1. AMERICAN FEDERATION FOR MEDICAL RESEARCH CAREER DEVELOPMENT WORKSHOP PRODUCTIVE TRANSLATIONAL RESEARCH: TOOLS FOR CONNECTING RESEARCH CULTURES AND MANAGING CONFLICT PRESENTER: CATHERINE MORRISON, JD cmorrison@jhu.edu Tools for Productively Managing Conflict

2. Learning Objectives Understand the fundamental concepts of conflict management Apply that understanding to assess and manage two-party and multi-party conflicts Apply successful communication strategies to increase effectiveness in conflict conversations 2

3. What awaits you in your workplace? Change Diversity Differences of opinion High stakes Deadlines Competition Diminishing resources Power dynamics High levels of internal and external regulation Uncertainty 3

4. In other words, a recipe for conflict. 4

5. Conflict Management Skill Set Conflict Handling Skills Diagnosis Awareness Sending Receiving Garmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” JSD, 26(3), p.65. 5

6. DIAGNOSIS: The Conflict Management Spectrum Response to Conflict ProcessProcess Control Decision- making Control Intervention Level Ignore itInactionNone Watchful waiting Talk about itNegotiationParties Primary Mediate itMediationMediatorPartiesTertiary Take it to a higher authority Arbitration Adjudication Arbitrator Hearing Officer or Judge Arbitrator Judge or Jury Quaternary 6

7. AWARENESS: What is cognitive conflict? Disagreement about ideas and approaches Issue focused, not personal Characteristic of high performing groups Amason, 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), 22-23. 7

8. Cognitive Conflict Characteristics Open, problem-focused discussion Test ideas and assumptions Consider and reconcile differences True collective decision-making Ibid. 8

9. AWARENESS: What is affective conflict? 9 Personal antagonism fueled by differences of opinion Destructive to group performance and cohesion Ibid., 24.

10. Affective Conflict Characteristics 10 Shifts focus from ideas to the person Undermines discussion Fosters defensiveness Limits participation in decision-making Ibid., 25-26.

11. How to keep conflict cognitive? Use a problem-solving approach 1. Make the approach 2. Share perspectives 3. Build understanding 4. Agree on solutions 5. Plan next steps Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada. 11

12. SENDING: 1. Make the approach Reflect before you begin Invite the other party to a conversation Be clear about your intentions State your goal - a positive resolution Ibid. 12

13. RECEIVING: 2. Share perspectives Ask for the other person’s perspective Paraphrase what you hear Acknowledge your contribution Describe your perspective Ibid. 13

14. Understand why your views differ 14 (Read from bottom to top) I take action I adopt beliefs I draw conclusions I add meaning I select data Observable data Clark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Organisations@Onepine. Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm

15. Separate intent from impact Public Sphere Private Sphere Aware of my intent, unaware of theirs Aware of others impact on me, unaware of my impact on them ACTION INTENT IMPACT 15

16. Name the issues Identify issues for each party Use concise neutral language Avoid pronouns Use issues to create the agenda Foundational Concepts for Understanding Conflict. 16

17. 3. Build understanding Discuss one issue at a time Clarify assumptions Explore interests and feelings Ibid. 17

18. Explore options Brainstorm Agree on ground rules Summarize interests, then ask for ideas Ibid. 18

19. 4. Agree on solutions Reality test – Is this doable? Durability test – Is this durable? Interest test – Does this meet all parties’ interests? Ibid. 19

20. 5. Plan next steps Jointly create action plan What needs to happen? Who needs to do what? By when? How will interaction occur? Ibid. 20

21. Sources and Recommended Reading 21

22. Sources Amason, 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), 22-23. Clark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Organisations@Onepine. Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm Garmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” JSD, 26(3), p.65. Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada. 22

23. Recommended Reading Eisenhardt, K., Kahwajy, L., & Bourgeois, L. J. (1997, July-August). How Management Teams Can Have a Good Fight. Harvard Business Review, pp. 77-85. Robinson, R. J. (1997, February 6). Errors in Social Judgment: Implications for negotiation and Conflict Resolution. Harvard Business School Publishing, Case Note 897103, pp. 1-7. Sussman, L. (1999, January 15). How to Frame a Message: The Art of Persuasion and Negotiation. Business Horizons, pp. 2-6. Tannen, D. (1995, September-October). The Power of Talk: Who Gets Heard and Why. Harvard Business Review, pp. 138-148. 23