american federation for medical research career development workshop productive translational...
TRANSCRIPT
AMERICAN FEDERATION FOR MEDICAL RESEARCHCAREER DEVELOPMENT WORKSHOP
PRODUCTIVE TRANSLATIONAL RESEARCH: TOOLS FOR CONNECTING RESEARCH CULTURES
AND MANAGING CONFLICT
PRESENTER: CATHERINE MORRISON, [email protected]
Tools for Productively Managing Conflict
Learning Objectives
• Understand the fundamental concepts of conflict management
• Apply that understanding to assess and manage two-party and multi-party conflicts
• Apply successful communication strategies to increase effectiveness in conflict conversations
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What awaits you in your workplace?
Change
Diversity
Differences of opinion
High stakes
Deadlines
Competition
Diminishing resources
Power dynamics
High levels of internal and external regulation
Uncertainty
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In other words, a recipe for conflict.
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Conflict Management Skill Set
Conflict Handling Skills
Diagnosis
Awareness
Sending
Receiving
Garmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” JSD, 26(3), p.65.
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DIAGNOSIS: The Conflict Management Spectrum
Response to Conflict
Process Process Control
Decision-making Control
Intervention Level
Ignore it Inaction None None Watchful waiting
Talk about it Negotiation Parties Parties Primary
Mediate it Mediation Mediator Parties Tertiary
Take it to a higher
authority
Arbitration
Adjudication
Arbitrator
Hearing Officer
or Judge
Arbitrator
Judgeor
Jury
Quaternary
Quaternary
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AWARENESS:What is cognitive conflict?
Disagreement about ideas and approaches
Issue focused, not personal
Characteristic of high performing groups
Amason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W. (1995, Autumn). “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2), 22-23.
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Cognitive Conflict Characteristics
Open, problem-focused discussion
Test ideas and assumptions
Consider and reconcile differences
True collective decision-making
Ibid.
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AWARENESS:What is affective conflict?
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Personal antagonism fueled by differences of opinion
Destructive to group performance and cohesion
Ibid., 24.
Affective Conflict Characteristics
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Shifts focus from ideas to the person
Undermines discussion
Fosters defensiveness
Limits participation in decision-making
Ibid., 25-26.
How to keep conflict cognitive? Use a problem-solving approach
1. Make the approach
2. Share perspectives
3. Build understanding
4. Agree on solutions
5. Plan next steps
Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada.
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SENDING:1. Make the approach
Reflect before you begin
Invite the other party to a conversation
Be clear about your intentions
State your goal - a positive resolution
Ibid.
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RECEIVING:2. Share perspectives
Ask for the other person’s perspective
Paraphrase what you hear
Acknowledge your contribution
Describe your perspective
Ibid.
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Understand why your views differ
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(Read from bottom to top)
I take actionI adopt beliefsI draw conclusionsI add meaningI select dataObservable dataClark, W. (October 17, 2005). People Whose Ideas Influence
Organisational Work - Chris Argyris. In Organisations@Onepine. Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm
Separate intent from impact
Public Sphere
Private Sphere
Aware of my intent,unaware of theirs
Aware of others impact on me,unaware of my impact on them
ACTION INTENT
IMPACT
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Name the issues
Identify issues for each party
Use concise neutral language
Avoid pronouns
Use issues to create the agenda
Foundational Concepts for Understanding Conflict.
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3. Build understanding
Discuss one issue at a time
Clarify assumptions
Explore interests and feelings
Ibid.
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Explore options
Brainstorm
Agree on ground rules
Summarize interests, then ask for ideas
Ibid.
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4. Agree on solutions
Reality test – Is this doable?
Durability test – Is this durable?
Interest test – Does this meet all parties’ interests?
Ibid.
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5. Plan next steps
Jointly create action plan
What needs to happen?
Who needs to do what? By when?
How will interaction occur?
Ibid.
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Sources andRecommended Reading
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Sources
Amason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W. (1995, Autumn). “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2), 22-23.
Clark, W. (October 17, 2005). People Whose Ideas Influence Organisational Work - Chris Argyris. In Organisations@Onepine. Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm
Garmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” JSD, 26(3), p.65.
Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada.
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Recommended Reading
Eisenhardt, K., Kahwajy, L., & Bourgeois, L. J. (1997, July-August). How Management Teams Can Have a Good Fight. Harvard Business Review, pp. 77-85.
Robinson, R. J. (1997, February 6). Errors in Social Judgment: Implications for negotiation and Conflict Resolution. Harvard Business School Publishing, Case Note 897103, pp. 1-7.
Sussman, L. (1999, January 15). How to Frame a Message: The Art of Persuasion and Negotiation. Business Horizons, pp. 2-6.
Tannen, D. (1995, September-October). The Power of Talk: Who Gets Heard and Why. Harvard Business Review, pp. 138-148.
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