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Leading Through Conflict

Moving Beyond the Conflict

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

Conflict hurts, and people respond to pain in three stages: “Denial” – In this stage, people deny they have a problem. They try to maintain the status quo. They are not ready to negotiate, and if they make an offer, they do it only to show how reasonable they are, and that others are to blame. “Anger” – When people finally admit they have a problem, they may explode with emotion. They are no longer in denial, but they are not ready to deal with the problem. “Acceptance” – Now the negotiator has something to work with. “Letting go and [...]

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The Social Style Model

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

Different social or communication styles cause interpersonal problems, especially because these styles are deeply rooted in personality and culture. Communication styles have two dimensions: Assertiveness – “Ask-assertive” people are indirect about getting what they want, and speak slowly and softly, while “tell-assertive” people directly insist on getting their way and speak loudly and forcefully. “Responsiveness” – “Control-responsive” people have a limited vocal range and use few facial expressions or gestures. “Emote-responsive” people have a broad vocal range, use many gestures, and have animated facial features. The quality of our communication processes [is] central to the experience of conflict.” Ask-assertives or [...]

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The Dimensions of Conflict

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

People come into conflict over the way they think, feel and act. Each dimension responds to these different techniques: Address clashes about ideas by introducing new data, reinterpreting existing data or reframing the information. Address emotional clashes by acknowledging the validity of the parties’ feelings and creating a safe place where they can vent. Address clashes over behavior by identifying the “trigger” actions that created the conflict developing ground rules for interactions or helping the parties change. Suggested Reading:

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The Dynamics of Trust

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

“Trust” means “having positive expectations about another’s motives and intentions,” in the face of “potential risk.” When people are hurt or in conflict, they do not trust one another; yet trust is necessary for conflict resolution. When something bad happens, people look for a cause. They tend to interpret others’ motivations in ways that reinforce their self-respect and worldview, along a continuum from blaming the situation to blaming others: Situation – The circumstances were beyond your control: You did not receive enough training; you did your best; your action doesn’t represent your true character. Intrinsic nature – Others unintentionally caused [...]

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Interests, Rights, and Power

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict, Uncategorized|

Interests, Rights, and Power is a model not of conflicts themselves, but of conflict-resolution processes, which the model categorizes into three types: Interest-based processes – These focus on the needs and wants of the parties and attempt to reconcile them. They’re collaborative and emphasize building relationships and compromising. However, they take a lot of time, and the attempt to reach a mutually agreeable solution may fail. The outcome of these processes is “win/win.” Rights-based processes – These focus on the parties’ rights as spelled out in laws, contracts, and other documents. They apply the same standards to everyone, and people [...]

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The Boundary Model 

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

Boundaries can be physical, behavioral, or social. They share four characteristics: They define standards of behavior – A highway speed limit establishes a behavior to which all drivers must conform. They have legitimacy – A government agency establishes the speed limit. They are enforceable – If you drive over the speed limit, a police officer will give you an expensive ticket. They are usually flexible – The posted speed limit on a highway may be 65 miles per hour, but in practice the speed limit is closer to 70. This degree of flexibility is called the “norm.” In other words, [...]

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The Triangle of Satisfaction

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

This model focuses on interests. Parties to conflicts want not only different things but also different kinds of things. Each type of interest requires a different resolution strategy: “Result” – This is “the most tangible part of a conflict,” such as a salary demand or a request for a repair in a rental apartment. Negotiate these interests using approaches ranging from compromise to brainstorming solutions together. “Process” – These interests do not involve the content of the conflict but rather the negotiation process itself. They include such issues as whether the decision-making process is inclusive and transparent. You can’t usually [...]

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The Circle of Conflict

By |April 12th, 2021|Categories: Approaches for Leading Through Conflict, Leading Through Conflict|

Some models use images to analyze conflicts. “The Circle of Conflict,” for example, pictures conflict as a circle divided into six wedges: “Relationships” – This covers the parties’ histories with one another. “Externals/moods” – These can range from having a lousy day to having a chronic illness or to living in a country with a bad economy. “Values” – Each person has distinct beliefs, ethics, and standards of behavior. “Data” – Each person knows and assumes different information. “Structure” – Beneath many conflicts lie structural problems such as “limited resources,” “authority problems” and “organizational structures.” “Interests” – This includes what [...]

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