Conflict Resolution. Harvard Medical School, Dental School and School of Public Health. Linda Wilcox, Ombudsperson

Transcription

1 Harvard Medical School, Dental School and School of Public Health Conflict Resolution Linda Wilcox, Ombudsperson Linda Wilcox, Harvard University

2 General Principles Conflict is inevitable and complex. Conflict is based in style and substance. Conflict involves emotion and reason. Conflict is approached in predictable ways. Conflict can have positive or negative impact.

3 Conflict People will respond predictably, but differently depending upon the conflict from each other It can be valuable to develop skills that would assist one in understanding and dealing with conflict. There are cultural dimensions to conflict.

4 Your Role in Conflicts Conflicts may arise between you and another. Conflicts may arise among others for whom you have some responsibility.

5 Levels of Conflict Model Level 1. Problems to solve Major Objective, Motive or Aim Solve the problem Key Assumption We can work it out 2. Disagreements Self-protection Compromise is necessary 3. Competition Winning Not enough resources to go around 4. Fight/ Flight Hurting the other 5. War Eliminating the other Other person can t or wont change. The self does not need to Costs of withdrawal greater than costs of staying Expectations of Third Party Advisor/ facilitator Enabler/ mediator Arbiter /judge Partisan ally Rescuer/ intruder Howard Gadlin, Ombudsman, National Institutes of Health Emotional Climate Hope Uncertainty Frustration and resentment Antagonism and alienation Hopelessness and revenge Negotiation Style Open, direct, clear and non-distorted communication; common interests recognized Cautious sharing; vague, general language; calculation beginning Strategic manipulation; distorted communication; personal attacks begin; no one wants to be first to change Verbal/nonverbal incongruity; blame perceptual distortions evident; refusal to take responsibility Emotional volatility, no clear understanding of issues, selfrighteous compulsive; inability to disengage

6 The Personal Side of Conflict Know Yourself: How do I approach conflict? How do I behave when confronted with conflict? Why These Questions?

7 The Personal Side of Conflict Conflict is based on fact exacerbated by emotions. You can make conflict better or worse.

8 The Personal Side of Conflict We generally behave in accordance with: Our perceptions, interpretations and values (the meaning we give to the facts). Our assumptions about the intentions of the other (usually negative in a conflict). What the conversation will mean to our identity (our worth and value).

9 The Personal Side of Conflict Role Repertory Model Adapted from George Kelley s Personal Construct Theory

10 The Personal Side of Conflict Do some of my actions help or hurt my interactions in a conflict? Do I behave differently depending upon how I understand the conflict situation? What things are important to me when I enter into or find myself in a conflict?

11 The Personal Side of Conflict Thomas-Kilmann Conflict Model Instrument

12 Thomas-Kilmann Conflict Model High A S S E R T I V E Compete (win/lose) Avoid (lose/lose) Compromise Collaborate (win/win) Accommodate (lose/win) Low COOPERATIVE Concern with interests of the other High

13 Conflict and the Organization Negative / Positive Impact of Conflict: On the individual. On the team. On the organization.

14 Conflict and the Organization Causes of Conflict The Multi-Cultural Setting: Culture of the organization. Cultural differences among individuals. Level of skill in managing cultural differences.

15 Conflict in the Organization People want to: Have processes that are fair and respectful. Trust the rules and the process. Feel that solutions have a criteria of fairness. See mutual gain concern for the well fare of the other as well as their own.

16 Confronting Conflict Tools and Techniques: Knowledge of self. Communication skills. Good managerial practices.

17 Confronting Conflict To be personally effective in a conflict: Be respectful. Be curious. Ask questions. Listen. Develop a set of behaviors that will promote good outcomes.