CONFLICT RESOLUTION

1
CONFLICT RESOLUTION A CATALYST FOR CHANGE
Presented By Mark J. Brown Associate Chair,
Mediation Labour Relations Board of BC At
The HEALTH EMPLOYERS ASSOCIATION OF BC 15TH
ANNUAL CONFERENCE JUNE 23, 2008
2
(No Transcript)
3
Conflict

• Conflict is not only natural but necessary for
  change to occur.
• Conflict creates context for communication,
  clarification, and understanding.

4
Dynamics of Conflict
What happens if conflict goes unresolved?
Atlanta Justice Center
5
INDIVIDUAL APPROACHES TO CONFLICT

• COMPETITIVE
• COLLABORATIVE
• COMPROMISING
• AVOIDING
• ACCOMMODATING

6
COMPETITIVE CONCERNED WITH WINNING

• TAKE CHARGE
• ENJOY BEING IN CONTROL
• IMPATIENT
• EAGER
• USEFUL FOR QUICK DECISIONS OR WHERE UNPOPULAR
  ACTION MUST BE IMPLEMENTED

7
COLLABORATIVE CONCERNED WITH PROBLEM SOLVING

• FIND SOLUTIONS THAT SATISFIES EVERYONE
• PROBLEM FOCUSED
• CREATIVE
• USEFUL WHEN BOTH SETS OF CONCERNS ARE TOO
  IMPORTANT TO BE COMPROMISED

8
COMPROMISING CONCERNED WITH FAIRNESS

• FIND EXPEDIENT MUTUALLY ACCEPTABLE SOLUTION
• PARTIALLY SATISFIES EVERYONE
• USEFUL WHEN GOALS ARE MODERATELY IMPORTANT BUT
  NOT WORTH DISRUPTION

9
AVOIDING AVOID CONFLICT

• CONSIDER CONFLICT UNPRODUCTIVE
• USEFUL WHEN ISSUE TRIVIAL OR WHEN POTENTIAL
  DAMAGE OR CONFLICT OUTWEIGHS BENEFITS OF
  RESOLUTION
• LETS PEOPLE COOL DOWN

10
ACCOMMODATING CONCERNED WITH RELATIONSHIP

• NEGLECT OWN CONCERN OVER CONCERNS TO SATISFY
  OTHERS
• SUPPORTIVE - HELPFUL
• USEFUL WHEN ISSUE IS MORE IMPORTANT TO OTHERS

11
Sources of Conflict

• Five sources of conflict
• Relationship conflicts
• Value conflicts
• Data conflicts
• Structural conflicts
• Interest conflicts
• The Mediation Process Practical Strategies for
  Resolving Conflict
• Christopher W. Moore

12
(No Transcript)
13
Conflict Causes and Intervention

• Relationship Conflicts
• Strong emotions
• Misperceptions and stereotypes
• Poor communication or miscommunication
• Repetitive negative behaviour
• Interventions
• Control expression of emotions through procedure,
  ground rules, caucus, etc.
• Promote expression of emotions by legitimizing
  feelings and providing a process
• Clarify perceptions and build positive
  perceptions
• Improve quality and quantity of communication
• Block negative repetitive behaviour
• Encourage positive problem solving attitudes
• The Mediation Process Practical Strategies for
  Resolving Conflict
• Christopher W. Moore

14
Conflict Causes and Intervention

• Value Conflicts
• Different criteria for evaluating ideas or
  behaviour
• Exclusive intrinsically valuable goals
• Different way of life
• Interventions
• Avoid defining problems in terms of value
• Allow parties to agree and to disagree
• Search for a common or complementary goals shared
  by the parties
• The Mediation Process Practical Strategies for
  Resolving Conflict
• Christopher W. Moore

15
Conflict Causes and Intervention

• Data Conflicts
• Lack of information
• Misinformation
• Different views on what is relevant
• Different interpretations of data
• Different assessment procedures
• Interventions
• Reach agreement on what data is important
• Agree on process to collect data
• Develop common criteria to assess data
• Use third party experts to gain outside opinion
  or break deadlocks
• The Mediation Process Practical Strategies for
  Resolving Conflict
• Christopher W. Moore

16
Conflict Causes and Intervention

• Structural Conflicts
• Destructive patterns of behaviour or interaction
• Unequal control, ownership or distribution of
  resources
• Unequal power and authority
• Geographical, physical or environmental factors
  that hinder co-operation
• Time constraints
• The Mediation Process Practical Strategies for
  Resolving Conflict
• Christopher W. Moore

17
Conflict Causes and Intervention

• Structural Conflict Interventions
• Clearly define and change roles
• Replace destructive behaviour patters
• Reallocate ownership or control of resources
• Establish a fair and mutually acceptable decision
  making process
• Change negotiation process from positional to
  interest-based bargaining
• Modify means of influence used by parties (less
  coercion, more persuasion)
• Change physical and environmental relationship
• Modify external pressures
• Change time constraints

18
(No Transcript)
19
Conflict Causes and Intervention

• Interest Conflicts
• Perceived or actual competition over substantive
  interests
• Procedural interests
• Psychological interests
• Interventions
• Focus on interests, not positions
• Look for objective criteria
• Develop integrative solutions that address needs
  of all parties
• Search for ways to expand options or resources
• Develop trade-offs to satisfy interests of
  different strengths

20
EFFECTIVE COMMUNICATION

• LISTENING IS POWER
• LISTENING IS NOT THE SAME AS HEARING
• HEARING IS WITH THE EARS, LISTENING IS WITH THE
  MIND

21
HOW WE DO NOT LISTEN

• RETAIN 25 OF WHAT WE HEAR
• ACTIVELY LISTEN FOR 17 SECONDS AT A TIME
• WRITE 9OF TIME
• READ 16 OF TIME
• LISTEN 45 OF TIME

22
WHY IS LISTENING DIFFICULT

• BRAIN IS TOO FAST FOR TONGUE
• SPEAK 125 140 WORDS PER MINUTE
• LISTEN TO 400 WORDS PER MINUTE
• BRAIN PROCESSES 1,000 4,000 WORDS PER MINUTE

23
BAD LISTENING HABITS

• ATTENTION FAKERS
• FACT GATHERERS
• CRITICIZERS
• BORED LISTENERS
• DIFFICULT MATERIAL BLOCKERS
• DISTRACTION TOLERATORS
• NOTE TAKERS
• MENTAL REHEARSER

24
BENEFITS TO EFFECTIVE LISTENING

• INCREASE KNOWLEDGE
• SAVE TIME
• DECREASE STRESS
• TRUE DIALOGUE
• EARN TRUST
• UNDERSTANDING
• SELF ESTEEM
• INFLUENCE
• DEVELOPMENT

25
ACTIVE LISTENING TECHNIQUES

• LOOK
• ASK QUESTIONS
• DO NOT INTERRUPT
• DO NOT CHANGE SUBJECT
• BE ATTENTIVE TO EMOTIONS
• RESPOND EMPATHETICALLY
• ENCOURAGE
• ACKNOWLEDGE
• CLARIFY
• SUMMARIZE

26
CREATING AN ATMOSPHERE FOR DIALOGUE
27
CREATING AN ATMOSPHERE FOR DIALOGUE

• REFRAME
• SITUATION OR RELATIONSHIP NOT ATTITUDE OR
  BAHAVIOUR
• YES OR NO ANSWER CANNOT BE GIVEN
• QUESTIONS OR PROBLEM STATEMENTS
• MULTIPLE SOLUTIONS POSSIBLE
• DEPERSONALIZE
• JOINT PROBLEMS
• FUTURE RELATIONSHIP
• NON THREATENING
• OBJECTIVE NEUTRAL
• SPECIFIC TERMS
• CONFIRM FRAMING ACCURATE

28
MANAGING CONFLICT
29
MANAGING CONFLICT

• TAKE CARE OF YOURSELF
• THINK ABOUT TIMING
• BE CLEAR ABOUT YOUR REAL CONCERNS
• USE I MESSAGING
• FRAME APPROPRIATELY
• FOCUS ON CHANGE FOR FUTURE
• DO NOT TRY TO CONVINCE OTHERS YOU ARE RIGHT
• DO NOT TRY TO SOLVE PROBLEM TOO FAST
• ASSUME OTHER VIEW POINTS POSSIBLE

30
DEALING WITH A GROUP TO RESOLVE CONFLICT

• Set a positive optimistic tone
• Establish ground rules and process
• State the problem
• Ask participants about their needs and concerns
  and help them move from positions to interests
• Summarize what you hear
• Deal with interpersonal concerns
• Frame the problem jointly
• Ask participants for ideas that will solve the
  problem
• Restate agreements as the occur

31
DECIDE AS A GROUP OR BY AN INDIVIDUAL

• The time available to make the decision
• The need for buy in
• The importance of the issue
• The effect on working relationships
• Information and expertise
• Have you already decided

32
EFFECTIVE MANAGER

• Be as concerned about the process as content
• Manage the decision making process
• Contribute ideas in a manner that does not
  dominate the discussion
• Express assumptions or constraints up front so
  the group knows the parameters of the discussion
• Must really believe that the group can make a
  better decision than the individual
• Must present a back up decision making process in
  case consensus is not achieved

33
LRB CONFLICT RESOLUTION PROGRAMS

• CONFLICT AUDIT
• PRINCIPAL INTERVIEWS
• INDIVIDUAL INTERVIEWS
• CO-DESIGN

34
PILOT PROJECT

• FOCUS GROUP
• HOW CAN THE EMPLOYER AND UNION COLLOBORATE TO
  IMPLEMENT AN INTERNAL CONFLICT RESOLUTION MODEL
  AS A MEANS TO CREATE POSITIVE CHANGE IN THE
  WORKPLACE
• ONE ON ONE COACHING
• PEER MEDIATION
• CO-MEDIATION