Conflict magic

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The TEAM Approach Connect & Succeed Behavioral Shopping Spree Match people to the behavioral descriptions Collect as many signatures as you can Put your name on your paper

description

The correlation between the Thomas-Kilmann conflict model and DiSC is strong. We use this presentation with a DiSC profile to help teams manage conflict effectively.

Transcript of Conflict magic

Page 1: 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

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The TEAMApproach

Connect &Succeed Conflict Magic

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The TEAMApproach

Connect &Succeed

Definition

Situation in which the concerns of two people appear to be

incompatible.

ofConflict:

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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.

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The TEAMApproach

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When individuals with different needs come

together, conflict often occurs

Clip

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What? Who?

Why? How?

D i

C S

More Powerful

Active/OutgoingDirect

IndirectReserved

Less Powerful

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The TEAMApproach

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Understanding Conflict

The fact that we are all different

Makes conflict inevitable

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The TEAMApproach

Connect &Succeed Understanding Conflict

One person’s natural strengths can expose

another’s natural limitations

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The TEAMApproach

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Understanding Conflict

Conflicts are differencesheated up!

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The TEAMApproach

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Understanding Conflict

People do what they do, not because they are trying to do

something to you, but for themselves!

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The TEAMApproach

Connect &Succeed Understanding Conflict

Conflicts can be our similarities in competition!

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Understanding Conflict

Conflicts also occur when strengths are pushed out of

balance.

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The Golden Rule

Do unto others as you

would have them do unto you

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The Platinum Rule

Do unto others as they

would have you do unto them

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Conflict Modes

Cooperativeness

Ass

ert

iven

ess

Competing

Accommodating

Avoiding

Collaborating

Compromising

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The TEAMApproach

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Two heads are better than one.

Kill your enemies with kindness.

Split the difference.

Leave well enough alone.

Might makes right.

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Perceptions

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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

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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

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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

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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

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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

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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”

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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

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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

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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

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The TEAMApproach

Connect &Succeed

Frank and Ernest