Dealing with Differences Productively: Effective Conflict Resolution
Dealing with Differences:
Effective Conflict Resolution
Participant Workbook
Name:
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Table of Contents
Effective Conflict Resolution 2
Ground Rules 2
Identification of Conflict 2
Conflict Effectiveness Survey 3
Good Conflict and Not-so-good Conflict 6
Steps to Dealing with Conflict 7
Preventative Action 7
Managing Early Conflict 8
Managing Full Conflict 9
Role Play Scenarios 12
Additional Resources 13
Recommended Reading 13
Internet Resources 13
NORTHWATCH
Box 282 North Bay, ON P1B 8H2 Tel: (705) 497-0373 Fax: (705) 476-7060
www.northwatch.org www.northeastforest.net
Northwatch is a regional environmental non-governmental organization, founded in 1988 to address environmental and related social concerns in Northeastern Ontario. In 2003, Northwatch re-launched the Forest Project, aimed at building skills and experience in forest management planning across Northeastern Ontario. The Project works with Local Citizens Committee members and others interested in forestry conservation and forest management planning, and provides support for the public involvement in the forest management planning process. The Projects goals are:
§ To increase levels of public participation in forest management planning and decisions,
§ To support members of Local Citizens Committees by providing access to information and expert advice, and
§ To develop a network among forest management planning participants across Northeastern Ontario.
This workshop series has been developed in consultation with Anna Gibson-Olajos in order to provide support and training on the “soft” skills required to build and maintain effective groups, including both the LCC, LCC members’ groups and others.
Growing Places
Enhancing the capacity of individuals and communities to sustain, inspire and care for themselves
Box 173 Temagami, Ontario P0H 2H0
Anna Gibson-Olajos is the Principle of Growing Places, based in Temagami, as well as a research and planning associate with MacLeod Farley & Associates. With over 10 years of leadership experience in the non-profit sector, Anna has facilitated too many meetings and workshops to count and made many presentations to diverse audiences from conferences to high schools, universities to organizations and interest groups. She is highly experienced with facilitation, leadership, project management, workshop design and presentation, grants and funding, as well as organizational management, board development, systems development and team building. She holds a Bachelor of Science degree in Environmental Studies and Anthropology and a Masters of Environmental Studies in community-based bioregional mapping. Anna is a member of the Canadian Society of Association Executives.
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Effective Conflict Resolution
Ground Rules
Setting ground rules, or norms, for a group is an important process in facilitation. These agreements are created and used by the members of the group to clarify how the group will operate and manage the group’s behaviour. They should be posted in the meeting space and referred to when behaviours stray from the ground rules. Ground rules are especially helpful when members of a group have different ideas engage in healthy debate without escalating into unproductive arguments.
List the ground rules you value for group work that supports respect of different opinions:
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1. Example: arrive on time
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Dealing with Differences Productively: Effective Conflict Resolution
Identification of Conflict
Nonverbal signals play an important role in conflict and conflict resolution!
What are some signals to watch for?
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§ Example: Tense body posture
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Dealing with Differences Productively: Effective Conflict Resolution
Also the way we behave in groups can alert us to conflict brewing:
What are some signals to watch for?
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§ Example: Arguing
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Dealing with Differences Productively: Effective Conflict Resolution
Conflict Effectiveness Survey
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Review the following statements and rate how your group currently manages conflict. Be totally honest. Remember that this survey is anonymous. The results will be tabulated and fed back to the group for their assessment.
Listening
1 2 3 4 5
People assume they’re right People are open
to hearing new ideas
Acknowledging
1 2 3 4 5
People put their ideas on the People acknowledge each
table without acknowledging other’s ideas even when they
the points made by others don’t agree with them
Objectivity
1 2 3 4 5
We tend to get emotional We tend to stay calm and
and argue for our favorite look objectively at the facts
ideas
Building
1 2 3 4 5
We tend not to admit We always take the
anyone else's ideas ideas of fellow members
are that good and build on them
Norms
1 2 3 4 5
We don't have or use We have created a good set
norms to manage of norms that work well
conflict situations to help us manage conflicts
Trust and Openness
1 2 3 4 5
People don't say what There’s a lot of trust, so
is really on their minds you can say whatever
you have on your mind
Approach to conflict
1 2 3 4 5
Most often we either avoid We collaborate to find
or argue vehemently solutions we can all live with
Interpersonal behaviors
1 2 3 4 5
People often get emotional We stay calm and stick to
and make personal attacks the facts. No one ever
gets personally attacked
Structure
1 2 3 4 5
We never take a There is always a clearly
systematic approach. defined process for
Mostly we just thrash all discussions
out differences
Closure
1 2 3 4 5
Most of our conflict We always identify
sessions end without solutions and
resolution clear action steps
Process checking
1 2 3 4 5
Once an argument We always stop and take
starts, we never a look at how we’re
call time out and managing our conflicts
correct ourselves so we can improve
Time management
1 2 3 4 5
When things get heated, Especially when we get into
we lose all track of conflict, we very carefully
time and our agenda monitor our time to make
goes out the window sure we are not wasting it
Aftermath
1 2 3 4 5
People are usually We work at clearing the
angry for long after air of hurt feelings
Good Conflict and Not-so-good Conflict
Healthy debate is essential in groups. Without expressing differences groups cannot come to effective decisions. Facilitators don’t want to eliminate healthy debate, but do want to make sure it is not dysfunctional.
Instructions: Assign each of the following statements to the proper column. Does it describe what happens in a healthy debate, or does it describe a dysfunctional argument?
Healthy Debates / Dysfunctional Arguments13
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1. Diverse opinions add to depth of discussion
2. People are not interested in each others point of view
3. Group or individual moral is undermined
4. People are open to hearing each others ideas
5. People stay objective and focused on the facts
6. People take a systematic approach to analyzing the situation and looking for solutions
7. People assume they are right
8. People state their own ideas without responding to others ideas
9. People listen and respond to others ideas, even if they do not agree with the ideas
10. People respect and trust others in the group
11. People behave irresponsibly – fighting, name calling, rudeness
12. People get attacked personally and blamed
13. People disrupt other people’s work
14. People hear and respect each others opinions
15. Polarizes people and groups, reduces cooperation
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Dealing with Differences Productively: Effective Conflict Resolution
Answers: Healthy- 1,2,4,5,6,9,10, and 14 Dysfunctional – 3,7,8,12,13, and 15
Steps to Dealing with Conflict
There are many tools for dealing with conflict. It is easiest to set up your groups to prevent full conflict from arising. Here are some techniques for preventing conflict, managing early conflict and managing full conflict.
Preventative Action
A lot of the techniques discussed in the Effective Meetings workshop, such as ground rules and assigning meeting roles are preventative measures.
Be clear about the following aspects of your group. Brainstorming and discussion are good ways to address these issues if you have not already. If members of your group have different assumptions or expectations in the following areas, it can lead to conflict. It is helpful to have all of these decisions written down and available to all group members.
Group purpose
This needs to be clear. It can be one short sentence. Write it down and make it available to all members.
All group members need to be aligned with the group’s purpose.
Group values
Identify the values that are behind the group purpose. Seek agreement on the most relevant and important values. Examples might be: punctuality, attendance at all meetings, accountability, open expression of feelings, or full participation.
How to join and leave the group
Is your group open or closed? Does everyone have the same understanding of this? How do you welcome new group members? How do members leave the group?
Agenda setting
How are your agendas set? Is the process overt in your group?
§ Open Agenda – generated at the beginning of your meetings?
§ Closed agenda – presented at the meeting with no opportunity for additions?
§ Prearranged agenda – presented at the meeting with opportunity for additions?
§ Prearranged and circulated agenda – with sufficient notice for people to add items and read prepared material ahead of time?
Decision making process
There are a number of processes to use in making decisions:
§ Consensus – an agreement to reach agreement by the whole group
§ Majority – by vote of the majority of the group
§ Individual – one person decides on behalf of the whole group
§ Subgroup – subgroups make certain decisions (using any of the above)
§ Compromise – a negotiated approach when there are 2 or more distinct options and people are polarized
§ Multi-voting (dot-mocracy)– a priority setting tool where people can vote for more than one of a lengthy list of options
§ Straw Votes – an unofficial vote taken to determine opinion on some issue
Actions to prevent unhealthy conflict
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What actions has your group taken to prevent unhealthy conflict?
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§ Example: Developed ground rules
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What are some actions your group could take that it has not already taken?
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§ Example: Developed ground rules
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Managing Early Conflict
You have identified signs of conflict in your group. It hasn’t escalated into full blown conflict yet. What do you do? You can act now or wait. Many people prefer to avoid conflict, which is why it can get out of hand so easily.
List actions you can take when faced with emerging conflict in your group.
1. Say calm and remind group of ground rules
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Managing Full Conflict
In Facilitating with Ease!, there are 2 main steps Ingrid Bens identifies in conflict management:
1. VENT – allows people to feel heard, diffuses pent up emotions, allowing people to move forward
Please see the next page for more details on this process
§ Listen – listen attentively to the other person or people
§ Empathize – accept their views even if they are different than yours
§ Clarify – ask questions to be sure you understand what they mean
§ Seek permission – once the other person has fully vented, ask if you can express your views
2. RESOLVE ISSUES – choose an appropriate means to come to solutions
§ Collaborative problem solving – face the conflict, win-win problem solving approach
§ Compromising – look for middle ground
§ Accommodating/Smoothing – ask people to accept each other’s view
§ Avoiding – avoid the issue and hope it goes away
§ Competing – use force and attempt a personal win
Listen-Empathize-Clarify-Seek Permission-Resolve
1. Listen
Instead of arguing back when you hear a point you disagree with,
listen attentively to their main points. Let them vent their feelings.
Look interested and concerned. Say:
"Tell me more." "That's interesting." "Uh huh."
"I'm not sure I understand." "Could you go over that again?"
2. Empathize
Accept the views of this person even if you don't agree with them.
Let them know you understand their feelings. Say:
"I don't blame you for feeling that way." "I see what you mean."
"I understand how you feel." "I'm sure I'd feel the same way if..."
3. Clarify