slide1
Download
Skip this Video
Download Presentation
Conflict as Opportunity - managing conflict and creating a healthy climate for the exchange of information and understan

Loading in 2 Seconds...

play fullscreen
1 / 27

Conflict as Opportunity - managing conflict and creating a healthy climate for the exchange of information and understan - PowerPoint PPT Presentation


  • 229 Views
  • Uploaded on

Conflict as Opportunity - managing conflict and creating a healthy climate for the exchange of information and understanding. Mediation serious staff conflicts alternative to disciplinary action “insider neutrals” transferable skills.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Conflict as Opportunity - managing conflict and creating a healthy climate for the exchange of information and understan' - risa


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1
Conflict as Opportunity

- managing conflict and creating a healthy climate for the exchange of information and understanding

slide2
Mediation
  • serious staff conflicts
  • alternative to disciplinary action
  • “insider neutrals”
  • transferable skills
slide3
“At ISP we believe that conflict is neither good nor bad but natural. We seek to create an open community, climate and culture that is able to embrace diverse perspectives and approaches. We expect differences to be expressed respectfully and we intend for each member of our community to develop the ability to listen to, hear and acknowledge different points of view”.
slide4
Mediating serious interpersonal conflicts

Creating a climate that deals openly with conflict

Learning to become better at managing difficult conversations and crucial confrontations

slide5
Situations
  • When did I handle conflict well?
  • When did it go wrong?
slide6
Crucial Conversations

Crucial Confrontations

slide7
Talking to colleagues about offensive behaviour
  • Critiquing a colleague’s work
  • Talking to a team member not keeping commitments
  • Talking to a colleague about a personal problem
  • Giving boss feedback about behaviour
  • Approaching boss who is breaking own principles
slide8
Challenging conversations:

Why might it go wrong?

- design fault?

slide9
Reason and Emotion

Fight or Flight?

The Amygdala

slide10
Difference is………….

- how you respond when things go wrong

- how you handle difficult situations or conversations

slide12
Causes of Conflict . . .

Assumption

Appreciation

Acknowledgement

Respect

Resources

slide13
Active Listening

Being Heard

Positions v Interests

slide14
Assuming that others do things because its in their make-up or they actually enjoy doing them and then ignoring any other potential motivational forces - is a mistake.
  • Psychologists classify this mistake as an attribution error. And because it happens so consistently across people, time and places, it is called the
  • Fundamental Attribution Error

Crucial Conversations: Patterson, Grenny, McMillan, Switzler. 2002

slide15
Me v You
  • Situational v Dispositional
slide17
Successful communication - free flow of information

Freely shared feelings, opinions, theories - even when controversial or unpopular

Safe for everyone to add their meaning to the pool

slide19
Dark waters?
          • Silence - disengagement,
          • avoidance,
          • hints,
          • sarcasm
slide20
Violence

verbal attacks,

discrediting others,

subtle manipulation,

getting others to mistrust

slide21
Learn to Look

Monitor the pointers……………

Crucial Conversations: Patterson, Grenny, McMillan, Switzler. 2002

slide22
Step out of the issue
  • Check what aspect of safety is at risk -
  • mutual purpose?
  • mutual respect?

Make it safe!

slide23
Fix it -
  • Apologise
  • Contrast to Clarify
  • Find and Commit to a mutual purpose
  • Return to the issue and brainstorm strategies

Make it safe!

slide24
Monitor the pointers……………

Crucial Conversations: Patterson, Grenny, McMillan, Switzler. 2002

slide25
Find your bearings……………..
  • Start with the Heart
  • Focus the Brain
  • Master My Stories
slide26
What do you really want to happen?
  • What do you fear might happen?
  • What emotions are you bringing to the dialogue?
          • - guilt?
          • - fear?
          • - anger?
slide27
Crucial Conversations: Patterson, Grenny, McMillan, Switzler. 2002
  • Crucial Confrontations: Patterson, Grenny, McMillan, Switzler. 2005
  • vitalsmarts.com
  • The Mediation Handbook; Beer, Stief.1997
  • Mediation for Managers: John Crawley, Katherine Graham, www.conflictmanagementplus.com
  • The Fifth Discipline Fieldbook; Senge, Kleiner, Roberts, Ross and Smith. 1994
ad