|
| Thursday, April 26, 2007 |
| What is Conflict Management? |
Conflict management refers to the long-term management of intractable conflicts. It is the label for the variety of ways by which people handle grievances -- standing up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, lynching, terrorism, warfare, feuding, genocide, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by the social structure -- or social geometry -- of the case.
Conflict management is not the same as "conflict resolution." The latter -- conflict resolution -- refers to resolving the dispute to the approval of one or both parties, whereas the former -- conflict management -- concerns an ongoing process that may never have a resolution. For example, gossip and feuds are very common methods of conflict management, but neither entails resolution.
The scientific study of conflict management (also known as social control) owes its foundations to Donald Black, who typologized its elementary forms and used his strategy of pure sociology to explain several aspects of its variation. Research and theory on conflict management has been further developed by Allan Horwitz, Calvin Morill, James Tucker, Mark Cooney, M.P. Baumgartner, Roberta Senechal de la Roche, Marian Borg, Ellis Godard, Scott Phillips, and Bradley Campbell.
More Information:
www.en.wikipedia.org
Read more!
|
posted by proletar @ 8:07 AM  |
|
|
|
|
| Managing Conflict (A Guide for Watershed Partnerships) |
What is conflict?
Conflict is a natural disagreement resulting from individuals or groups that differ in attitudes, beliefs, values or needs. It can also originate from past rivalries and personality differences. Other causes of conflict include trying to negotiate before the timing is right or before needed information is available.
The ingredients of conflict.
Needs - Needs are things that are essential to our well-being. Conflicts arise when we ignore others' needs, our own needs or the group's needs. Be careful not to confuse needs with desires (things we would like, but are not essential).
Perceptions - People interpret reality differently. They perceive differences in the severity, causes and consequences of problems. Misperceptions or differing perceptions may come from: self-perceptions, others' perceptions, differing perceptions of situations and perceptions of threat.....
Power - How people define and use power is an important influence on the number and types of conflicts that occur. This also influences how conflict is managed. Conflicts can arise when people try to make others change their actions or to gain an unfair advantage.
Values - Values are beliefs or principles we consider to be very important. Serious conflicts arise when people hold incompatible values or when values are not clear. Conflicts also arise when one party refuses to accept the fact that the other party holds something as a value rather than a preference.
Feelings and emotions - Many people let their feelings and emotions become a major influence over how they deal with conflict. Conflicts can also occur because people ignore their own or others' feelings and emotions. Other conflicts occur when feelings and emotions differ over a particular issue.
Conflict is not always negative. In fact, it can be healthy when effectively managed. Healthy conflict can lead to...
Growth and innovation
New ways of thinking
Additional management options
If the conflict is understood, it can be effectively managed by reaching a consensus that meets both the individual's and society's needs. This results in mutual benefits and strengthens the relationship. The goal is for all to "win" by having at least some of their needs met.
How public and private conflicts differ.
Most of us have experience with conflict management and negotiation in private disputes (with a salesman, among family members or with your employer).
Public conflicts, like those that can occur during watershed management efforts and other environmental issues often are rooted in trying to balance environmental protection and economic growth and jobs. Keep in mind, however, that effective watershed management can result in both economic and environmental benefits. Some complicating factors include:
Distribution of costs and benefits. Those who benefit may not be the same as those who pay the costs.
Perceptions of problems. People tend to blame others for causing the problem.
Speed of clean-up or other actions. Some will want changes to take place more quickly than others.
Managing Conflict
There are five steps to managing conflict. These steps are:
Analyze the conflict
Determine management strategy
Pre-negotiation
Negotiation
Post-negotiation
Step 1: Analyze the conflict.
The first step in managing conflict is to analyze the nature and type of conflict. To do this, you'll find it helpful to ask questions.
Answers may come from your own experience, your partners or local media coverage. You may want to actually interview some of the groups involved. Additional information regarding analyzing conflicts can be found in the Guide to Information and Resources.
Step 2: Determine management strategy.
Once you have a general understanding of the conflict, the groups involved will need to analyze and select the most appropriate strategy. In some cases it may be necessary to have a neutral facilitator to help move the groups toward consensus.
Conflict Management Strategies
Collaboration
Compromise
Competition
Accommodation
Avoidance
Collaboration - This results from a high concern for your group's own interests, matched with a high concern for the interests of other partners. The outcome is "win/win." This strategy is generally used when concerns for others are important. It is also generally the best strategy when society's interest is at stake. This approach helps build commitment and reduce bad feelings. The drawbacks are that it takes time and energy. In addition, some partners may take advantage of the others' trust and openness. Generally regarded as the best approach for managing conflict, the objective of collaboration is to reach consensus. (See the Building Local Partnerships guide for more information about consensus.)
Compromise - This strategy results from a high concern for your group's own interests along with a moderate concern for the interests of other partners. The outcome is "win some/lose some." This strategy is generally used to achieve temporary solutions, to avoid destructive power struggles or when time pressures exist. One drawback is that partners can lose sight of important values and long-term objectives. This approach can also distract the partners from the merits of an issue and create a cynical climate.
Competition - This strategy results from a high concern for your group's own interests with less concern for others. The outcome is "win/lose." This strategy includes most attempts at bargaining. It is generally used when basic rights are at stake or to set a precedent. However, it can cause the conflict to escalate and losers may try to retaliate.
Accommodation - This results from a low concern for your group's own interests combined with a high concern for the interests of other partners. The outcome is "lose/win." This strategy is generally used when the issue is more important to others than to you. It is a "goodwill gesture." It is also appropriate when you recognize that you are wrong.The drawbacks are that your own ideas and concerns don't get attention. You may also lose credibility and future influence.
Avoidance -This results from a low concern for your group's own interests coupled with a low concern for the interests of others. The outcome is "lose/lose." This strategy is generally used when the issue is trivial or other issues are more pressing. It is also used when confrontation has a high potential for damage or more information is needed. The drawbacks are that important decisions may be made by default.
Conflict Analysis Exercise:
Think of a controversial issue to analyze. On a separate sheet of paper, answer these questions.
Groups involved
Who are the groups involved?
Who do they represent?
How are they organized?
What is their power base?
Are the groups capable of working together?
What are the historical relationships among the groups?
Substance
How did the conflict arise?
How are the main and secondary issues described?
Can negative issues be reframed positively?
Are the issues negotiable?
Have positions been taken and, if so, are there common
interests?
What information is available and what other information is
needed?
What values or interests are challenged?
Possible strategies
Would consensus serve all interests?
Are there external constraints or other influences that must
be accommodated?
What are the past experiences (if any) of the groups working
together?
What is the timeline for a decision?
How will the public and the media be involved and informed?
Will an outside negotiator be needed?
Step 3: Pre-negotiation.
To set the stage for effective negotiation, the groundwork must be laid. The following should occur prior to negotiation.
Initiation - One partner raises the possibility of negotiation and begins the process. If no one is willing to approach the others to encourage them to reach an agreement, a trusted outsider could be brought in as a facilitator.
Assessment - Conditions must be right for negotiation to be successful. Key players must be identified and invited. Each side must be willing to collaborate with the others. Reasonable deadlines and sufficient resources to support the effort must exist. Spokespersons for each group must be identified and involved. Parties need to determine which issues are negotiable and which are not.
Ground rules and agenda - The groups must agree on ground rules for communication, negotiation and decision making. They should agree on the objectives of the negotiation process. An agenda of issues to be covered needs to be developed.
Organization - Meeting logistics must be established, including agreed upon times and places. People must be contacted and encouraged to attend. Minutes must be taken so that information can be distributed before and after meetings.
Joint fact-finding - The groups must agree on what information is relevant to the conflict. This should include what is known and not known about social and technical issues. Agreement is also needed on methods for generating answers to questions.
Step 4: Negotiation.
Interests - When negotiating be sure to openly discuss interests, rather than stated positions. Interests include the reasons, needs, concerns and motivations underlying positions. Satisfaction of interests should be the common goal.
Options - To resolve conflicts, concentrate on inventing options for satisfying interests. Do not judge ideas or favor any of the options suggested. Encourage creativity, not commitment.
Evaluation - Only after the partners have finished listing options, should the options be discussed. Determine together which ideas are best for satisfying various interests.
Written agreement - Document areas of agreement and disagreement to ensure common understanding. This helps ensure that agreements can be remembered and communicated clearly.
Commitment - Every partner must be confident that the others will carry out their parts of the agreement. Discuss and agree upon methods to ensure partners understand and honor their commitments.
When evaluating options...
Use objective criteria for ranking ideas
Make trade-offs among different issues
Combine different options to form acceptable agreements
Step 5: Post-negotiation.
Once negotiation is complete, the group will need to implement the decisions made. Some key steps include:
Ratification - The partners must get support for the agreement from organizations that have a role to play in the agreement. These organizations should be partners and should have been involved in the previous steps. Each organization will need to follow its own procedures to review and adopt the agreement.
Implementation - You and your partners' jobs are not done when you've reached agreement. Communication and collaboration should continue as the agreement is carried out. The partnership will need to have a plan to monitor progress, document success, resolve problems, renegotiate terms and celebrate success.
Negotiation skills.
Negotiation is an important skill for coming to an agreement when conflicts develop at home, at work and when dealing with issues like those related to watershed management. When negotiating...
Separate people from the problem.
When negotiating, remember you're dealing with people who have their own unique needs, emotions and perceptions.
Some conflicts are based on differences in thinking and perceptions. These conflicts may exist mainly in peoples' minds. It helps for each party to put themselves into the other's shoes so they can understand each other's point of view.
Identify and openly discuss differences in perceptions, being careful not to place blame. In addition, recognize and understand the other side's emotions as well as your own.
Interest vs. Position
People often confuse interests with positions. An interest may be reducing litter in roadside ditches. There are many possible ways of addressing this interest. One might be the position of mandatory recycling. Another position might be a deposit on bottles and cans. Still another could be organizing a clean-up day.
Focus on interests, not positions.
Focusing on interests, rather than positions, makes it possible to come up with better agreements. Even when people stand on opposite positions, they usually have a few shared interests.
It takes time and effort to identify interests. Groups may not even be clear about their own interests. It helps to write down each group's interests as they are discovered. It helps to ask why others take the positions or make the decisions they do. Partners will have multiple interests. Interests involving important human needs (such as security, economic well-being, a sense of belonging, recognition and control over one's life) are difficult to negotiate.
Develop optional solutions.
When developing optional solutions that meet the interests of all sides, try to meet as many of each side's interests as possible. Start by inviting all sides to brainstorm ideas (before reaching a decision). Brainstorming is discussed in the Leading & Communicating guide.
Some obstacles to developing innovative options are:
Judging and rejecting prematurely
Searching for a single best answer
Putting limits on scope or vision
Considering only your own interests
To overcome these obstacles, view the situation through the eyes of different partners. Focus on shared interests to make the process smoother for all involved. Look for meaningful opportunities, not simple solutions.
Developing objective criteria.
When developing criteria for selecting or combining possible alternatives, revisit the conflicting interests. These can't be ignored or "wished" away. Instead discuss them as you begin developing criteria for judging alternatives. Also keep in mind principles such as fairness, efficiency and scientific merit.
Strive for criteria that are legitimate, practical and unbiased. You may also find it helps to explore the criteria used in making past decisions and discuss criteria with your partners or outside experts.
Sources of information.
To start down the road toward an effective local watershed partnership, you may want to read some of these other guides from the Conservation Technology Information Center by calling 765-494-9555. See our catalog to order this online.
More Information:
www2.ctic.purdue.edu
Read more!
|
| posted by proletar @ 8:00 AM |
|
|
|
|
| Five Habits of Highly Effective Conflict Resolvers |
Summary: Learn and apply these five highly effective habits of really excellent conflict resolvers, following along the Steven Covey theme about highly effective people. Particularly relevant to managers, supervisors and workplace conflict.
Steven Covey had the right idea. There are discreet skills and attitudes, habits if you will, that can elevate your conflict practice to a new level. This article shares a selection of habits and attitudes that can transform a good conflict resolver into a highly effective one. By that I mean someone who facilitates productive, meaningful discussion between others that results in deeper self-awareness, mutual understanding and workable solutions.
I have used the term ‘conflict resolver’ intentionally to reienforce the idea that human resource professionals and managers are instrumental in ending disputes, regardless of whether they are also mediators. These conflict management techniques are life skills that are useful in whatever setting you find yourself. With these skills, you can create environments that are respectful, collaborative and conducive to problem-solving. And, you’ll teach your employees to be proactive, by modeling successful conflict management behaviors.
1. UNDERSTAND THE EMPLOYEE’S NEEDS
Since you’re the ‘go to person’ in your organization, it’s natural for you to jump right in to handle conflict. When an employee visits you to discuss a personality conflict, you assess a situation, determine the next steps and proceed until the problem is solved. But is that helpful?
When you take charge, the employee is relieved of his or her responsibility to find a solution. That leaves you to do the work around finding alternatives. And while you want to do what’s best for this person (and the organization), it’s important to ask what the employee wants first-- whether it’s to vent, brainstorm solutions or get some coaching. Understand what the person entering your door wants by asking questions:
• How can I be most helpful to you?
• What are you hoping I will do?
• What do you see my role as in this matter?
2. ENGAGE IN COLLABORATIVE LISTENING
By now everyone has taken at least one active listening course so I won’t address the basic skills. Collaborative Listening takes those attending and discerning skills one step further. It recognizes that in listening each person has a job that supports the work of the other. The speaker’s job is to clearly express his or her thoughts, feelings and goals. The listener’s job is facilitating clarity; understanding and make the employee feel heard.
So what’s the difference? The distinction is acknowledgement. Your role is to help the employee gain a deeper understanding of her own interests and needs; to define concepts and words in a way that expresses her values (i.e. respect means something different to each one of us); and to make her feel acknowledged—someone sees things from her point of view.
Making an acknowledgement is tricky in corporate settings. Understandably, you want to help the employee but are mindful of
the issues of corporate liability. You can acknowledge the employee even while safeguarding your company.
Simply put, acknowledgement does not mean agreement. It means letting the employee know that you can see how he got to his truth. It doesn’t mean taking sides with the employee or abandoning your corporate responsibilities. Acknowledgement can be the bridge across misperceptions. Engage in Collaborative Listening by:
• Help the employee to explore and be clear about his interests and goals
• Acknowledge her perspective
o I can see how you might see it that way.
o That must be difficult for you.
o I understand that you feel _______ about this.
• Ask questions that probe for deeper understanding on both your parts:
o When you said x, what did you mean by that?
o If y happens, what’s significant about that for you?
o What am I missing in understanding this from your perspective?
3. BE A GOOD TRANSMITTER
Messages transmitted from one person to the next are very powerful. Sometimes people have to hear it ‘from the horse’s mouth’. Other times, you’ll have to be the transmitter of good thoughts and feelings. Pick up those ‘gems’, those positive messages that flow when employees feel safe and heard in mediation, and present them to the other employee. Your progress will improve.
We’re all human. You know how easy it is to hold a grudge, or assign blame. Sharing gems appropriately can help each employee begin to shift their perceptions of the situation, and more importantly, of each other. To deliver polished gems, try to:
• Act soon after hearing the gem
• Paraphrase accurately so the words aren’t distorted
• Ask the listener if this is new information and if changes her stance
• Avoid expecting the employees to visibly demonstrate a ‘shift in stance’ (it happens internally and on their timetable, not ours)
4. RECOGNIZE POWER
Power is a dominant factor in mediation that raises many questions: What is it? Who has it? How to do you balance power? Assumptions about who is the ‘powerful one’ are easy to make and sometimes wrong. Skillful conflict resolvers recognize power dynamics in conflicts and are mindful about how to authentically manage them. You can recognize power by being aware that:
• Power is fluid and exchangeable
• Employees possess power over the content and their process (think of employees concerns as the water flowing into and being held by the container)
• Resolvers possess power over the mediation process (their knowledge, wisdom, experience, and commitment form the container)
• Your roles as an HR professional and resolver will have a significant impact on power dynamics
5. BE OPTIMISTIC & RESILIENT
Agreeing to participate in mediation is an act of courage and hope. By participating, employees are conveying their belief in value of the relationship. They are also expressing their trust in you to be responsive to and supportive of our efforts. Employees may first communicate their anger, frustration, suffering, righteousness, regret, not their best hopes. You can inspire them to continue by being optimistic:
• Be positive about your experiences with mediation • Hold their best wishes and hopes for the future • Encourage them to work towards their hopes
Be Resilient. Remember the last time you were stuck in a conflict? You probably replayed the conversation in your mind over and over, thinking about different endings and scolding yourself. Employees get stuck, too. In fact, employees can become so worn down and apathetic about their conflict, especially a long-standing dispute; they’d do anything to end it.
Yes, even agree with each other prematurely. Don’t let them settle. Mediation is about each employee getting their interest met. Be resilient:
• Be prepared to move yourself and the employees though productive and less productive cycles of the mediation
• Help the employees see their movement and progress
• Be mindful and appreciative of the hard work you all are doing
Hopefully, you’ve discovered that these are your own habits in one form or another and that your organization is benefiting from your knowledge. You can learn more about workplace mediation and mediation in general from these books and websites:
The Power of Mediation Bringing Peace into the Room Difficult Conversation: How to Say What Matters Most www.ne-acr.org (The New England Association of Conflict Resolvers) www.mediate.com (mediation portal site) www.workwelltogether.com (conflict management toolkit)
"Mediation is based on a belief in the fundamental honesty of human beings. Which is another way of saying we all want to be treated justly - that is according to our unique situation and viewpoint on the world. And we cannot expect to be treated justly if we do not honestly reveal ourselves." ~ the Honourable Neville Chamberlain, British Prime Minister 1937
By:Dina Beach Lynch, Esq.
More Information:
http://conflict911.com
Read more!
|
| posted by proletar @ 7:50 AM |
|
|
|
|
| Basics of Conflict Management |
Clarifying Confusion About Conflict
Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including:
1. Within yourself when you're not living according to your values;
2. When your values and perspectives are threatened; or
3. Discomfort from fear of the unknown or from lack of fulfillment.
Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.
Conflict is often needed. It:
1. Helps to raise and address problems.
2. Energizes work to be on the most appropriate issues.
3. Helps people "be real", for example, it motivates them to participate.
4. Helps people learn how to recognize and benefit from their differences.
Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.
Conflict is a problem when it:
1. Hampers productivity.
2. Lowers morale.
3. Causes more and continued conflicts.
4. Causes inappropriate behaviors.
Types of Managerial Actions that Cause Workplace Conflicts
1. Poor communications
a. Employees experience continuing surprises, they aren't informed of new
decisions, programs, etc.
b. Employees don't understand reasons for decisions, they aren't involved in
decision-making.
c. As a result, employees trust the "rumor mill" more than management.
2. The alignment or the amount of resources is insufficient. There is:
a. Disagreement about "who does what".
b. Stress from working with inadequate resources.
3. "Personal chemistry", including conflicting values or actions among managers and employees, for example:
a. Strong personal natures don't match.
b. We often don't like in others what we don't like in ourselves.
4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by:
a. Avoiding conflict, "passing the buck" with little follow-through on decisions.
b. Employees see the same continued issues in the workplace.
c. Supervisors don't understand the jobs of their subordinates.
Key Managerial Actions / Structures to Minimize Conflicts
1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure:
a. Job roles don't conflict.
b. No tasks "fall in a crack".
2. Intentionally build relationships with all subordinates.
a. Meet at least once a month alone with them in office.
b. Ask about accomplishments, challenges and issues.
3. Get regular, written status reports and include:
a. Accomplishments.
b. Currents issues and needs from management.
c. Plans for the upcoming period.
4. Conduct basic training about:
a. Interpersonal communications.
b. Conflict management.
c. Delegation.
5. Develop procedures for routine tasks and include the employees' input.
a. Have employees write procedures when possible and appropriate.
b. Get employees' review of the procedures.
c. Distribute the procedures.
d. Train employees about the procedures.
6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs.
7. Consider an anonymous suggestion box in which employees can provide suggestions.
Ways People Deal With Conflict
There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict.
1. Avoid it. Pretend it is not there or ignore it.
a. Use it when it simply is not worth the effort to argue. Usually this approach tends
to worsen the conflict over time.
2. Accommodate it. Give in to others, sometimes to the extent that you compromise yourself.
a. Use this approach very sparingly and infrequently, for example, in situations
when you know that you will have another more useful approach in the very
near future. Usually this approach tends to worsen the conflict over time, and
causes conflicts within yourself.
3. Competing. Work to get your way, rather than clarifying and addressing the issue. Competitors love accommodators.
a. Use when you have a very strong conviction about your position.
4. Compromising. Mutual give-and-take.
a. Use when the goal is to get past the issue and move on.
5. Collaborating. Focus on working together.
a. Use when the goal is to meet as many current needs as possible by using mutual
resources. This approach sometimes raises new mutual needs.
b. Use when the goal is to cultivate ownership and commitment.
To Manage a Conflict Within Yourself - "Core Process"
It's often in the trying that we find solace, not in getting the best solution. The following steps will help you in this regard.
1. Name the conflict, or identify the issue, including what you want that you aren't getting. Consider:
a. Writing your thoughts down to come to a conclusion.
b. Talk to someone, including asking them to help you summarize the conflict in 5
sentences or less.
2. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider:
a. How important is this issue?
b. Does the issue seem worse because you're tired, angry at something else, etc.?
c. What's your role in this issue?
3. Pick at least one thing you can do about the conflict.
a. Identify at least three courses of action.
b. For each course, write at least three pros and cons.
c. Select an action - if there is no clear course of action, pick the alternative that
will not hurt, or be least hurtful, to yourself and others.
d. Briefly discuss that course of action with a friend.
4. Then do something.
a. Wait at least a day before you do anything about the conflict. This gives you
a cooling off period.
b. Then take an action.
c. Have in your own mind, a date when you will act again if you see no clear
improvement.
To Manage a Conflict With Another - "Core Process"
1. Know what you don't like about yourself, early on in your career. We often don't like in others what we don't want to see in ourselves.
a. Write down 5 traits that really bug you when see them in others.
b. Be aware that these traits are your "hot buttons".
2. Manage yourself. If you and/or the other person are getting heated up, then manage yourself to stay calm by
a. Speaking to the person as if the other person is not heated up - this can be very
effective!
b. Avoid use of the word "you" - this avoids blaming.
c. Nod your head to assure them you heard them.
d. Maintain eye contact with them.
3. Move the discussion to a private area, if possible.
4. Give the other person time to vent.
a. Don't interrupt them or judge what they are saying.
5. Verify that you're accurately hearing each other. When they are done speaking:}
a. Ask the other person to let you rephrase (uninterrupted) what you are hearing from
them to ensure you are hearing them.
b. To understand them more, ask open-ended questions. Avoid "why" questions -
those questions often make people feel defensive.
6. Repeat the above step, this time for them to verify that they are hearing you. When you present your position
a. Use "I", not "you".
b. Talk in terms of the present as much as possible.
c. Mention your feelings.
7. Acknowledge where you disagree and where you agree.
8. Work the issue, not the person. When they are convinced that you understand them:
a. Ask "What can we do fix the problem?" They will likely begin to complain again.
Then ask the same question. Focus on actions they can do, too.
9. If possible, identify at least one action that can be done by one or both of you.
a. Ask the other person if they will support the action.
b. If they will not, then ask for a "cooling off period".
10. Thank the person for working with you.
11. If the situation remains a conflict, then:
a. Conclude if the other person's behavior conflicts with policies and procedures in
the workplace and if so, present the issue to your supervisor.
b. Consider whether to agree to disagree.
c. Consider seeking a third party to mediate.
More Information:
www.managementhelp.org
Read more!
|
| posted by proletar @ 7:43 AM |
|
|
|
|
| Focus on Protection: The Fourth Measure of Justice in a Conflict Management System |
Often I have heard from employees and even managers that the conflict management system looks fine on paper, but they do not feel comfortable using it. "It will hurt my career. It will make me look like a whiner. It will cast me in the role of trouble maker. If I get involved in this, I will be fired." These are common responses by employees and line managers in crisis who need access to an effective conflict management system......
Conflict will go unaddressed unless employees are protected by the system. The Protection Focus rates the degree to which actors feel safe to raise issues. A workplace participant who fears retaliation will avoid participation in conflict resolution. Similar to the Applicability Focus, there must be evidence of protection from retaliation for open dialogue to occur. This is especially true for performance-paid employees. Since the employer is in charge of performance evaluation, assignment of work and promotions, employees are vulnerable to subtle reprisals from management actors. The fairness system must discourage retaliation from other workplace participants, especially those in positions of authority.
One way to discourage reprisals is to concentrate on interest-based options. This has the advantage of engaging the participants and sharing the victory. The less litigious the fairness system is, the less likely it will give rise to retaliation. Participants need sufficient buy-in to trust the other actors and the system’s results.
Another way the system can minimize retaliation is by protecting participant confidentiality. In many cases this may be difficult. Nevertheless, a high score on the Protection Focus will depend upon the care to which the system guards the confidentiality of its participants.
Finally, the system should discourage parties from taking the law into their own hands. The conflict management system must impose consequences on those who retaliate, and reward those who cooperate by meeting their interests.
Article By:
Blaine Donais
More Information:
Click Here
Read more!
|
| posted by proletar @ 7:40 AM |
|
|
|
|
| Conflict Management |
1.What do organisations use conflict management for?
For any organisation to be effective and efficient in achieving its goals, the people in the organisation need to have a shared vision of what they are striving to achieve, as well as clear objectives for each team / department and individual. You also need ways of recognising and resolving conflict amongst people, so that conflict does not become so serious that co-operation is impossible. All members of any organisation need to have ways of keeping conflict to a minimum - and of solving problems caused by conflict, before conflict becomes a major obstacle to your work. This could happen to any organisation, whether it is an NGO, a CBO, a political party, a business or a government.
Conflict management is the process of planning to avoid conflict where possible and organising to resolve conflict where it does happen, as rapidly and smoothly as possible.
2.Important things to know about "conflict" and "conflict management":
The differences between "competition" and "conflict"
"Competition" usually brings out the best in people, as they strive to be top in their field, whether in sport, community affairs, politics or work. In fact, fair and friendly competition often leads to new sporting achievements, scientific inventions or outstanding effort in solving a community problem. When competition becomes unfriendly or bitter, though, conflict can begin - and this can bring out the worst in people.
Common causes of conflict
Causes or sources of organisational conflict can be many and varied. The most common causes are the following:
* scarcity of resources (finance, equipment, facilities, etc)
* different attitudes, values or perceptions
* disagreements about needs, goals, priorities and interests
* poor communication
* poor or inadequate organisational structure
* lack of teamwork
* lack of clarity in roles and responsibilities
Conflict between individual
People have differing styles of communication, ambitions, political or religious views and different cultural backgrounds. In our diverse society, the possibility of these differences leading to conflict between individuals is always there, and we must be alert to preventing and resolving situations where conflict arises.
Conflict between groups of people
Whenever people form groups, they tend to emphasise the things that make their group "better than" or "different from" other groups. This happens in the fields of sport, culture, religion and the workplace and can sometimes change from healthy competition to destructive conflict.
Conflict within a group of people
Even within one organisation or team, conflict can arise from the individual differences or ambitions mentioned earlier; or from rivalry between sub-groups or factions. All leaders and members of the organisation need to be alert to group dynamics that can spill over into conflict.
3.How to identify signs and stages of conflict
"Disputes of right" and "disputes of interest"
Especially in the workplace, two main types of disputes have been noted (although these two types may also happen in other situations). These are:
* "disputes of right", where people or groups are entitled by law, by contract, by previous agreement or by established practice to certain rights. Disputes of right will focus on conflict issues such as employment contracts, legally enforceable matters or unilateral changes in accepted or customary practices. A dispute of rights is, therefore, usually settled by legal decision or arbitration and not by negotiation.
* "disputes of interest", where the conflict may be a matter of opinion, such as where a person or group is entitled to some resources or privileges (such as access to property, better working conditions, etc). Because there is no established law or right, a dispute of interest will usually be solved through collective bargaining or negotiation.
Stages of conflict
The handling of conflict requires awareness of its various developmental stages. If leaders in the situation can identify the conflict issue and how far it has developed, they can sometimes solve it before it becomes much more serious. Typical stages include:
* where potential for conflict exists - in other words where people recognise that lack of resources, diversity of language or culture may possible result in conflict if people are not sensitive to the diversity.
* latent conflict where a competitive situation could easily spill over into conflict - e.g. at a political rally or in the workplace where there are obvious differences between groups of people.
* open conflict - which can be triggered by an incident and suddenly become real conflict.
* aftermath conflict - the situation where a particular problem may have been resolved but the potential for conflict still exists. In fact the potential may be even greater than before, if one person or group perceives itself as being involved in a win-loose situation.
Signs of conflict between individuals
In the organisation leaders and members should be alert to signs of conflict between colleagues, so that they can be proactive in reducing or resolving the conflict by getting to the root of the issue. Typical signs may include:
* colleagues not speaking to each other or ignoring each other
* contradicting and bad-mouthing one another
* deliberately undermining or not co-operating with each other, to the downfall of the team
Signs of conflict between groups of people
Similarly, leaders and members can identify latent conflict between groups of people in the organisation or the community and plan action before the conflict becomes open and destructive:
* cliques or factions meeting to discuss issues separately, when they affect the whole organisation
* one group being left out of organising an event which should include everybody
* groups using threatening slogans or symbols to show that their group is right and the others are wrong
4.How to build teamwork and co-operation (…and so minimise the possibility of conflict)
Teamwork and co-operation are essential in an organisation which aims to be effective and efficient, and not likely to be divided by conflicting factions. The best teamwork usually comes from having a shared vision or goal, so that leaders and members are all committed to the same objectives and understand their roles in achieving those objectives. Important behaviours in achieving teamwork and minimising potential conflict include a commitment by team members to:
* share information by keeping people in the group up-to-date with current issues
* express positive expectations about each other
* empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results
* team-build - by promoting good morale and protecting the group's reputation with outsiders
* resolve potential conflict - by bringing differences of opinion into the open and facilitating resolution of conflicts
5.How to manage and resolve conflict situations
Collective bargaining
Especially in workplace situations, it is necessary to have agreed mechanisms in place for groups of people who may be antagonistic (e.g. management and workers) to collectively discuss and resolve issues. This process is often called "collective bargaining", because representatives of each group come together with a mandate to work out a solution collectively. Experience has shown that this is far better than avoidance or withdrawal, and puts democratic processes in place to achieve "integrative problem solving", where people or groups who must find ways of co-operating in the same organisation, do so within their own agreed rules and procedures.
Conciliation
The dictionary defines conciliation as "the act of procuring good will or inducing a friendly feeling". South African labour relations legislation provides for the process of conciliation in the workplace, whereby groups who are in conflict and who have failed to reach agreement, can come together once again to attempt to settle their differences. This is usually attempted before the more serious step of a strike by workers or a lock-out by management is taken; and it has been found useful to involve a facilitator in the conciliation process. Similarly, any other organisation (e.g. sports club, youth group or community organisation) could try conciliation as a first step.
The difference between negotiation, mediation, and arbitration
Three methods of resolving situations that have reached the stage of open conflict are often used by many different organisations. It is important to understand these methods, so that people can decide which methods will work best for them in their specific conflict situation:
* Negotiation: this is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. It is a deliberate process, conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome is often dependent on the power relationship between the groups. Negotiations often involve compromise - one group may win one of their demands and give in on another. In workplaces Unions and management representative usually sue negotiations to solve conflicts. Political and community groups also often use this method.
* Mediation: when negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. The mediator plays an active part in the process, advises both or all groups, acts as intermediary and suggests possible solutions. In contrast to arbitration (see below) mediators act only in an advisory capacity - they have no decision-making powers and cannot impose a settlement on the conflicting parties. Skilled mediators are able to gain trust and confidence from the conflicting groups or individuals.
* Arbitration: means the appointment of an independent person to act as an adjudicator (or judge) in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining: the arbitrator listens to and investigates the demands and counter-demands and takes over the role of decision-maker. People or organisations can agree on having either a single arbitrator or a panel of arbitrators whom they respect and whose decision they will accept as final, in order to resolve the conflict.
How to be an effective mediator
An effective mediator needs certain skills in order to achieve credibility and results:
* preferably a proven record of success in mediation or negotiation
* the ability to gain the trust, acceptance and co-operation of conflicting parties
* clear thinking in identifying the real problems and offering practical solutions
* knowledgeable about the organisational structures, strategies and attitudes of the conflicting parties; as well as any relevant laws or agreements
* tactful and diplomatic with the necessary powers of persuasion and strong character to nudge the participants progressively towards an agreement.
How to run a mediation process
The mediation process can be broadly divided into the following three stages:
Stage 1: Introduction and establishment of credibility
During the first stage, the mediator plays a passive role. The main task is to gain the trust and acceptance of the conflicting parties, so that they begin to believe that he/she will be capable of assisting them fairly as a person on whom they can rely at all times. An experienced mediator will leave most of the talking to the disputing parties, but will listen attentively and ask probing questions to pinpoint the causes of the dispute, obstacles to a possible settlement and to identify the issues in order of priority. Once credibility is achieved and sufficient background knowledge gained, the mediator may begin to persuade the parties to resume negotiations, possibly with a fresh perspective.
Stage 2: Steering the negotiation process
In the second stage, the mediator intervenes more actively in steering the negotiations. He/she may offer advice to the parties, attempt to establish the actual resistance point of each party and to discover areas in which compromises could be reached. The mediator will encourage parties to put forward proposals and counter-proposals and (when a solution appears feasible) will begin to urge or even pressurise the participants towards acceptance of a settlement.
Stage 3: Movement towards a final settlement
An experienced mediator will know when to use diplomacy and when to exert pressure towards final settlement of the dispute. Timing and sensitivity to personalities and strategic positions is important to maintain credibility and avoid rejection by one or more parties in the process. He/she might use bi-lateral discussions with individuals or groups and during the final stages may actually suggest or draft proposals for consideration. In the event of a final settlement being reached, the mediator usually assists the parties in the drafting of their agreement, ensuring that both sides are satisfied with the wording, terms and conditions of the agreement.
The process of mediation is dynamic and finely-tuned. A good mediator has to be flexible and inventive, must ensure that his/her personal values are not imposed on the conflicting parties. At most a mediator can advise, persuade or cajole them towards agreement.
6.Outline for a Mediation Session
This is a session of at least 2 ½ hours. It is a suggested structure for a formal mediation session around a conflict between two organisations, parties or groups. You should be flexible when you structure a mediation session, e.g. a more informal mediation, say between two neighbours, will need a different approach.
In this session, remember that you may want to be flexible with time, for example to allow for translation, to allow each side time to caucus (speak among themselves) or to give the mediator time to meet both sides separately.
It is always a good idea to structure a break in the mediation for people to have tea and get some fresh air. So, to allow for things like breaks, extra caucussing and translation, you should try to set aside about 4 hours for the mediation session.
1. Opening of Mediation:
Welcome
Introductions
Agreeing to the rules and procedures 15 mins
2. Statement of Positions:
Each side presents their position (their point of view)
Summarise these positions from the chair
Allow clarifying questions
Allow responses 30 mins
3. Finding Common ground:
What is each side prepared to do - ask for practical suggestions, possible solutions, etc
Take responses to these suggestions
Summarise commonground and add alternative solutions from the chair
(Note: if there is very little common ground at this point, this might be a good time to speak to both sides separately) 30 mins
4. Reassessing Positions:
Give both sides an opportunity to caucus on how they feel about suggested solutions 10 mins
5. Reaching Agreement:
Ask each side to briefly restate their position and say what they fell about the possible solutions
Review the common ground and summarise any points of agreement from the chair
Encourage agreement on the remaining points
Record and read back whatever agreement is reached 30 mins
6. Closure of Mediation:
Facilitate discussion on the way forward, including the enforcement, monitoring and publicising of the agreement, and the need for future meetings
Thank you's 15 mins
1.
Mediation Guideline: Code of Conduct for Participants
During mediation you need some rules on how each side should behave, especially if there are a lot of people involved in the mediation.
This is a checklist of rules and procedures which you can get each side to agree on before you start to run a mediation session. To save time, you can get the sides to agree on some of these issues before you start the formal medication sessions.
* Trust and respect for chairperson (i.e. the mediator) and the mediating team (if more that one person)
* Should there be translation and who should do it?
* Is the venue secure and neutral?
* Do the chairs and tables have to be re-arranged?
* Size and leadership of delegations.
* Should observers be allowed?
* Agreeing to behave in a polite and disciplined way.
* No blaming, verbal abuse or shouting.
* No physical intimidation (e.g. pointing) and violence.
* No presence and carrying of weapons.
* Should smoking, drinking and eating be allowed?
* No other distracting behaviour, e.g. caucussing while the other side is speaking.
* How long should sessions be?
* Equal time for each side to speak and who should speak first.
* Opportunity to caucus and consult when necessary.
* How should the mediation be minuted?
* What parts of the discussion should be confidential?
* How should the agreement be reported back to members?
* Should the outcome of the mediation be publicised and how?
More Information:
www.etu.org.za
Read more!
|
| posted by proletar @ 7:36 AM |
|
|
|
|
| Coflict Management Solution |
Resolving Workplace Conflict: 4 Ways to a Win-Win Solution By
Summary: Not all conflict ends up, or should end up with a winner and a loser. The most constructive conflicts end up with both parties "winning". Here are some techniques to work towards the Win-Win situation.
The effects of conflict in the workplace are widespread and costly. Its prevalence, as indicated by three serious studies, shows that 24-60% of management time and energy is spent dealing with anger. This leads to decreased productivity, increased stress among employees, hampered performance, high turnover rate, absenteeism and at its worst, violence and death.
Conflict in the workplace is the result of a variety of factors. Perhaps the most significant cause is when someone feels taken advantage of. This might happen when a perfectionist boss demands the same dedication and commitment from employees as he or she exhibits, but does not compensate them for the late or weekend hours.
Other scenarios include the employee having unrealistic expectations of what their job position really is, or of being misunderstood in the workplace. Conflict also arises because of values and goal differences in the company. The company may not have goals or not adequately express the goals and values to their employees. Conversely, the employee may have personal goals and values at odds with those of the company.
There are four specific steps managers can take to reduce workplace conflict. The first is for managers to look at communication skills, both in terms of how they communicate and how theyre teaching their employees to communicate with each other. This, of course, includes using I statements instead of you language. Owning your own feelings and your own communication is a much more effective way to communicate and even more, teaching your employees to communicate that way with others, goes a long way toward reducing conflict.
The second part of communication is for managers to beef up listening skills. Active listening involves things like actually trying to understand what the other person is saying, and then communicating to the other person that you do indeed understand what theyre saying.
The second way to decrease workplace conflict is to establish healthy boundaries. Without boundaries, there will be conflict and squabbles, power struggles and all kinds of circumstances that make for messy situations.
You can be professional and be empathetic and compassionate toward your employees, without crossing the line of becoming their friend. This is especially important when theres a power difference between two people in an employment situation.
The third factor to reducing conflict is a skill called emotional intelligence. There are many aspects and facets but it basically means developing skills to be more effective by teaching people to combine both intelligence and emotions in the workplace.
Seeing and dealing with employees as human beings with real lives is often overlooked in the busy workplace. People with high emotional intelligence can do this in a professional manner, and maintain appropriate boundaries. Another aspect of EQ is knowing and being sensitive to how employees are experiencing you as a manager. Part of EQ is teaching managers to be sensitive to how theyre coming across to others.
Stop Creating Conflict
It's better to prevent unnecessary conflict than to manage conflict once the flames have started. Click here to preview Conflict Prevention In The Workplace - Using Cooperative Communication
The fourth aspect of reducing workplace conflict is setting up behavioral consequences to be used with truly uncooperative employees who are unwilling to change. Despite using all these recommendations, there will be a few employees that just wont change because theyre unwilling or unable. That means a manager must explain a consequence, which is an action or sanction that states to the employee the likely outcome of continuing problematic behavior. It will take skills from the three previous points to do this in a non-threatening way.
Is there ever a place for anger in the workplace? Yes. When people can say, Wait a minute. Im not happy with this; I dont like whats going on, and they turn that anger into a positive action, then the anger can be seen as a kind of motivator. Sometimes when were in a position where we recognize that we are upset about something, and we use that to our advantage, we can make that work for us, and in the long run, actually work for the company.
As employees, the more we can learn to speak up, to be able to say what our needs and our wants are in a healthy way, and not let it fester to the point of rage or explosion, we can use our anger as a motivator to help us take action.
Employees can also change their attitude toward their job while putting up with the unpleasant aspects of it. One way to reduce conflict and to be happier is to find a way to shift our perspective and our vision of why were there.
Id like to close with a story thats going around about the janitor at Carnegie Hall who had been there for 20 years. Hes 45 years old. He was cleaning up the restroom, and a guy in a business suit went up to him and said, You seem to be an intelligent fellow. For 20 years youve been cleaning the toilets. Why dont you do something with your life and get another job?
And the janitor said, What? And leave show business?
Its all in how we view the situation and perceive what were doing that determines our satisfaction and fulfillment on the job.
Stop Letting Conflict Control YOU
Learn to manage conflict by "using your head", rather than your heart. Find out about pro's and con's of different conflict methods. Click here to preview Using Your Head to Manage Conflict Helpcard.
About The Author
Dr. Tony Fiore is a So. California licensed psychologist, and anger management trainer. His company, The Anger Coach, provides anger and stress management programs, training and products to individuals, couples, and the workplace. Sign up for his free monthly newsletter "Taming The Anger Bee" at www.angercoach.com and receive two bonus reports.
drtony@AngerCoach.com
Article Source: http://EzineArticles.com/
More Information:
http://conflict911.com
Read more!
|
| posted by proletar @ 7:29 AM |
|
|
|
|
|
