1 CONFLICT RESOLUTION A CATALYST FOR CHANGE Presented By Mark J. Brown Associate Chair, Mediation Labour Relations Board of BC At The HEALTH EMPLOYERS

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CONFLICT RESOLUTION

A CATALYST FOR CHANGEPresented By

Mark J. BrownAssociate Chair, Mediation

Labour Relations Board of BC

At TheHEALTH EMPLOYERS ASSOCIATION OF BC

15TH ANNUAL CONFERENCEJUNE 23, 2008

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Conflict

•Conflict is not only natural but necessary for change to occur.

•Conflict creates context for communication, clarification, and understanding.

Intense Feelings

Positions Harden

Dehumanizing Occurs

Desire to Punish Emerges

Communication Deteriorates

Dynamics of Conflict*What happens if conflict goes unresolved?

*Atlanta Justice Center

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INDIVIDUAL APPROACHES TO CONFLICT

A. COMPETITIVE

B. COLLABORATIVE

C. COMPROMISING

D. AVOIDING

E. ACCOMMODATING

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COMPETITIVE – CONCERNED WITH WINNING

• TAKE CHARGE

• ENJOY BEING IN CONTROL

• IMPATIENT

• EAGER

• USEFUL FOR QUICK DECISIONS OR WHERE UNPOPULAR ACTION MUST BE IMPLEMENTED

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COLLABORATIVE – CONCERNED WITH PROBLEM SOLVING

• FIND SOLUTIONS THAT SATISFIES EVERYONE

• PROBLEM FOCUSED

• CREATIVE

• USEFUL WHEN BOTH SETS OF CONCERNS ARE TOO IMPORTANT TO BE COMPROMISED

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COMPROMISING – CONCERNED WITH FAIRNESS

• FIND EXPEDIENT MUTUALLY ACCEPTABLE

SOLUTION

• PARTIALLY SATISFIES EVERYONE

• USEFUL WHEN GOALS ARE MODERATELY IMPORTANT BUT NOT WORTH DISRUPTION

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AVOIDING – AVOID CONFLICT

• CONSIDER CONFLICT UNPRODUCTIVE

• USEFUL WHEN ISSUE TRIVIAL OR WHEN POTENTIAL DAMAGE OR CONFLICT OUTWEIGHS BENEFITS OF RESOLUTION

• LETS PEOPLE COOL DOWN

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ACCOMMODATING – CONCERNED WITH RELATIONSHIP

• NEGLECT OWN CONCERN OVER CONCERNS

TO SATISFY OTHERS

• SUPPORTIVE - HELPFUL

• USEFUL WHEN ISSUE IS MORE IMPORTANT TO OTHERS

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Sources of Conflict:

Five sources of conflict:

• Relationship conflicts• Value conflicts• Data conflicts• Structural conflicts• Interest conflicts

The Mediation Process: Practical Strategies for Resolving Conflict

Christopher W. Moore

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Conflict Causes and Intervention

Relationship Conflicts• Strong emotions• Misperceptions and stereotypes• Poor communication or miscommunication• Repetitive negative behaviour

Interventions• Control expression of emotions through procedure, ground rules, caucus, etc.• Promote expression of emotions by legitimizing feelings and providing a

process• Clarify perceptions and build positive perceptions• Improve quality and quantity of communication• Block negative repetitive behaviour• Encourage positive problem solving attitudes

The Mediation Process: Practical Strategies for Resolving ConflictChristopher W. Moore

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Value Conflicts• Different criteria for evaluating ideas or behaviour• Exclusive intrinsically valuable goals• Different way of life Interventions• Avoid defining problems in terms of value• Allow parties to agree and to disagree• Search for a common or complementary goals shared by the

parties

The Mediation Process: Practical Strategies for Resolving Conflict Christopher W. Moore

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Data Conflicts• Lack of information• Misinformation• Different views on what is relevant• Different interpretations of data• Different assessment procedures

Interventions• Reach agreement on what data is important• Agree on process to collect data• Develop common criteria to assess data• Use third party experts to gain outside opinion or break deadlocks


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Structural Conflicts

• Destructive patterns of behaviour or interaction

• Unequal control, ownership or distribution of resources

• Unequal power and authority

• Geographical, physical or environmental factors that hinder co-operation

• Time constraints


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Structural Conflict Interventions

• Clearly define and change roles

• Replace destructive behaviour patters

• Reallocate ownership or control of resources• Establish a fair and mutually acceptable decision making process

• Change negotiation process from positional to interest-based bargaining

• Modify means of influence used by parties (less coercion, more persuasion)

• Change physical and environmental relationship

• Modify external pressures

• Change time constraints


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Interest Conflicts

• Perceived or actual competition over substantive interests

• Procedural interests

• Psychological interests Interventions

• Focus on interests, not positions

• Look for objective criteria

• Develop integrative solutions that address needs of all parties

• Search for ways to expand options or resources

• Develop trade-offs to satisfy interests of different strengths


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EFFECTIVE COMMUNICATION

• LISTENING IS POWER

• LISTENING IS NOT THE SAME AS HEARING

• HEARING IS WITH THE EARS, LISTENING IS WITH THE MIND

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HOW WE DO NOT LISTEN

• RETAIN 25% OF WHAT WE HEAR

• ACTIVELY LISTEN FOR 17 SECONDS AT A TIME

• WRITE 9%OF TIME

• READ 16% OF TIME

• LISTEN 45% OF TIME

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WHY IS LISTENING DIFFICULT

• BRAIN IS TOO FAST FOR TONGUE

• SPEAK 125 – 140 WORDS PER MINUTE

• LISTEN TO 400 WORDS PER MINUTE

• BRAIN PROCESSES 1,000 – 4,000 WORDS PER MINUTE

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BAD LISTENING HABITS

• ATTENTION FAKERS

• FACT GATHERERS

• CRITICIZERS

• BORED LISTENERS

• DIFFICULT MATERIAL BLOCKERS

• DISTRACTION TOLERATORS

• NOTE TAKERS

• MENTAL REHEARSER

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BENEFITS TO EFFECTIVE LISTENING

• INCREASE KNOWLEDGE

• SAVE TIME

• DECREASE STRESS

• TRUE DIALOGUE

• EARN TRUST

• UNDERSTANDING

• SELF ESTEEM

• INFLUENCE

• DEVELOPMENT

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ACTIVE LISTENING TECHNIQUES

• LOOK

• ASK QUESTIONS

• DO NOT INTERRUPT

• DO NOT CHANGE SUBJECT

• BE ATTENTIVE TO EMOTIONS

• RESPOND EMPATHETICALLY

• ENCOURAGE

• ACKNOWLEDGE

• CLARIFY

• SUMMARIZE

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CREATING AN ATMOSPHERE FOR DIALOGUE

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CREATING AN ATMOSPHERE FOR DIALOGUE • REFRAME

• SITUATION OR RELATIONSHIP – NOT ATTITUDE OR BAHAVIOUR

• YES OR NO ANSWER CANNOT BE GIVEN

• QUESTIONS OR PROBLEM STATEMENTS

• MULTIPLE SOLUTIONS POSSIBLE

• DEPERSONALIZE

• JOINT PROBLEMS

• FUTURE RELATIONSHIP

• NON THREATENING

• OBJECTIVE & NEUTRAL

• SPECIFIC TERMS

• CONFIRM FRAMING ACCURATE

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MANAGING CONFLICT

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MANAGING CONFLICT

• TAKE CARE OF YOURSELF

• THINK ABOUT TIMING

• BE CLEAR ABOUT YOUR REAL CONCERNS

• USE “I” MESSAGING

• FRAME APPROPRIATELY

• FOCUS ON CHANGE FOR FUTURE

• DO NOT TRY TO CONVINCE OTHERS YOU ARE RIGHT

• DO NOT TRY TO SOLVE PROBLEM TOO FAST

• ASSUME OTHER VIEW POINTS POSSIBLE

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DEALING WITH A GROUP TO RESOLVE CONFLICT

• Set a positive optimistic tone

• Establish ground rules and process

• State the problem

• Ask participants about their needs and concerns and

help them move from positions to interests

• Summarize what you hear

• Deal with interpersonal concerns

• Frame the problem jointly

• Ask participants for ideas that will solve the problem

• Restate agreements as the occur

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DECIDE AS A GROUP OR BY AN INDIVIDUAL

• The time available to make the decision

• The need for buy in

• The importance of the issue

• The effect on working relationships

• Information and expertise

• Have you already decided

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EFFECTIVE MANAGER

• Be as concerned about the process as content

• Manage the decision making process

• Contribute ideas in a manner that does not dominate the

discussion

• Express assumptions or constraints up front so the group knows

the parameters of the discussion

• Must really believe that the group can make a better decision than

the individual

• Must present a back up decision making process in case

consensus is not achieved

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LRB CONFLICT RESOLUTION PROGRAMS

• CONFLICT AUDIT

• PRINCIPAL INTERVIEWS

• INDIVIDUAL INTERVIEWS

• CO-DESIGN

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PILOT PROJECT

• FOCUS GROUP

• HOW CAN THE EMPLOYER AND UNION COLLOBORATE TO IMPLEMENT AN INTERNAL CONFLICT RESOLUTION MODEL AS A MEANS TO CREATE POSITIVE CHANGE IN THE WORKPLACE

• ONE ON ONE COACHING

• PEER MEDIATION

• CO-MEDIATION

Documents

1 CONFLICT RESOLUTION A CATALYST FOR CHANGE Presented By Mark J. Brown Associate Chair, Mediation Labour Relations Board of BC At The HEALTH EMPLOYERS