Presentation on theme: "When Things Don’t Work: Recognizing and Resolving Conflict"— Presentation transcript:
1 When Things Don’t Work: Recognizing and Resolving Conflict Leadership ProgramSponsored by the Provost’s OfficeJohns Hopkins UniversityCatherine J. Morrison, JDAssociate FacultyJohns Hopkins Bloomberg School of Public Health
2 Learning ObjectivesUnderstand the fundamental concepts of conflict managementAcquire specific tactical approaches to conflict situationsApply that understanding to more effectively assess and manage two-party and multi-party conflictss
3 CONFLICT HAPPENS Conflict is… a normal, inescapable part of life a periodic occurrence in any relationshipan opportunity to understand opposing preferences and valuesENERGY
5 Use cognitive conflict Disagreement about ideas and approachesIssue focused, not personalCharacteristic of high performing groupsAmason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W. (1995, Autumn). “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2),
6 Avoid affective conflict Personal antagonism fueled by differences of opinionDestructive to group performance and cohesionIbid., 24.
7 How can we keep conflict cognitive? Make the approachShare perspectivesBuild understandingAgree on solutionsPlan next stepsMediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada.
8 Step 1. Make the approach Reflect before you begin Invite the other party to a conversationBe clear about your intentionsState your goal - a positive resolutionIbid.
9 Step 2. Share perspectives Ask for the other person’s perspectiveParaphrase what you hearAcknowledge your contributionDescribe your perspectiveIbid.
10 Understand why your views differ (Read from bottom to top)I take actionI adopt beliefsI draw conclusionsI add meaningI select dataObservable dataClark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Retrieved March 8, 2009, from
11 Identify topics that the parties view as important to address Name the issuesIdentify topics that the parties view as important to addressUse concise neutral languageAvoid pronounsUse issues to create the agendaFoundational Concepts for Understanding Conflict.
12 Step 3. Build understanding Discuss one issue at a timeClarify assumptionsExplore interests and feelingsIbid.
13 Step 4. Agree on solutions Reality test – Is this doable?Durability test – Is this durable?Interest test – Does this meet all parties’ interests?Ibid.
14 Step 5. Plan next steps What needs to happen? Jointly create action planWhat needs to happen?Who needs to do what? By when?How will interaction take place if problems occur?Ibid.
25 SourcesAmason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W. (1995, Autumn). “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2), Clark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Retrieved March 8, 2009, from
26 SourcesGarmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” Journal of Staff Development, 26(3), Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada.
27 Recommended ReadingConger, J. A. (1998, May-June). The Necessary Art of Persuasion. Harvard Business Review, pp Eisenhardt, K., Kahwajy, L., & Bourgeois, L. J. (1997, July-August). How Management Teams Can Have a Good Fight. Harvard Business Review, pp Robinson, R. J. (1997, February 6). Errors in Social Judgment: Implications for Negotiation and Conflict Resolution. Harvard Business School Publishing, Case Note , pp. 1-7.
28 Recommended ReadingSussman, L. (1999, January 15). How to Frame a Message: The Art of Persuasion and Negotiation. Business Horizons, pp Tannen, D. (1995, September-October). The Power of Talk: Who Gets Heard and Why. Harvard Business Review, pp