Managing Classrooms for Constructive Conflict Presentation to the Family and Consumer Sciences Academy, Temple University August 3, 2005 Tricia S. Jones, Ph.D., Dept. of Psychological Studies in Education

Critical Tools for Constructive Classrooms Classroom Rules/ Negotiated Rules Classroom Rules/ Negotiated Rules Class Meetings Class Meetings Advisories Advisories Understanding Needs Based Conflict Understanding Needs Based Conflict Collaborative Negotiation Collaborative Negotiation

Classroom Rules Specific Specific Positive Positive Consequential Consequential Realistic Realistic Consensual Consensual Possible use of Class Officers Possible use of Class Officers

Classroom meetings Several Functions Several Functions Connection Connection Planning Planning Goal-Setting Goal-Setting Problem-Solving Problem-Solving Assessing/Evaluating Assessing/Evaluating

Building Blocks of Effective Meetings Form a circle Form a circle Practice compliments and appreciations Practice compliments and appreciations Create an agenda Create an agenda Develop communication skills Develop communication skills Learn about separate realities Learn about separate realities Recognize needs based motivation Recognize needs based motivation Practice role playing Practice role playing Focus on non-punitive solutions Focus on non-punitive solutions

Basic Needs Love and Belonging Love and Belonging Power Power Freedom Freedom Fun Fun

The Nature of Conflict Conflict is “a disagreement between two or more people who have differences in goals or methods for dealing with a situation” Conflict is “a disagreement between two or more people who have differences in goals or methods for dealing with a situation” Normal Normal Natural Natural Necessary Necessary

Sources of Conflict Scarce resources have to be allocated Scarce resources have to be allocated People perceive interference from others People perceive interference from others People feel disrespected by others People feel disrespected by others People have different goals for a situation People have different goals for a situation People have different preferences for how to achieve the same goal People have different preferences for how to achieve the same goal

Functional and Dysfunctional Conflict Functional (helpful or constructive) Functional (helpful or constructive) Open Open Honest Honest Calm Calm Focused Focused Flexible Flexible Energizing Energizing Creative Creative Dysfunctional (not helpful or destructive) Dysfunctional (not helpful or destructive) Closed Deceitful Tense Proliferation Rigid Draining Stupifying

Conflict Styles Conflict styles are the predominant ways that people deal with conflict. Conflict 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. 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. The goal of an effective conflict manager is to be able to use any conflict style when the situation demands.

Thomas and Kilmann’s styles Avoiding: Avoidance can be either physical and/or psychological Avoiding: Avoidance can be either physical and/or psychological Accommodating: meeting the needs of the other person but ignoring your own needs. Accommodating: meeting the needs of the other person but ignoring your own needs.

Thomas and Kilmann’s styles Competing: a win-lose orientation in which you try to maximize your gains Competing: a win-lose orientation in which you try to maximize your gains Compromising: “Split the Difference” Compromising: “Split the Difference” Collaborating: Problem-solving style in which the parties work together against the problem. Collaborating: Problem-solving style in which the parties work together against the problem.

When Each Style is the Best Avoiding Avoiding When the issue is trivial to you When the issue is trivial to you When there is no long-term relationship When there is no long-term relationship When you are the low power party in a serious power imbalance When you are the low power party in a serious power imbalance Competing Competing When the other will be very competitive When the other will be very competitive When important others expect you to compete When important others expect you to compete AND when the stakes are high AND when the stakes are high

When Each Style is the Best Accommodating Accommodating When the issue is trivial to you When the issue is trivial to you When harmony in the relationship is all important When harmony in the relationship is all important When you are the low power party in a serious power imbalance When you are the low power party in a serious power imbalance When you want to build trust in the other by demonstrating a protection of their interests When you want to build trust in the other by demonstrating a protection of their interests Compromising Compromising When there are truly finite resources When there are truly finite resources When there are no means to increase the divisible resources When there are no means to increase the divisible resources

When Each Style is the Best Collaborating Collaborating When the issue is complex and requires creativity When the issue is complex and requires creativity When there is a long-term relationship When there is a long-term relationship When their implementation of the decision is necessary When their implementation of the decision is necessary

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. 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.

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: As you identify the problem, make sure you can distinguish between the issues to be solved and the people involved. Try to: understand their perceptions understand their perceptions monitor their emotions monitor their emotions communicate effectively communicate effectively

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. 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 issue there are usually multiple interests for any issue you don’t have to have common interests to find a solution that meets them all you don’t have to have common interests to find a solution that meets them all the 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. the 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.

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. 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. Otherwise, good ideas never have a chance to be suggested and discussed because people are too busy arguing over the first ideas introduced.

Find Good Criteria Choosing 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 from Choosing 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 from interests already identified by the parties, especially common interests shared by all parties interests already identified by the parties, especially common interests shared by all parties external rules or policies that must be followed external rules or policies that must be followed