After reading the attached articles, create a step-by-step guide for resolving conflict, create a scenario where you practice what you just learned.
For the assignment you are to create an interaction with a person you know, and practice.
1)One thing you wanted to practice from the reading assignment about conflict resolution
2)Who is the person you chose to help you practice
3)How did you prepare for the roll-play? Follow the model you created.
4)How did the roll-play go in your opinion
5)How did the roll-play go from the perspective of the person who worked with you
6)What did you learn
7)What would you want to change if you were to do it again
8)What are 3 main points that stand out to you in the reading assignment and your search about how to resolve conflict.
9)Share an example of a personal application that applies to the reading
10)What you agree with and what you disagree with in the reading
11)Ask a question about what you read that you don’t understand.
The Five Steps to Conflict Resolution
Jul 25, 2019
By AMA Staff
The definition of conflict resolution is to resolve an issue or problem between two or more people, but is there a correct way to handle conflict? What are the effects of poor conflict management? Disagreements in the workplace are inevitable, as employees have different personalities, goals, and opinions.
Conflict management is one of the core training courses we offer for managers and supervisors. Learning how to handle disputes efficiently is a necessary skill for anyone in management and the key to preventing it from hindering employees’ professional growth. Here is the conflict resolution process in five steps.
Step 1: Define the source of the conflict.
The more information you have about the cause of the problem, the more easily you can help to resolve it.
To get the information you need, use a series of questions to identify the cause, like, “When did you feel upset?” “Do you see a relationship between that and this incident?” “How did this incident begin?”
As a manager or supervisor, you need to give both parties the chance to share their side of the story. It will give you a better understanding of the situation, as well as demonstrate your impartiality. As you listen to each disputant, say, “I see” or “uh huh” to acknowledge the information and encourage them to continue to open up to you.
Step 2: Look beyond the incident.
Often, it is not the situation but the point of view of the situation that causes anger to fester and ultimately leads to a shouting match or other visible and disruptive result.
The source of the conflict might be a minor issue that occurred months before, but the level of stress has grown to the point where the two parties have begun attacking each other personally instead of addressing the real problem. In the calm of your office, you can get them to look beyond the triggering incident to see the real cause. Once again, probing questions will help, like, “What do you think happened here?” or “When do you think the problem between you first arose?
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Step 3: Request solutions.
After getting each party’s viewpoint, the next step is to get them to identify how the situation could be changed. Again, question the parties to solicit their ideas: “How can you make things better between you?”As mediator, you have to be an active listener, aware of every verbal nuance, as well as a good reader of body language.
You want to get the disputants to stop fighting and start cooperating, and that means steering the discussion away from finger pointing and toward ways of resolving the conflict.
Step 4: Identify solutions both disputants can support.
You are listening for the most acceptable course of action. Point out the merits of various ideas, not only from each other’s perspective, but in terms of the benefits to the organization. For instance, you might suggest the need for greater cooperation and collaboration to effectively address team issues and departmental problems.
Step 5: Agreement.
The mediator needs to get the two parties to shake hands and accept one of the alternatives identified in Step 4. The goal is to reach a negotiated agreement. Some mediators go as far as to write up a contract in which actions and time frames are specified.
However, it might be sufficient to meet with the individuals and have them answer these questions: “What action plans will you both put in place to prevent conflicts from arising in the future?” and “What will you do if problems arise in the future?
This mediation process works between groups as well as individuals.
What is Conflict Resolution, and How Does It Work?
How to manage conflict at work through conflict resolution
BY KATIE SHONK — ON DECEMBER 28TH, 2021 / CONFLICT RESOLUTION
If you work with others, sooner or later you will almost inevitably face the need for conflict resolution. You may need to mediate a dispute between two members of your department. Or you may find yourself angered by something a colleague reportedly said about you in a meeting. Or you may need to engage in conflict resolution with a client over a missed deadline. In organizations, conflict is inevitable, and good conflict management tools are essential.
What is conflict resolution, and how can you use it to settle disputes in your workplace?
Conflict resolution can be defined as the informal or formal process that two or more parties use to find a peaceful solution to their dispute.
A number of common cognitive and emotional traps, many of them unconscious, can exacerbate conflict and contribute to the need for conflict resolution:
• Self-serving fairness interpretations. Rather than deciding what’s fair from a position of neutrality, we interpret what would be most fair to us, then justify this preference on the bases of fairness. For example, department heads are likely to each think they deserve the lion’s share of the annual budget. Disagreements about what’s fairlead to clashes.
We tend to be overconfident in our judgments, a tendency that leads us to unrealistic expectations. Disputants are likely to be overconfident about their odds of winning a lawsuit, for instance, an error that can lead them to shun a negotiated settlement that would save them time and money.
• Escalation of commitment.
Whether negotiators are dealing with a labor strike, a merger, or an argument with a colleague, they are likely to irrationally escalate their commitment to their chosen course of action, long after it has proven useful. We desperately try to recoup our past investments in a dispute (such as money spent on legal fees), failing to recognize that such “sunk costs” should play no role in our decisions about the future.
• Conflict avoidance.
Because negative emotions cause us discomfort and distress, we may try to tamp them down, hoping that our feelings will dissipate with time. In fact, conflict tends to become more entrenched, and parties have a greater need for conflict resolution when they avoid dealing with their strong emotions.
Given these and other pitfalls, how can you set up a constructive conflict resolution process when dealing with conflict at work and other realms? Conflicts can be resolved in a variety of ways, including negotiation, mediation, arbitration, and litigation.
In conflict resolution, you can and should draw on the same principles of collaborative negotiation that you use in dealmaking. For example, you should aim to explore the interests underlying parties’ positions, such as a desire to resolve a dispute without attracting negative publicity or to repair a damaged business relationship. In addition, determine your best alternative to a negotiated agreement, or BATNA—what you will do if you fail to reach an agreement, such as finding a new partner or filing a lawsuit. By brainstorming options and looking for tradeoffs across issues, you may be able to negotiate a satisfactory outcome to your dispute without the aid of outside parties.
In mediation, disputants enlist a trained, neutral third party to help them come to a consensus. Rather than imposing a solution, a professional mediator encourages disputants to explore the interests underlying their positions. Working with parties both together and separately, mediators seek to help them discover a resolution that is sustainable, voluntary, and nonbinding.
In arbitration, which can resemble a court trial, a neutral third party serves as a judge who makes decisions to end the dispute. The arbitrator listens to the arguments and evidence presented by each side, then renders a binding and often confidential decision. Although disputants typically cannot appeal an arbitrator’s decision, they can negotiate most aspects of the arbitration process, including whether lawyers will be present and which standards of evidence will be used.
In civil litigation, a defendant and a plaintiff face off before either a judge or a judge and jury, who weigh the evidence and make a ruling. Information presented in hearings and trials usually enters the public record. Lawyers typically dominate litigation, which often ends in a negotiated settlement during the pretrial period.
In general, it makes sense to start off less-expensive, less-formal conflict resolution procedures, such as negotiation and mediation, before making the larger commitments of money and time that arbitration and litigation often demand. Conflict-resolution training can further enhance your ability to negotiate satisfactory resolutions to your disputes.