When Things Don’t Work: Recognizing and Resolving Conflict LEADERSHIP PROGRAM 2012-2013 Sponsored by the Provost’s Office Johns Hopkins University Catherine J Morrison, JD Associate Faculty Johns Hopkins Bloomberg School of Public Health cmorrison@createagreement.com 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 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 How can we manage the energy of conflict? 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 Avoid affective conflict  Personal antagonism fueled by differences of opinion  Destructive to group performance and cohesion Ibid., 24 How can we keep conflict cognitive? Make the approach Share perspectives Build understanding Agree on solutions Plan next steps Mediation Services (2003) Foundational concepts for understanding conflict Winnipeg, MB, Canada Step 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 Step Share perspectives  Ask for the other person’s perspective  Paraphrase what you hear  Acknowledge your contribution  Describe your perspective Ibid Understand why your views differ 10 (Read from bottom to top)  I take action  I adopt beliefs  I draw conclusions  I add meaning  I select data  Observable data 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 Step Plan next steps 14  Jointly plan create action  What needs to happen?  Who needs to what? By when?  How will interaction take place if problems occur? Ibid Tools for Conflict Management 15 16 What doesn’t work That’s true but… 17 What does work That’s true and… 18 What doesn’t work BLAME 19 What does work The “third story” 20 What does work Contribution Mapping 21 What doesn’t work You get the picture… 22 What does work Match and lower, match and raise “Faced with the choice between changing one’s mind and proving that there is no need to so, almost everybody gets busy on the proof.” John Kenneth Galbraith Sources and Recommended Reading 24 Sources 25 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 Sources 26 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 Recommended Reading 27 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 Recommended Reading 28 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