Conflict Management Ryan Dunn Student Organization Services February 18, 2004
Introduction • Ryan, not Mr. • Program Advisor for Student Leadership Development • Contact Info: • 293-8201- direct line • email@example.com • 293-4397--main office, appointments • www.wvu.edu/~sos
Know Yourself • Most conflicts begin because of misunderstanding. • “If only THEY would change that behavior we could get along.” • Individual needs are hard-wired in our heads and are almost impossible to change. • Your goal should be to understand the other person’s behavior, not to change it. • Until you understand who you are, you will never end difficult interpersonal relationship cycles.
Know Yourself (cont.) • Myers-Briggs Type Indicator (MBTI) • 4 preferences lead to 16 personality types • Extroversion/Introversion • Sensing/Intuition • Thinking/Feeling • Judgement/Perception
Know Yourself (cont.) • Type explanation • Thinking types do their best work when pursuing logical order. • Feeling types do their best work when their hearts are in it. • Sensing types do their best work when their practical skills are needed and valued. • Intuitive types do their best work when pursuing an inspiration.
Check these out!!!! http://www.personalitypathways.com/type_inventory.html http://www.umich.edu/%7Esalead/resources/managing.conflict.html
Lessons Learned Share Your Experiences
Communication Skills to Breakdown Conflicts • Collaboration • Definition: process by which individuals work together to find some solution which fully satisfies the concerns of both parties. • Collaborating Approach • Determine the nature of the conflict. • State the real effect the conflict has on the organization. • Listen carefully to the other person. What is the real effect on them?
Communication Skills to Breakdown Personality Conflicts • Collaborating Approach (cont.).) • Initiate the problem solving process • Clarify the issue. • Discuss each person’s wants and needs. • Generate a list of possible solutions. • Decide together on the solution most acceptable to both parties. • Discuss how solution will be implemented. • Develop process to evaluate solution after specified time. • Discuss how discrepancies/problems with solution will be handled.
Communication Skills to Breakdown Personality Conflicts • Mediation • Ask an impartial third party to hear both sides of the story. • Ask him/her to control the conversation. • Advisor or Officer • Should explain outcomes in advance, but not the path to outcomes.
Do not ignore the problem. Get the facts before making a decision or judgement. Keep calm during confrontation. Treat the other person with respect. Keep focused on the actual disagreement. Get your thoughts and concerns in writing before verbal confrontation. Do not include unneeded parties. Role Play. Keep private matters private. Get to the root of the problem. Move to resolution. Agree to disagree Agree to compromise Both parties must adjust to change. Other Suggestions to Breakdown Conflicts
Cliques • Definitions • A narrow circle of persons associated by common interests or for the accomplishment of a common purpose--generally used in a bad sense. • A defensive alliance formed when people feel threatened or have mutual feelings of uncertainty.
Determine the causes of anxiety and address them. Emphasize the importance of other’s opinions. Include everyone for the good of the organization. Create committees that include clique and non-clique members. Recognize the value of all members. Emphasize cooperation. Discuss organizational goals openly with all members. Encourage individuals to express needs to achieve goals (entire groups will understand each other’s roles) Use mediation if necessary. Change is slow. Dealing with Cliques
Future Workshops • March 9: Membership Retention • 4pm -5pm: Mountainlair, Shenandoah Room • April 15: Dealing with Unmotivated Members • 4pm -5pm: Mountainlair, Monongahela Room