Involvement in Conflict Management and Negotiations Gerald Carty Monette QEM Senior Advisor

QUALITY EDUCATION FOR MINORITIES (QEM) NETWORKTCUP LEADERSHIP DEVELOPMENT INSTITUTE (LDI)COHORT II-SESSION IIISofitel Minneapolis Hotel  5601 West 78th Street • Bloomington, Minnesota August 3 to 7, 2009 Involvement in Conflict Management and Negotiations Gerald Carty Monette QEM Senior Advisor cartym@aol.com

QEM/TCUP Leadership Development Institute What Causes Conflict?

QEM/TCUP Leadership Development Institute DISAGREEMENTS = CONFLICT …………….and can happen at any time. • In the workplace • Away from the workplace • Can even be rooted in something that happened decades ago.

QEM/TCUP Leadership Development Institute As the Leader, How would you Manage Conflict? Some Types of Leadership Practices

QEM/TCUP Leadership Development Institute “My way or the highway!” “Do as I Say, Not as I do!”

QEM/TCUP Leadership Development Institute: Forms and Styles of Leadershiphttp://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html Three Leadership Styles: (of many) • The Leader Who Dominates • The Leader Who Exercises Little Control • The Leader Who Consults, Encourages, Delegates

QEM/TCUP Leadership Development Institute The Leader Who Dominates • Is Good at Meeting Urgent Deadlines • Is an Accepted Style • Is Preferred in Some Cases • Results in Resistance • Requires Continuous Oversight

QEM/TCUP Leadership Development Institute The Leader Who Maintains Little Control • Good When “team” is Skilled/Motivated • Can Empower Others to Achieve Goals • Participates Little

QEM/TCUP Leadership Development Institute The Leader Who Consults Yet Maintains Responsibility • Allows Others to Make Decisions • Encourages Participation & Delegates • Identifies and Uses Talents of Others • Guides with a Loose Reign • Can Be Seen as Being Unsure of Self • Viewed as Not Leading

QEM/TCUP Leadership Development Institute Negotiating Conflict • Learn the Conflict • Apply Methods

QEM/TCUP Leadership Development Institute Learn the Conflict What Causes? • Power? • Perception? • Need? • Values?

QEM/TCUP Leadership Development Institute Apply Methods • Consensus • Compromise • Compete • Accommodate • Avoid

QEM/TCUP Leadership Development Institute Reach Consensus through Collaboration – Your own interests matched with the interests of the other person. • This strategy is generally used when concerns for others are important. • It is also generally the best strategy when larger interest is at stake. • This approach helps build commitment and reduce bad feelings. • Takes time and energy. • The others' trust and openness can be taken advantage of.

QEM/TCUP Leadership Development Institute Compromise • Win some/lose some. • Temporary solutions • Can lose sight of important values and long-term objectives. • Can distract the partners from the merits of an issue and create a cynical climate. .

QEM/TCUP Leadership Development Institute Competition • Your own interests with less concern for other. • Bargaining. • Can cause the conflict to escalate and loser may try to retaliate.

QEM/TCUP Leadership Development Institute Accommodation • High concern for the interests of other person. • Used when the issue is more important to others than to you. • Appropriate when you recognize that you are wrong. • Your own ideas and concerns don't get attention. • You may also lose credibility and future influence.

QEM/TCUP Leadership Development Institute Avoidance • Low concern for your own interests and of the other. • Used when the issue is trivial or other issues are more pressing. • When confrontation has a high potential for damage. • Important decisions not made or made by default.

QEM/TCUP Leadership Development Institute Conflict • Develop a Plan • Deal With it Directly • Do Not Avoid • Focus on the Future • Respect the Community • Be Preventive

Involvement in Conflict Management and Negotiations Gerald Carty Monette QEM Senior Advisor