Dare to Win-Win:Dare to Win-Win:Conflict Resolution Tools Conflict Resolution Tools for Project Managers & for Project Managers &

Business AnalystsBusiness AnalystsRobin Levesque, Robin Levesque, MA,MA, RI, RI,

PMPPMP

PM BA

Sponsor

Peers

Team

Customers

ContractorsDirect

Reports

IndirectReports

Advisor

Sponsor’sPeers

SeniorLeadership

ExternalStakeholder

InternalStakeholder

Project Project ManagementManagement

LeadershipLeadership

NegotiationNegotiationCommunicationCommunication

© Robin Levesque

PSTT

!3) Tools

1) The Problem

2) The Solution

4) Tips

© Robin Levesque

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Noise

Communication Process Communication Process ModelModel

PositionsPositions

VillainVillain

PlotPlotVictimVictim

Source: The Joy of Conflict Resolution, Gary Harper

"A strongly held belief, opinion, or "A strongly held belief, opinion, or attitude as to 'how it is' or 'how attitude as to 'how it is' or 'how it should be'. An expectation it should be'. An expectation that there is only one way, one that there is only one way, one right outcome, one correct right outcome, one correct solution. A belief that truth is solution. A belief that truth is absolute and that you are the absolute and that you are the holder of that truth."holder of that truth."

Daraan Parry, Daraan Parry, Warriors of the HeartWarriors of the Heart

PSTT

!3) Tools

1)The Problem

- Noise - Positions

2) The Solution

- Get through noise - Shift from positions

4) Tips

© Robin Levesque

Ass

ertiv

enes

s

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

1) Conflict Management 1) Conflict Management StylesStyles

Source: Thomas-Kilman Conflict Mode Instrument

Self Assessment ToolsSelf Assessment Tools►Thomas-Kilmann Conflict Mode InstrumentThomas-Kilmann Conflict Mode Instrument►Communicating Styles Survey by Communicating Styles Survey by

Dr. Paul P. MokDr. Paul P. Mok►Parker Team Player SurveyParker Team Player Survey►Now Discover Your Strengths by Now Discover Your Strengths by

Marcus Buckingham and Donald O. CliftonMarcus Buckingham and Donald O. Clifton►Leadership Challenge LIP 360 by Leadership Challenge LIP 360 by

Kouzes & PosnerKouzes & Posner

Sources of ConflictSources of Conflict► Incompatible goalsIncompatible goals► Different values and Different values and

beliefsbeliefs► Task interdependenceTask interdependence► Scarce resourcesScarce resources► Ambiguous rulesAmbiguous rules► Communication Communication

problemsproblems► Resistance to changeResistance to change

2) Structural Conflict 2) Structural Conflict ManagementManagement

► Incompatible goalsIncompatible goals► Different values and Different values and

beliefsbeliefs► Task interdependenceTask interdependence► Scarce resourcesScarce resources► Ambiguous rulesAmbiguous rules► Communication Communication

problemsproblems► Resistance to changeResistance to change

► Superordinate goalsSuperordinate goals► Reduce Reduce

differentiationdifferentiation► Reduce dependenceReduce dependence► Increase resourcesIncrease resources► ClarifyClarify► Improve Improve

communicationcommunication► Change managementChange management

AudienceAudienceCharacteristicsCharacteristics

• • InterestsInterests• DemographicsDemographics• • PartnersPartners

CommunicatorCommunicatorCharacteristicsCharacteristics

• • CredibilityCredibility• • AAppearenceppearence

MessageMessageContentContent

• • Key MessagesKey Messages• Present all sidesPresent all sides• • Few argumentsFew arguments• • Emotional appealsEmotional appeals

Communicator MediumCommunicator Medium

3) Persuasive 3) Persuasive CommunicationCommunication

Richness of MediumRichness of MediumR

ichn

ess

Degree of Commitment and Involvement

Awareness• Newsletter• Video• Email

Understanding• Road shows• Videoconferencing• Intranet

Support• Seminars• Forums• Training courses• Appraisals

Involvement• Feedback Forums• Team Meetings• 3 way communication• Issue Brainstorming• Q&A’s

Commitment• Team Problem Solving• Task Groups• Leadership Involvement• Key Performance

Indicators• Focus Groups

4) Stakeholder Analysis4) Stakeholder Analysis

Low Interest High

Low

P

ower

Hig

h I II

III IV

Keep Satisfied

Keep Informed

Manage Closely

Monitor

5) Communications Plan 5) Communications Plan MatrixMatrix

ActivitiesActivities Comm.Comm. StakeholdeStakeholderr

MediumMedium TiminTimingg

Collect Collect weekly weekly statusstatus

Project Project Leaders, Leaders, TeamTeam

Project Project ManagerManager

Status Status report, report, team team review review mtg, mtg, emailemail

WeekWeek

Milestone Milestone ReportReport

Project Project ManagerManager

Sponsor, Sponsor, Steering, Steering, StakeholderStakeholderss

MS MS Project Project report, report, Review Review MtgMtg

MonthMonth

Information Information BulletinsBulletins

Comm. Comm. ManagerManager

StakeholderStakeholders, Publics, Public

WebWeb QuarteQuarterr

Etc.Etc.

StagesStages1. Set the framework & establish a

collaborative atmosphere2. Clarify & frame the issues 3. Explore & build understanding4. Form agreement

Justice Institute of BC

Getting to Yes• Separate the people from the problem• Focus on interests, not positions• Invent options for mutual gain• Insist on using objective criteria

Fisher, Ury & Patton

Prepare to Negotiate • Goals & Objectives• Persuasive communication• Know the “other side”• Develop a strong BATNA• Identify interests and potential solutions

Getting Past No• Go to the balcony• Step to their side• Reframe• Build them a golden bridge• Use power to educate

Ury

Toolkit• Anger management

• Active listening

• Open questions

• Clarifying

• Acknowledging

• Reframing

• I statements

• Paraphrasing

• Empathizing

• Summarizing

“In business as in life, you don’t get what you deserve, you get what you negotiate.”

Karrass

• Aspiration level

• Concession pattern

• Power exploitation

• Settlement time

© Robin Levesque

7) Getting To Yes7) Getting To Yes►Separate the people from the problemSeparate the people from the problem►Focus on interests, not positionsFocus on interests, not positions► Invent options for mutual gainInvent options for mutual gain► Insist on using objective criteriaInsist on using objective criteria

Fisher, Ury & PattonFisher, Ury & Patton

Suggested ReadingsSuggested Readings► Getting to YesGetting to Yes, Ury, Fisher, Patton, Ury, Fisher, Patton► Getting Past NoGetting Past No, Ury, Ury► The Seven Strategies of Master The Seven Strategies of Master

NegotiatorsNegotiators, McRae, McRae► The Seven Strategies of Master The Seven Strategies of Master

PresentersPresenters, McRae, Brooks, McRae, Brooks► The Joy of Conflict ResolutionThe Joy of Conflict Resolution, Harper, Harper► Crucial ConversationsCrucial Conversations, Patterson, Greny, , Patterson, Greny,

McMillan, SwitzlerMcMillan, Switzler

PSTT

!3) Tools

1)The Problem

- Noise - Positions

2) The Solution

- Get through noise - Shift from positions

4) Tips

© Robin Levesque

1.1. Self-Assessments Self-Assessments 2.2. Structural Conflict Structural Conflict

ResolutionResolution3.3. Persuasive Communication Persuasive Communication 4.4. Stakeholder AnalysisStakeholder Analysis5.5. Communication PlanCommunication Plan6.6. Negotiation ToolNegotiation Tool7.7. Interest-Based NegotiationInterest-Based Negotiation

1.1. Continuous Learning Continuous Learning 2.2. Prepare, prepare, Prepare, prepare,

prepareprepare3.3. Practice, practice, Practice, practice,

practicepractice4.4. Write it downWrite it down5.5. Just do it!Just do it!

www.dreamteamconsulting.cawww.dreamteamconsulting.ca