Wednesday, October 18, 2006

Day One Session Two – Resolving Conflict

Types of Conflict



Resolution Strategy

Emotional or relationship conflicts

Strong negative emotions, personality conflicts, etc

Conflict resolution process

Needs conflicts

Incompatible or mutually exclusive goals or needs

Collaborative problem solving

Data or information conflict

Parties using different information or data on the same issue; also arise by parties reaching different conclusions from the same data

Conflict resolution process to help identify difference in data or analysis and lead to a common understanding

Structural or environmental conflict

External systems or processes or constraints that impact the conflicting parties in different ways

Often cannot be totally resolved or requires referral to a level that can change the structure or environment

Values conflict

Different or incompatible belief systems about good and bad, right and wrong organizational purpose, etc.

Resolution may be difficult or impossible; use of a conflict resolution process can build empathy

Taken from the Applied Leadership IV workbook section 2 page 3

Conflict Resolution 10-Step Process:

  1. Plan before you act
  2. Acknowledge the conflict
  3. Clarify the issues
  4. Analyze the situation
  5. Brainstorm solutions
  6. Evaluate the proposed solutions
  7. Choose a solution
  8. Implement the solution
  9. Evaluate the results
  10. Act on the results of the evaluation

Taken from the Applied Leadership IV workbook section 2 page 14

Avoiding Conflicts

  • Develop and show genuine empathy for others and their points of view
  • Keep your promises or your word becomes useless
  • Demonstrate the highest level of integrity and demand the same in others
  • Communicate openly and often about mission, vision, expectations, and values so that people understand your goals and expectations.
  • Respect other members of the organization at all levels
  • Take the blame for mistakes under your leadership and share the credit for the successes

Taken from the Applied Leadership IV workbook section 2 page 20

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