Getting to Yes: Negotiating And Resolving Conflict

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Getting to Yes Negotiating And Resolving
Conflict
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Conflict

• Conflict often occurs when there is an emotional
  disagreement between two or more people about
  policies, process, activities or outcome.

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Sources of Conflict

• Competition/rivalry
• Poor communication
• Authority not defined
• Different viewpoints
• Limited resources
• Value/generational/cultural differences
• Aggressive, insecure individuals

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Costs of Conflict

• Destroys professional relationships
• Creates barriers to individual and organizational
  effectiveness
• Derails teamwork

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Costs of Conflict (continued)

• Creates enemies and hidden agendas
• Adds stress to the workplace
• Wastes time, money and resources
• Affects the ability to stay competitive

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Benefits of Organizational Conflict

• Conflict can
• help increase strength and cohesion
• provide a safety valve function
• help clarify issues and goals
• improve relationships
• foster improved communication
• trigger innovation and creativity
• be a major cause of organizational change

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Not in My Workplace!

• Remember
• Even the best workplaces will require employees
  to deal with conflict resulting from a number of
  issues including miscommunication, gossip,
  differing agendas and stress.

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Impact ofPersonalities

• Some personalities add to conflict
• Some create conflict

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Listening the Key Skill

• Active listening supports teams by
• Focusing conversation
• Providing a clear exchange of information
• Supporting mutual respect
• Providing more options for conflict resolution

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Becoming a Better Listener

• Concentrate
• Observe
• Respond
• Reflect
• Elicit
• Control
• Notice

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Issues and Interests

• Issues what
• Interests why
• Examples trust, respect, fairness, value,
  recognition, inclusion, security, loyalty

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Rules Interest-based Resolution

• Listen carefully
• Never think Im good Theyre bad
• Look beneath the issue
• Find common purposes and goals
• Keep emotions in neutral

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Working as a Team

• Come to agreement on projects
• Mutually identify the goals and outcomes expected
• Dont leave until youve agreed on who, what,
  when, where and how

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Managing Conflict

• Research the motivation behind the action
• Be unconditionally constructive
• Approach the person
• Focus on the behavior, not the person
• Identify what you understand to be the issue

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Managing Conflict (continued)

• Actively question the other party about solutions
• Choose a solution that meets the needs of both
  parties
• Discuss an action plan for implementation
• Finalize it
• Check back and evaluate

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Keys to Resolution

• Consider changing how you react to the person
• Stay flexible
• Check out the facts first
• Act with respect for yourself and others
• Own your feelings I statements

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Keys to Resolution (continued)

• Focus on solving the problem, not placing blame
• Theres no time like the present
• Change how you react to the person

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Keep in Mind

• Conflict is neutral
• Despite our best efforts
• You must be the change
• you wish to see.
• - Gandhi

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