Eleanor H. Wertheim

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VLGA Mayors Weekend Conflict Resolution Session

• Eleanor H. Wertheim
• School of Psychological Science

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Aims of this session

• To begin a discussion about
• Identifying and responding to conflict
• The mayors role in relation to conflict
• To obtain some core tools to deal with conflict

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Conflict

• When you hear the word conflict, what are the
• words, thoughts, and images
• that come to mind?

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• Our associations with conflict are often negative

Fighting
Fear
Anger
Frustration
Discomfort
Tension
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• What is conflict?

• Two or more parties
• It appears that the parties have incompatible
  needs or wants
• Conflict is inevitable it is how we handle it
  that is important

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What types of conflict do mayors face in their
work on the Council?
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• Some keys to being a successful conflict resolver

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1. Identify the signs of conflict so action
can be taken
Internal signs

• Early warning

External signs
Early action
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• Warning signs

External signs
Internal signs
Fighting, Avoiding
Anger, Tension
Frustration
Goals arent achieved
Poor outcomes
Annoyance, Anxiety
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2. Be aware of our instinctive response to
conflict Then choose how to respond

• Fighting (who is right or more powerful)
• Giving in
• Avoiding
• Compromising
• Creative problem solving

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3. Develop a new vision of conflict

• An opportunity for creative problem solving

Hmm, this is an interesting situation

what can we do about it?
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4. Be clear about your role

• What are the roles of the mayor in relation to
  conflict?

hhhhhh
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Possible conflict-related roles

• Party in the dispute negotiator
• Managing process mediator, facilitator,
  consultant
• Helping make decisions expert advisor,
  arbitrator
• Helping to prevent future conflict clarifier of
  roles and processes

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4. Be clear about your role

Am I a party to the dispute? What are my own
interests here?
Will I be a 3rd party? What type?

How will I ensure the parties understand and
agree to my role and my impartiality?
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5. Acquire skills prepare well

• Acquire skills
• Analyse the conflict
• Prepare for the process
• Conflict Analysis Tool
• Visual model

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6. Focus on interests options, not positions

• Positions
• Initial advocated solution on each issue
• Interests Why do the parties want that?
• Wants/Needs/Fears/Concerns
• Options
• How can the interests be addressed?

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Party A (me)
Party B
Interests
Interests
Needs Wants Is concerned about
Needs Wants Is concerned about
pause
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Options Brainstorm as many options as possible to
meet the parties interests
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Options
Party A
Party B
Interests
Interests
Option 1
Needs Wants Is concerned about
Needs Wants Is concerned about
Option 2
Option 3
Option 4
Option 5
Options
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7. Plan the negotiation process and
especially Set a collaborative context
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Morton Deutschs Crude Law of Social Relations

• Cooperative Behaviour tends to elicit
• Cooperative Responses
• Competitive Behaviour tends to elicit
• Competitive Responses

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7. Set a collaborative context

• Initiate cooperation
• Create a team approach
• Ensure each party feels they have a voice

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7. Set a collaborative context

• In your role as mayor, how can you set a
  collaborative context?
• When you are a party negotiating with others
• For your council
• Working with local government officers
• Working with the community

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8. See frustrations and blocks as learning
opportunities

What can I learn from this?

• Expect set backs

.
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9. Consider what you will do if negotiations
break down
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Alternatives to a negotiated agreement What will
I do to meet my interests if the other
party does not cooperate?
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10. Find support from useful third
parties

• Help with process mediator, facilitator,
  consultants
• Help with decision making expert advisor,
  arbitrator

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11. Make agreements that will last
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