Presentation on theme: "Basics of Conflict Management CRETE Day 2 Training Tricia S. Jones, Ph"— Presentation transcript:
1 Basics of Conflict Management CRETE Day 2 Training Tricia S. Jones, Ph Basics of Conflict Management CRETE Day 2 Training Tricia S. Jones, Ph.D., Dept. of Psychological Studies in Education
2 Critical Tools for Constructive Classrooms Understanding Needs Based ConflictPositive DisciplineConflict StylesCollaborative Negotiation
3 Basic NeedsLove and BelongingPowerFreedomFunSafety
4 The Nature of ConflictConflict is “a disagreement between two or more people who have differences in goals or methods for dealing with a situation”NormalNaturalNecessary
5 Functional and Dysfunctional Conflict Functional (helpful or constructive)OpenHonestCalmFocusedFlexibleEnergizingCreativeDysfunctional (not helpful or destructive)ClosedDeceitfulTenseProliferationRigidDrainingStupifying
6 Conflict StylesConflict styles are the predominant ways that people deal with conflict.Most people rely on one or two styles that are often defined by emphasis on concern for the self or concern for the other.The goal of an effective conflict manager is to be able to use any conflict style when the situation demands.
7 Conflict Styles Five Styles of Conflict Competing Collaborating Concernfor SelfCompromisingAccommodatingAvoidingConcern for Other
8 Thomas and Kilmann’s styles Avoiding: Avoidance can be either physical and/or psychologicalAccommodating: meeting the needs of the other person but ignoring your own needs.
9 Thomas and Kilmann’s styles Competing: a win-lose orientation in which you try to maximize your gainsCompromising: “Split the Difference”Collaborating: Problem-solving style in which the parties work together against the problem.
10 When Each Style is the Best AvoidingWhen the issue is trivial to youWhen there is no long-term relationshipWhen you are the low power party in a serious power imbalanceCompetingWhen the other will be very competitiveWhen important others expect you to competeAND when the stakes are high
11 When Each Style is the Best AccommodatingWhen the issue is trivial to youWhen harmony in the relationship is all importantWhen you are the low power party in a serious power imbalanceWhen you want to build trust in the other by demonstrating a protection of their interestsCompromisingWhen there are truly finite resourcesWhen there are no means to increase the divisible resources
12 When Each Style is the Best CollaboratingWhen the issue is complex and requires creativityWhen there is a long-term relationshipWhen their implementation of the decision is necessary
13 Principled Negotiation Scholars from the Harvard Negotiation Project have suggested ways of dealing with negotiation from a cooperative and interest-based perspective. They call this approach “principled negotiation” because it rests on four assumptions or principles.
14 Separate the People From the Problem As you identify the problem, make sure you can distinguish between the issues to be solved and the people involved. Try to:understand their perceptionsmonitor their emotionscommunicate effectively
15 Focus on Interests NOT Positions A position is a tangible outcome that someone argues for. An interest is the reason why that outcome is desired and an underlying concern about the problem.there are usually multiple interests for any issueyou don’t have to have common interests to find a solution that meets them allthe more you understand your interests and the other party’s interests, the better able you are to find a solution or solutions that will produce mutual and lasting satisfaction.
16 Invent Options for Mutual Gain - Brainstorm This is a process of creating as many solutions as possible BEFORE you evaluate them to decide which are the best options.Otherwise, good ideas never have a chance to be suggested and discussed because people are too busy arguing over the first ideas introduced.
17 Find Good CriteriaChoosing a good solution or solutions (remember you can have more than one), depends on making sure that the criteria for solutions are considered legitimate by the parties. The criteria come frominterests already identified by the parties, especially common interests shared by all partiesexternal rules or policies that must be followed