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 This Seminar › Designed to meet the needs of professionals to resolve their own personal and immediate conflicts. › Specific skills one needs to act as a third party in helping others resolve conflicts.

 This training will enable students to be able to: › Recognize conflict › Size up the situation › Prevent conflict from becoming destructive › Identify styles of handling conflict › Improve interpersonal relations at work

 Purpose: To help students understand how they perceive conflict, and what conflict means to their life experiences  Defining Conflict › What is your definition of conflict? › Provide an example of an experience that led to this conclusion.

 How can conflict strengthen relationships?  In what ways can conflict generate growth and self-development?

 Please complete the handout “Attitude Toward Conflict”

 Different Work Methods  Different Goals  Personalities  Stress  Different Viewpoints or Perspectives

 Competition for limited resources  Frustration over unmet needs  Introduction of change  Cultural differences  Misinformation  Assumptions  Expectations

 Good or Bad  Root Cause  Benefits of Resolution › Increased Understanding › Increased Group Cohesion › Improved Self Knowledge

 Competing  Collaborating  Compromising  Accommodating  Avoiding

 Operate from a position of power  Useful when there is an emergency or when a decision is unpopular  Issues vital to moral and you know you are right  Leave people feeling bruised, unsatisfied and resentful.

 Highly assertive  Acknowledge that everyone is important  Useful to merge a variety of viewpoints

 Try to partially satisfy everyone  Everyone is expected to give up something  Useful when the cost of conflict is higher than the cost of losing ground  Useful when opponents of equal strength are at a standstill or when there is a deadline looming

 Demonstrating a willingness to meet the needs of others, at the expense of their own needs  Not assertive but highly cooperative  Useful when the issues matter more to the other party or when peace is more valuable than winning  Negotiating tool when hoping to collect on future favors.  Favors may not be returned and does not give the best out come

 View conflict as negative  Do no want to hurt anyone’s feelings  Will delegate controversial decisions  Appropriate when controversy is trivial  Weak and ineffective position to take

 Scenario #1  Scenario #2

 Make sure that good relationships are 1 st priority  Keep people and problems separate  Listen first; talk second  Focus on the facts  Explore options together  Negotiate a solution

 Don’t Gossip or Dwell on It.  Don’t Be Defensive  Don’t Be a Bully  Don’t Assume the Worst  Other Destructive Behaviors

 The Sniper  The Staller  The Know-it-all  The Steamroller  The Complainer  View “Conflicts in the Workplace” Video

 When You Are Involved  Getting Started › What is my goal? › What are my options? › What is my plan?

 Dealing with workplace conflict may be the most important function that leadership must learn to handle  Three guiding principles to remember: › Be Calm › Be Patient › Be Respectful