partial or total loss of ability to contain emotion. I can no longer positively manage it. Whether or not an organization chooses to acknowledge/address the conflict, it exists nonetheless. If conflict is not permitted to be “overt” it will be more subtle Passive-aggressive behaviors
- Conflict Management Deals spans both managing differences and more advanced conflict resolution techniques The purpose of managing differences is to resolve the issues that are less important through dialogue. We need to set up processes so that those differences could be managed. It is ok to go to higher levels of emotional investment. Hang in there! Important to use more formal conflict resolution methods here. The most important thing to take is that if you get to anger or conflict, advanced CR techniques (ie mediation, coaching, arbitration) are required. If you don’t have the necessary skills, get help!
- Exercise (10 minutes + 10 minutes debrief) 1) Break up into small groups of about 5 people. 2) Have participants stand in a circle silently a) Have them close their eyes and pay attention to everything going on inside of them. Starting with their feet up to their heads b) After a few minutes direct them (still with their eyes closed) to listen to the environment around them. They should explore with their senses (except sight) all the is happening around them. They should also check in with how they are reacting to the environment c) After a few minutes ask everyone to open their eyes and look and/or wander around the group and “connect” with people. I suggest facilitators set the example and make good long eye contact with the participants. Debrief for 10 minutes Lens: This process is one to be used in a group to check internal barometer, external atmosphere and allow close, connected interaction.
- Content Part II (10 minutes)
- We sometimes have a tendency, once an interpretation is developed to only recognize the data that confirms our previous interpretation. Sometimes, many of our interpretations are based on some really bad data. We can undermine outdated interpretations with new data We need to help the group separate between data and interpretation and we must consciously determine if the data could be leading us toward another conclusion.
- Content III: Heavy interactive (30 minutes)
- We know how to observe and take in information… We know how to separate data from interpretation We recognize that we want to change the current dynamic Now what do we do… In APO we often are centered on the task at hand, but in a chapter meeting, for example, we know that there is more going on than simply moving forward with business. You’ll remember from Launch that leadership treats both the task and the relationship, meaning the interpersonal dynamics. If you do anything new, you are changing the dynamic. We intervene by pointing out the interpersonal dynamics that are not usually talked about. We choose to intervene to help the group work through its conflict productively.
- Observe – Passively take in information Pros – Does not generate resistance Cons – Does not change the dynamics – not a good intervention technique When should be used? – When not having enough information -- When Intervention is unwarranted -- Most often
- Observe – Passively take in information Pros – Does not generate resistance Cons – Does not change the dynamics – not a good intervention technique When should be used? – When not having enough information -- When Intervention is unwarranted -- Most often
- Label – Observing something going on and giving it a name Example: “I’m seeing people getting cut off a lot recently.” or “ I’m only hearing a few voices in the discussion.” Pros – Draws the attention of the group to something the observer has observed -- Generates relatively little resistance Cons -- The audience is free not to act on it When to use it? -- When you wish to make the group “conscious” aware of its “unconscious” behavior -- When you have limited information about what and why it’s happening
- Questioning – Giving a name to what’s going on and asking if it should be continued Example: “I’m seeing people getting cut off a lot recently. Is that what we want to be doing?” or “ I’m only hearing a few voices in the discussion. Do we need to listen to more voices.” Pros – Invites the group to rethink/evaluate what it is doing Neutral -- Generates moderate resistance Cons -- The audience feels somewhat forced to examine the issue When to use it? -- When you’ve seen a pattern of phenomena -- When you believe the group should reconsider its behavior
- Declaration – Stating something as fact Example: “People are getting cut off.” or “ I think we need to hear more voices.’ Pros – The conversation prompts the group to examine the issue Cons -- Coercive – Group is forced to examine the issue -- Usually Implies motive -- Generates strong resistance When to use it? -- When you’ve seen a pattern of unconstructive phenomena -- When you have a fairly large amount of data -- You are willing to risk the relationship of individuals and the group
- Judge – Stating something as right or wrong Example: “People are getting cut off and that’s wrong.” or “ I think we need to hear more voices. You guys are dominating the conversation.”’ Pros – Strongly forces the group to examine what it’s doing Cons -- Coercive – Group is forced to examine the issue -- Overtly declares something to be wrong -- Generates strong resistance When to use it? -- When you’ve seen a pattern of harmful/dangerous phenomena -- When you are as sure as you can be that you are right -- You are willing to risk exclusion & destruction of relationships
- List here the resources/materials you drew from for this workshop. Feel free to lower font size if needed. Use APA format. See http://www.docstyles.com/apacrib.htm#Examples for further examples of this type of citation. Don’t forget to remove the text that came with this slide!
- Thank you/wrap up screen.