1. Conflict
And Its Management

2. Scope and Severity of the Problem
Injury and violence is one of the 10 leading health indicators identified by the Healthy People 2010 initiative.
In 1995, the cost of injury and violence in the U.S. was estimated at more than $224 billion per year. These costs include direct medical care and rehabilitation as well as productivity losses to the Nation’s workforce.

3. Scope and Severity of the Problem
In 1997, homicide was the third leading cause of death for children aged 5 to 14 years, an increasing trend in childhood violent deaths.
Many factors that contribute to injuries also are closely associated with violent and abusive behavior, such as low income, discrimination, lack of education, and lack of employment opportunities.

4. Conflict Resolution
Interpersonal conflict is unavoidable, but we can learn to manage it.
Conflict: A condition that exists anytime two or more people disagree.

5. Conflict Resolution
Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes.

6. Conflict Resolution General perceptions of conflict as “negative:”
Anger
Disagreement
Hostility
Threat
Anxiety
Competition
Tension
Violence
Destruction
Pain
War

7. Conflict Resolution Potential Productive Outcomes of Conflict:
Clarifying
Learning
Stimulating
Intimate
Courageous
Strengthening
Creative
Helpful
Enriching
Caring
Opportunity
Inclusive

8. Conflict Resolution
Managing conflict in a dysfunctional way is a learned behavior and can be changed.

9. Conflict Resolution
How do/did we learn our own styles of conflict management?
Role Models?
Family role models
Celebrity role models
Teachers/mentors/coaches
Media examples/role models

10. Personal Styles of Dealing with Conflict
Turtle (Avoidance)
Teddy Bear (Accommodation)
Shark (Domination)
Fox (Compromise)
Owl (Integration)

11. Conflict Resolution
It’s likely that a person employs more than one style, depending on the situation, but usually one style dominates.
Certain styles may be appropriate for certain situations.

12. Conflict Resolution
Managing conflict constructively depends in large measure on clear, open, and honest communication

13. Elements of Communication
Source - Person that begins or initiates message
Message - Information or the meaning
Channel - Medium through which message is transmitted
Receiver - Person who is targeted for the message

14. Elements of Message Meaning
93% of the meaning of a message
comes from nonverbal sources!

15. Conflict Resolution Skills
Getting the facts
Active/Reflective Listening
Defusing/managing anger
Empathy skills
Cognitive restructuring
Negotiating outcomes

16. Conflict Resolution Process
Find a good time and place to talk.
Discuss the problem - Clarify issues
Get all the facts
Use active (aka reflective) listening
Use “I” messages
Focus on the problem, not the person
Avoid communication blockers

17. Conflict Resolution Process
Generate a variety of options; brainstorm
Choose a solution that works for everybody
Try the solution. If it doesn’t work, go back to step three and renegotiate.

18. Active Listening Look at the person speaking Maintain an open mind
Pay attention
Ask questions
Repeat what the speaker says
Listen for the feelings of the speaker
Don’t: Interrupt, change the subject, make up your mind before the person finishes speaking

19. Roadblocks To Resolving Conflict
Clashing Egos - Styles Of Conflicts
Name calling
Sarcasm/Ridicule
Insulting
Threatening
Blaming
Inflexibility
Defensive body posturing/language

20. “No-Lose Method” Steps To Follow:
1. Defining the problem in terms of needs.
2. Generating possible solutions
(brainstorming).
3. Evaluating and testing the various
solutions.
4. Deciding on mutually acceptable
5. Implementing the solution. (Try it out.)
6. Evaluating the solution.

21. “No-Lose Method” Some Assumptions about the No-Lose Method:
Your needs are important
My needs are equally important
We will approach this conflict from a needs standpoint, not a solution standpoint.
I will never use my power.

22. Methods of Conflict Resolution - Behjat Sharif
Denial
Suppression
Power
Compromise
Collaboration