Conflict magic
-
Upload
rick-stamm -
Category
Business
-
view
512 -
download
0
description
Transcript of Conflict magic
The TEAMApproach
Connect &Succeed Behavioral Shopping
Spree• Match people to
the behavioral descriptions
• Collect as many signatures as you can
• Put your name on your paper
The TEAMApproach
Connect &Succeed Conflict Magic
The TEAMApproach
Connect &Succeed
Definition
Situation in which the concerns of two people appear to be
incompatible.
ofConflict:
The TEAMApproach
Connect &Succeed
What Brought Us Together?
• Our Mission is to maintain and improve veterans' health and quality of life.
• Our Vision is to be the Provider and Employer of Choice by delivering the best health care services.
• Our Values are Trust, Respect, Excellence, Compassion and Commitment.
The TEAMApproach
Connect &Succeed
When individuals with different needs come
together, conflict often occurs
Clip
What? Who?
Why? How?
D i
C S
More Powerful
Active/OutgoingDirect
IndirectReserved
Less Powerful
The TEAMApproach
Connect &Succeed
Understanding Conflict
The fact that we are all different
Makes conflict inevitable
The TEAMApproach
Connect &Succeed Understanding Conflict
One person’s natural strengths can expose
another’s natural limitations
The TEAMApproach
Connect &Succeed
Understanding Conflict
Conflicts are differencesheated up!
The TEAMApproach
Connect &Succeed
Understanding Conflict
People do what they do, not because they are trying to do
something to you, but for themselves!
The TEAMApproach
Connect &Succeed Understanding Conflict
Conflicts can be our similarities in competition!
The TEAMApproach
Connect &Succeed
Understanding Conflict
Conflicts also occur when strengths are pushed out of
balance.
The Golden Rule
Do unto others as you
would have them do unto you
The Platinum Rule
Do unto others as they
would have you do unto them
The TEAMApproach
Connect &Succeed
Conflict Modes
Cooperativeness
Ass
ert
iven
ess
Competing
Accommodating
Avoiding
Collaborating
Compromising
The TEAMApproach
Connect &Succeed
Two heads are better than one.
Kill your enemies with kindness.
Split the difference.
Leave well enough alone.
Might makes right.
The TEAMApproach
Connect &Succeed
Perceptions
The TEAMApproach
Connect &Succeed
Competing
• When quick, decisive action is vital - e.g., emergencies
• On important issues where unpopular courses of action need to be implemented - e.g., cost cutting, enforcing unpopular rules, discipline
• On issues vital to company welfare when you know you’re right
• To protect yourself against people who take advantage of non-competitive behavior
The TEAMApproach
Connect &Succeed
Accommodating
• When you realize that you are wrong - to learn from others, and to show that you are reasonable
• When the issue is much more important to the other person than to yourself - as a goodwill measure
• To build up social credits for later issues important to you
• When continued competition would only damage your cause - when you are outmatched and losing
• When preserving harmony and avoiding disruption are important
• To aid in the development of others by allowing them to experiment and learn from their own mistakes
The TEAMApproach
Connect &Succeed
Avoiding
• When an issue is trivial, of only passing importance, or when other more important issues are pressing
• When you perceive no chance of satisfying your concerns - e.g., when you have low power or something is difficult to change
• When the potential damage of confronting a conflict outweighs the advantages of an immediate decision
• To let people cool down• When gathering more information outweighs the
advantages of an immediate decision• When others can resolve the conflict more
effectively
The TEAMApproach
Connect &Succeed
Compromising
• When goals are moderately important, but not worth the effort or potential disruption of more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals - as in labor - management bargaining
• To achieve temporary settlements to complex issues
• To arrive at expedient solutions under time pressure
• As a backup mode when collaboration or competition fails to be successful
The TEAMApproach
Connect &Succeed
Collaborating
• To find an integrative solution when both sets of concerns are too important to be compromised
• When your objective is to learn - e.g., testing your own assumptions, understanding the views of others
• To merge insights from people with different perspectives on a problem
• To gain commitment by incorporating other’s concerns into a consensual decision
• To work through hard feelings which have been interfering with an interpersonal relationship
The TEAMApproach
Connect &Succeed
DResolving Conflict
• Avoid “right - wrong” debates by stating your differences without judgement.
• Use open-ended questions to get to the real issues
• Ask them what would be necessary to have a win/win solution
• Wrap up the discussion by stating what each person has committed to do to resolve the conflict
High “D”Tends to take a direct, aggressive
approach which may result in “I win/you lose”
The TEAMApproach
Connect &Succeed
iResolving Conflict
• Recognize their discomfort with conflict or loss of approval
• State the issue factually without criticism of them as a person
• Limit their attempts to minimize the problem or sidetrack the discussion
• Wrap up the discussion with a clear statement of what is going to happen, by when, and affirm your relationship with them
High “i”Tends to avoid direct, open conflict
The TEAMApproach
Connect &Succeed
SResolving Conflict
• State the need to resolve the conflict in order to maintain stability and harmony in the relationship
• Draw out uncomfortable issues by asking open-ended questions
• Ask them what they would need to resolve the issue in a way that was reasonable and effective
High “S”Tends to avoid aggression, hostility or
conflict
The TEAMApproach
Connect &Succeed
CResolving Conflict
• State the issue calmly, logically, and factually, citing specific behavior
• Ask what they would need to resolve this conflict on a “win-win” basis
• Recognize their need to think about the situation before responding by scheduling a time to have a follow-up discussion
High “C”Tends to initially withdraw from open conflict but may become defensive or
aggressive
The TEAMApproach
Connect &Succeed
Frank and Ernest