Cooperation, Learning and Project Management

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Cooperation, Learning and Project Management

• MM9 Conflict Management

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Agenda

• Understanding Conflict definition, types, phases
• Role play 1
• Tools and methods for conflict management
• Role play 2

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What is conflict?

• Clash between 2 or more persons needs, wishes,
  values
• A part of everyday life
• An opportunity for personal and organizational
  growth, learning
• A potential detriment to all involved
• Manageable via conflict management tools,
  methods, processes

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Types of conflict

• Personal conflicts/ chemistry
• Communication conflicts
• Subject-related conflicts
• Role conflicts
• Organizational conflicts
• Goal-alignment conflicts
• Conflicts of interest
• Work contribution/efforts conflicts
• Conflicting opinions
• Incongruent ambitions
• May not be so clear cut often several types,
• not always visible/definable

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Four phases of Conflict
Latent Conflict under the surface not expressed
openly conflict waiting to happen
A triggering incident an event that brings the
conflict into the open the last straw.
New Equilibrium a new understanding of the
relationship is reached.
Conflict stage 1 or more issue(s) is/are aired
defined often many issues explode all at once.
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Role Play 1

• Read and consider your assigned roles
• Fishbowl observations
• Group discussion

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Conflict Management

• The ability to effectively manage conflict is
  without a doubt one of the most important skills
  you will need to be successful in your life!

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Conflict resolution Basic model

• All involved tell their story and present their
  viewpoints (individually)
• Meeting leader/mediator formulates the main
  points of the conflict, based on the individual
  stories and views
• Underlying issues are discussedshared/opposing
  interests?
• Potential solutions are discussed
  (brainstorming?) Choose a suggestion
• Formulate the solution into a formal agreement
• Evaluate the process and individual satisfaction
  with the solution.
• Problemorienteret projektarbejde (Olsen
  Pedersen) p. 114

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Conflict resolution styles
High
Win/Lose Style
Problem-Solving Style
Compromise
Degree of Assertiveness
Avoidance Style
Accomading Style
Low
Low
Degree of Cooperation
High
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No one best strategy

• Depending on the nature of the relationship(s),
  different strategies may be more effective than
  others in different situations. Judging which
  style to adopt in a given situation is a skill
  developing the ability to use different styles in
  various situations requires practice (learning
  by doing)!

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Avoidance Style

• Nonconfrontational he/she ignores an
  issue/person with which/whom the conflict
  involves may deny existence of a conflict or
  problem.
• When might this be an effective strategy?

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Accomodating Style

• Agreeable and non-assertive in his/her behavior
  he/she cooperatives, even at the expense of
  his/her own personal needs, wishes, goals.
• When might this be an effective strategy?

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Win/Lose Style

• Classic Conflict confrontational aggressive
  must win at all costs disregard for the needs of
  the other person(s)
• When might this be an effective strategy?

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Problem-solving Style

• Collaborating style both parties have a high
  degree of respect for each other recognition for
  and consideration of own and others needs,
  wishes, goals
• When might this be an effective strategy?

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Compromising Style

• Both assertive and cooperative gives up
  something in order to gain something results in
  only partial satisfaction
• When might this be an effective strategy?

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Win/Win Conflict Resolution

1. Plan an approach that includes an assertive I
   statement that identifies your concerns about the
   situation
2. Present your statement to the other party
3. Let the other party respond
4. Agree on the conflict
5. Develop alternative solutions
6. Make an agreement for change

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I statements allow you to

• Establish a problem-solving atmosphere
• Maintain your role in the conflict (not blame
  others)
• Keep yourself focused and calm
• Reduce potential defensiveness of the other party
• Assertive statements use BCF model

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BCF Model

• B Behavior that bothers you
• C Consequences of that behavior on you
• F Your feelings about the situation
• BCF statements describe the problem from your
  point of view doesnt introduce possible
  solutions does not attack others on a personal
  level

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Examples of BCF statements

• When you (state behavior), I feel (state
  feelings) because (state consequences)
• When you interupt me at meetings (behavior), I
  lose my train of thought (consequences) and that
  makes me feel foolish in front of the other
  members of the team (feelings).

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Giraffe Language

• Marshall B. RosenbergsGiraffe language is a
  communication tool that teaches us to ask for
  what we need without stepping on anyones toes.
  The basic idea with giraffe language is, in
  conflict and conversations, we try to express 4
  things
• What I see and hear
• What I feel about what the other party says
• What my needs are
• What the other party can do to meet my needs
• Also, I ask about the other partys needs and
  feelings, which helps me to develop my own
  empathetic qualities.
• Rosenberg, M.B. (1999) Nonviolent Communication
  A Language of Compassion

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Hows it going?

• The 2 fundamental questions are how are you
  doing? What would you like to have (happen)?
• Giraffe Kids Wolf Kids
• I feelbecause I ... I feel because...you...
• I need for me to I need for you to
• Takes responsibility Shames/plays on guilt

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Rosenbergs communication model

• 4 steps which impact our interactions and
  contacts
• 1. FACT express observations (see, hear)
  concretely, without intrepretating. I
  see/hear/notice...  
• 2. FEELING express how you feel about the issue.
  I become/feel
• 3. NEED express your need, wishes, intentions.
• I need
• 4. REQUEST express what you want to happen (an
  action). Will you