leadership program 2012-2013 sponsored by the provosts office johns hopkins university catherine j....
TRANSCRIPT
LEADERSHIP PROGRAM 2012-2013Sponsored by the Provost’s Office
Johns Hopkins University
Catherine J. Morrison, JDAssociate Faculty
Johns Hopkins Bloomberg School of Public [email protected]
When Things Don’t Work:Recognizing and Resolving Conflict
Learning Objectives
• Understand the fundamental concepts of conflict management
Acquire specific tactical approaches to conflict situations
Apply that understanding to more effectively assess and manage two-party and multi-party conflicts
• s
2
CONFLICT HAPPENS
Conflict is…•a normal, inescapable part of life
•a periodic occurrence in any relationship
•an opportunity to understand opposing preferences and values
•ENERGY
3
How can we manage the energy of conflict?4
Use 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.
5
Avoid affective conflict6
Personal antagonism fueled by differences of opinion
Destructive to group performance and cohesion
Ibid., 24.
How can we keep conflict cognitive?
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.
7
Step 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.
8
Step 2. Share perspectives
Ask for the other person’s perspective
Paraphrase what you hear
Acknowledge your contribution
Describe your perspective
Ibid.
9
Understand why your views differ10
(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
Name the issues
Identify topics that the parties view as important to address
Use concise neutral language
Avoid pronouns
Use issues to create the agendaFoundational Concepts for Understanding Conflict.
11
Step 3. Build understanding
Discuss one issue at a time
Clarify assumptions
Explore interests and feelings
Ibid.
12
Step 4. Agree on solutions
Reality test – Is this doable?
Durability test – Is this durable?
Interest test – Does this meet all parties’ interests?
Ibid.
13
Step 5. Plan next steps
Jointly create action plan
What needs to happen?
Who needs to do what? By when?
How will interaction take place if problems occur?
Ibid.
14
Tools forConflict Management
15
That’s true but…
What doesn’t
work
16
That’s true and…
What doeswork
17
BLAME
What doesn’t
work
18
The “third story”
What doeswork
19
Contribution Mapping
What doeswork
20
You get the picture…
What doesn’t
work
21
Match and lower,match and raise
What doeswork
22
“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everybody gets busy on the proof.”
John Kenneth Galbraith
Sources andRecommended Reading
24
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), 20-35.
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
25
Sources
Garmston, R.J. (Summer 2005). “Group Wise: How to turn conflict into an effective learning process.” Journal of Staff Development, 26(3), 65-66.
Mediation Services. (2003). Foundational concepts for understanding conflict. Winnipeg, MB, Canada.
26
Recommended Reading
Conger, J. A. (1998, May-June). The Necessary Art of Persuasion. Harvard Business Review, pp. 84-95.
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.
27
Recommended Reading
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.
28