Conflict Management -1st Responders 12-5-00

8/2/2019 Conflict Management -1st Responders 12-5-00

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Problem

CommitmentChecklist to Develop Problem Commitment

(Each organization must be committed)

1. Determine the priority objectives forkey organizations.

2. To change an organizations

priorities, we need to know:

A) the decision-makers;

B) what communication will have totake place

3. Strategies to change priorities.

A) Exploit a crisis.

B) Use comparison

C) Use basic EducationD) Emphasize reciprocal obligations

E) Demonstrations and trial

F) Evidence based on citizens

preferences

G) Point out the costs and benefits


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ProblemCommitment

WorksheetIf NO, how would you get organizations

committed?List the 6 key

organizations to be

coordinated:

Is organization

committed to the

problem?

YES NO Which decision makers? Which strategy?

VERY IMPORTANT

Org. 1

Org. 2

Org. 3

IMPORTANT

Org. 4

Org. 5

Org. 6


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Coordination CommitmentChecklist to Develop Coordination Commitment

Organizations may be committed to the problem (step 4) but may not be committed to coordinate

with other organizations in helping to solve the problem. A coordinator needs to know why

organizations are or are not willing to coordinate. Also, the coordinator needs to be able to use

strategies to develop coordination commitment.

Pressure:

Funds:

Autonomy:

Expertise:

Past

Experience:

Reasons for Coordination:

From government

From agencies

Public demand

Interdependence of programs

Cost sharingAvailable from state and federal

Future benefits

Autonomy loss only in selected

area for limited time

Have available staff who areexperienced

Relevant experience on

comparable projects and/or

problems

Reasons Against Coordination:

Differences in organizational structures

Little knowledge of other organizations

Adverse member reaction

Adverse public reaction

Agreements not clearly spelled out

Evaluation by other organizations

Unequal costs to organizationsToo large a proportion of total budget require

Difficult to terminate unsuccessful relationshi

Out of Control

Loss of clients

Loss of decision-making power

Who will get credit?

Loss of control over funds

Staff not trainedStaff doesnt want to work with para-

professionals

Too much staff time required

Little knowledge about problem area

Organization hasnt participated in coordinate

efforts before


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Coordination CommitmentWorksheet

List the 6 key

organizations to

be coordinated

Is each organization

willing to take part in

a coordinated effort?

YES NO If YES why? If NO why not?

If NO, what

stategies would you

use to get organiza-

tions committed?

VERY IMPORTANT

Org. 1 _________ ______ _______ ________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

Org. 2 _________ ______ _______ ________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

Org. 3 _________ ______ _______ ________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

________________ _______________ _______________

IMPORTANTOrg. 4 __________ ______ _______ ________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________

Org. 5 __________ ______ _______ ________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________

Org. 6 __________ ______ _______ ________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________

________________ _______________ ________________


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Checklist to DevelopConsensusIf a high degree of consensus exists, all the key

organizations want to work together. Sometimes, one

or more organizations want to go it alone or leave

another organization out. Then, a coordinator may

have to build consensus among organizations.

A. Reasons an organization may not want to workwith another organization:

1. Disagree on defining the problem.

2. Disagree on how to accomplish the task.

3. Disagree on resources needed.

4. Too many resources expected.

5.

Personality conflict between organizationalstaffs.

6. Professionals dont want to work with non-professionals.

7. Bad experience with past coordination efforts.

8. Fear or loss of autonomy.

B. Checklist of strategies to produce consensus:

1. Emphasize mutual interdependence between

key organizations.

2. Spell out the limited areas of cooperation

needed and the time period.

3. Review all other strategies that can be used to

influence decisions.


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ConsensusThree General Strategies to Help Get

Coordination Commitment and Consensus(and if needed, Problem Commitment):

A. Empathy: The Coordinators first step:

1. The Coordinator puts himself in the

shoes of a representative from the

reluctant organization and tries toconvince him/her to coordinate.

2. The Coordinator develops empathy forparticipants.

B. Reference Group Techniques:

1. Determine the decision-makers in thereluctant organization.

2. How do the decision-makers make

decisions? Influences from within their

own organizations.

3. Determine what the communication islike when decisions about priorities are

made.

4. What decision-makers in other

organizations can influence those in the

reluctant organizations? Work with

these people?

5. Find out if local power actors can exert

influence on the organizational decision-

makers. Cultivate support.


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Consensus (cont.)C.

Proportionate Analysis:

1. The proportion of anorganizations resources

needed for coordination may

be more important than theabsolute amount of resources

needed (compared to other

organizations).

2. The larger the proportion ofresources needed, the less likely

the organization will wish to

participate.


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ConsensusWorksheet

List the 6 key

organizations to

be coordinated

Which key

organization(s) might

this organization not

like to work with in a

coordinated effort?

Reasons for not

wanting to work with

this organization?

What strategy will

you use to obtain

consensus between

the organizations?

VERY IMPORTANT

Org. 1. _________ _________________ __________________ ________________

_________________ __________________ ________________

_________________ __________________ ________________

Org. 2. _________ _________________ __________________ ________________

_________________ __________________ ________________

_________________ __________________ ________________

Org. 3. _________ _________________ __________________ ________________

_________________ __________________ ________________

_________________ __________________ ________________

IMPORTANTOrg. 1. _________ _________________ __________________ ________________

_________________ __________________ ________________

_________________ __________________ ________________

Org. 2. _________ _________________ __________________ ________________

_________________ __________________ ________________

_________________ __________________ ________________

Org. 3. _________ _________________ __________________ ________________

_________________ __________________ _________________________________ __________________ ________________


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How I Respondto ConflictIn the space at right list horizontally all of the people with

whom you occasionally have conflicts. Then place a check

mark by the way you deal with conflicts with that individual.

Names of Individuals:

(horizontally)

1. Avoid the person.

2. Change the subject.

3. Admit that you are wrong even if you are not.

4. Give in.

5. Pretend to agree.

6. Whine or complain until you get your way.

7. Play the martyr. Give in but let the other

person know how much you are suffering.

8. Try to reach a compromise.

9. Try to understand the other persons point of

view.

10. Try to find a new solution both of you will

find acceptable.

11. Be persistent. Wear down the opposition.

12. Use your authority. Order the other person to

obey you.

13. Use sarcasm or ridicule.

14. Defend your position.

15. Use your power to win your position.

16. Acknowledge the conflict and work for a

consensus.

17. Try to manipulate to gain the advantage.

18. Others:


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Dealing with

Conflict CreativelyThe Nature of Conflict

When an action by one person prevents,

obstructs or interferes with the action of anotherperson, conflict exists.

Conflict Situations:

1) Two parties are involved in interaction

2) Mutually exclusive goals and/or values

exist

3) Interaction is characterized by behavior

designed to defeat, reduce or suppressthe opponent or to gain a mutually

designated victory.

4) The parties have an imbalance or

relatively favored position of power

vis--vis the other.


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Behaviors Involved inConflict Situations

1) Mirror image: Both parties feel

they are innocent victims who

represented truth & justice. Another

term is Apolarized Thinking.

2) Mote Beam Mechanism: Each

party perceives all the underhanded

and vicious acts of the other party

while being blind to identical actsengaged in by oneself.

3) Double Standard: If both

parties are aware of identical acts they

and others engage in, they often feel it

is legitimate for themselves but

illegitimate for the other party.


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A Way to Manage

Conflict1. Identify the Problem.

2. Collect all relevant data.

3. Make the familiar unfamiliar

4. Choose a solution

5. Evaluation - Pick best fit and

implement it.


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Models of Conflict

Management(Jay Hall)Two dimensional: Concern for relationship &

concern for personal goals

1. Win/Lose Style - Focus on personal

goals; Style is aggressive, dogmatic,

inflexible with considerable use of

suppression and coercion.

2. Yield/Lose Style - focus on concern

for relationship. Style seeks to appease by

ignoring, denying or avoiding conflict with

tendency to submit to other.

3. Lose/Leave Style - Focus is one of

hopelessness, protecting oneself.

Characterized by depersonalization and

careful avoidance; some compliance but

without commitment.


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Models of ConflictManagement

(Jay Hall) (cont.)4. Compromise Style - characterized

by a little winning and a little losing.

Losing is softened by limiting gains.

Strong use of persuasion and

manipulation. Opportunism and ends

justify the means further characterized

this approach.

5. Synergistic Style or Win/Win -major focus is upon goals of persons or

members and to the well-being of the

relationship - all at once. Tolerance for

differences is essential. A climate of trust

is also critical. There can be no hidden

agendas.


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Preferences to theConflict Management

Styles1. Win/Win or Synergistic Style2. Compromise Style

3. Yield/Lose Style

4. Win/Lose Style

5. Lose/Leave Style


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The Negotiation Model1. SEPARATE THE PERSON FROM

THE PROBLEM

-- Active listening, paraphrasing

-- I messages

-- The problem is not you, its

2. FOCUS ON INTERESTS, NOT

POSITIONS

Interest = needs, desires, fears, etc.

Make your interests specific, clear,

look for multiple interests.

Positions = I will, I wont, you better,

you must


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The NegotiationModel - (cont.)

3. EXPAND THE OPTIONS FOR

MUTUAL GAIN

-- brainstorm

-- find shared interests options

-- avoid single right solutions

4. USE OBJECTIVE CRITERIA

-- brainstorm objective criteria

-- stay flexible

-- avoid yielding to temporary

pressure for unspecified contract

5. RESTATE MUTUAL

CONTRACT TERMS


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Techniques for

Listening1. Acknowledge: Pay

Attention Thatsounds like a

difficult situation

2. Validate: Show

understanding You

must be very frustrated 3. Empathize: Identify with

the situation Its hard to

feel caught in the middle

4. Clarify: Help with full expression

5. Summarize: Review Statements

... That is what Ive heard so far...


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Blocks to Listening1. Derailing: The listener throws

conversation off track.

2. Comparing: Comparing

experiences when they dontadd insight.

3. Filtering: To hear only those

parts important to listener and

tune out everything else.4. Rehearsing: Concentrating on

what you are going to say while

the other person is talking.

5. Judging: Judging anotherpersons actions prematurely.


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Self Assessment

Checklist1. Do I make effective eye contact?

2. Do I exhibit affirmative head nods and

appropriate facial gestures?3. Do I avoid distracting actions or gestures

that suggest boredom?

4. Do I ask questions to clarify the

situation?

5. Do I paraphrase using my own words?6. Do I avoid interrupting the speaker?

7. Do I overtalk?

8. Do I remain neutral or do I judge what is

being said?

9. Do I acknowledge and validate feelings

and thoughts, and did I try to empathize?

10. Do I listen even though I may not like

the person who is talking or what is

being said?


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Guidelines for

Reaching Consensus1. Practice active

listening skills.

2. Encourageparticipation from

each member of

the group.3. Share information.

4. Dont agree too quickly.5. Dont bargain or trade support.

6. Dont vote.

7. Treat differences as a strength.

8. Jointly craft a solution that can be

supported.

9. Avoid arguing blindly for your position.

10. Seek a mutual-gain solution.


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Promoting Open

Communication1. Neutrality:Could you say more

about that? Help me understandyour reasoning.

2. Re-framing: Changing the syntax

or wording of message.

Example: You dont get it do

you? If these large hog factories come

into the county, our quality of life will be

destroyed!

Re-framed by you: It sounds like

maintaining a good quality of life in yourcounty is important to you, and that you

think that a hog facility might damage

that.


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Urban/Rural

ValueDifferences


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Attribute Rural Urban

Community Mandatory Voluntary

Interaction

Roles Ascribed Achieved

Sanctions Particularistic Universalistic

Orientation Group Individual

Leadership Traditional Rational

Role Expectations Fit Individual IndividualFits Role

Norms Informal Formal

Relations Primary Secondary

Goals May Not Justify Means

Justify Means

Authority Traditional Rational


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The Basics ofCommunity Conflict

All sides in an issue do

not agree as to what is

valued in the community.

All sides in community

agree on what is valued.

See the resource as limited.

Belief that if one aide gets

the resource the other loses.

Value Conflict Resource Conflict

Disagreement exists

regarding what should be

done next in the community.

Dissensus exists- that is,

the disagreement between

the groups is based on

differing values.

Personalities may also

play a role in value

conflict- individuals may

see themselves tied closelyto their public position.

Agreement exists as to

what to do but neither side

sees and alternative but

winning it all.

Personalities may also play

a role in resource conflict.

Occupation of key players

in the conflict may also

influence community support

or non-support


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Stages of

Community Conflict

Build-up

Stage

High Conflict

Stage

Post or new

Build-up Stage

Coalitions

Develop

Charges &

Counter-Charges

Develop

A Quiet

Atmosphere

Develops

Highest Potential For Resolution of Conflict


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A Model of Community

Conflict Resolution

Base

Negotiated

Settlement

Dissensus

(Value Conflict)

Consensus

(Resource Scarce)

Conversion To A

New Image

Possible Resolution

Tactics

Mediating Circumstances can influence

success of resolution tactics


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Resolving Value

ConflictIdentify stage of conflict

Identify key players

Bring conflict out in the open,

i.e. a public meeting

Ask key players to meet todiscuss differences

Focus on areas of agreement

Provide arena for input from allsides

For serious conflict use a mediator


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Resolving

Resource ConflictIdentify stage of conflict

Identify key players

Create new or use existing

social events to bring groups

together socially

Identify ways to create a

new image of who is a

member of the largercommunity

Move slowly


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Strategies for Resolving

Community Conflict

1) Identify type of conflict

2) If a value conflict exists-organizeopen discussion session

3) If a resource conflict exists-organize

members of factions

4) Provide accurate information to the

community

5) Maintain or develop contact with

representatives from all of the factionswithin the community

6) Organize a mediation session

7) Continue Build-up stage strategies


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Community ConflictUsing it for Progress

1) Identifies areas

for new coalitions.

2) Provides specificareas to develop.

3) Social activitiesdeveloped to

resolve resource

conflicts add to

k ti f

Value Conflict Resource Conflict

1) Bring differing

views out into thepublic eye. Can be

used to move in new

directions.

2) Can provide inputform minority views

within the community.

3) Provides areas ofagreement to build on.

Conflict Management -1st Responders 12-5-00

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