issue conflict resolution_ suhail

Issue & Conflict Resolution Suhail Iqbal, PE, PMP, MCTEmail: [email protected]

Reference to ContextCore Knowledge Area: Individual Leadership DevelopmentCompetency: Flexibility Issue & Conflict ResolutionObjective: Be adaptable to deal with a variety of situations and manage expectations during periods of change and uncertainty.Time: Saturday 25 February 200616.00-17.00

Objective & PurposeThe purpose of this interactive workshop is to find how can we be adaptable to deal with a variety of situations and manage expectations during periods of change and uncertainty.

ResolutionTowards a Definition

Resolving to do something.

A course of action determined or decided on

Dr. Jerry Brightman, Issue and Conflict Resolution, PMI Leadership Meeting, Toronto 8-10 Sep 2005

Leadership PremiseTwo Fundamental Research Findings:

Skills that got us to where we are today may not be the skills we require to get us to where were going tomorrow Strengths overused can become weaknessesDr. Jerry Brightman, Issue and Conflict Resolution, PMI Leadership Meeting, Toronto 8-10 Sep 2005

Surviving Change: The Emotional PrerequisitesChange is the only constant.Those who lack adaptability are ruled by fear, anxiety, and a deep personal discomfort with change.Old habits of authority vs new model empowering individuals to make decisions themselves and delegating responsibility downward. Daniel Goleman, Working with Emotional Intelligence (1998)

Adaptability requires FlexibilityFlexibility depends on:an emotional strength: the ability to stay comfortable with ambiguity and remain calm in the face of the unexpected.

Daniel Goleman, Working with Emotional Intelligence (1998)

Issue and Conflict ResolutionDiplomacy and Tact are qualities essential for success in jobs where people depend on each other under pressure.The ability to present an unpopular position in a way that creates little or no hostility and preserves the other persons sense of dignity.


Steps to Managing Issues and ConflictsThe ability to spot potential sources of conflict.Take responsibility for ones own role.Apologize if need be.Engage openly in a discussion of each persons perspective.


Critical Success FactorsThe ability to read the feelings of the opposition during a negotiation.What matters is not just what the words say, but how the parties think and feel about them.Daniel Goleman, Working with Emotional Intelligence (1998)

NegotiationAn exercise in joint problem solving.Competing interests and perspectives.Problem is shared one and there must be a mutually satisfying solution available.Cooperative venture, not just a competitive one.

What matters is not just what the words say, but how the parties think and feel about them.Daniel Goleman, Working with Emotional Intelligence (1998)

The Act of ResolutionUnderstand not just the others point of view but their needs and fears.Empathy makes them better able to influence both side benefits, by being responsive to others needs.Find ways to which both parties can win.Daniel Goleman, Working with Emotional Intelligence (1998)

Channel RelationshipsLong term and symbiotic.Problems simmers and boil to surface from time to time.Negotiation StylesProblem solvingCompromiseAggressionDaniel Goleman, Working with Emotional Intelligence (1998)

Conflict Resolution Skills The Win/Win approachCreative responseEmpathyAppropriate assertivenessCo-operative powerManaging emotions

Willingness to ResolveMapping the conflictDevelopment of optionsNegotiationMediationBroadening perspectivesDr. Jerry Brightman, Issue and Conflict Resolution, PMI Leadership Meeting, Toronto 8-10 Sep 2005

Classic Moves Resolving Conflicts CreativelyFirst, calm down, tune in to your feelings and express them.Show a willingness to work things out by talking over the issue rather than escalating it with more aggression.State your own point of view I neutral language rather than in an argumentative tone.Try to find equitable ways to resolve the dispute, working together to find a resolution both sides can embrace.

Linda Lantieri, Founder & Director of the New York City-based Resolving Conflict Creatively Program

Skilled Conversation1. What is our intent?2. Do we have shared meaning?3. Have we balanced inquiry and advocacy?4. Have we allowed feelings in as data?5. What do we do at an impasse?


Some Next StepsConflict Resolution NetworkHarvard Negotiation ProjectLearning OrganizationGood to GreatPractice! Practice! Practice!


Contact InformationSuhail Iqbal, PE, PMP, MCT

Phone Contact: +92-300-8542526

Email: [email protected]

issue conflict resolution_ suhail

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