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Resolving Conflicts

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Resolving Conflicts TIPS #12 Resolving Conflicts Requires the Use of Numerous Skills Listening Empathy Feedback Persuasion Key Conflict Skills Know your underlying ... – PowerPoint PPT presentation

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Title: Resolving Conflicts


1
Resolving Conflicts
  • TIPS 12

2
Resolving Conflicts Requires the Use of Numerous
Skills
  • Listening
  • Empathy
  • Feedback
  • Persuasion

3
Key Conflict Skills
  • Know your underlying conflict-handling style

4
http//peace.mennolink.org/cgi-bin/conflictstyle/i
nventory.cgi
5
Conflict Management Styles
Forcing
Collaborating
High
Compromising
Assertiveness
Avoiding
Accommodating
Low
Cooperativeness
Low
High
6
Key Conflict Skills
  • Know your underlying conflict-handling style
  • Judiciously select the conflict that you want to
    handle
  • Evaluate the conflict players
  • Assess the source of the conflict
  • Know your options
  • Select the best option

7
Behavioral Checklist
  • Deal directly with the conflict
  • Ascertain the conflicts source
  • Empathize with the conflicting parties
  • Use the appropriate conflict-handling style
  • Select the most appropriate conflict-resolution
    option

8
Incidents
Role Play
9
Exercise 3 Incidents
10
Instructions - 1
  • For each incident
  • Individually rank the 5 alternative courses of
    action from most desirable or appropriate (1) to
    least (5)
  • Identify the conflict style being used with each
    possible course of action

11
Instructions - 2
  • Group members then compare their answers.
  • Do you all agree?
  • If not, discuss.
  • Be prepared to defend WHY you answered as you
    did.
  • You may change your answers as a result of the
    discussion.

12
Instructions - 3
  • You will have 10 minutes per incident.
  • Any Questions?

13
Exercise 3 --Incident 1
14
  • Talk to your man ...
  • Ask the foreman ...
  • Confront both men ...
  • Say nothing now ...
  • Put the rest of the crew at ease ...

15
Exercise 3 --Incident 2
16
  • Decide who is right
  • Wait and see
  • Tell both Paul Jim not to get uptight
  • Get Paul Jim together
  • Send the report to the foreman ...

17
Exercise 3 --Incident 3
18
  • Confront the man
  • Ask that the suspected offender keep his habit
    off the job ...
  • Not confront the individual right now
  • Give the man the facts of life
  • Keep a close eye on the man ...

19
Exercise 3 --Incident 4
20
  • Let it go
  • Try to smooth things over
  • Let Development have 2 of the 4
  • Go to the development supervisor ...
  • Go to the supervisor of production ...

21
Role Playing
  • Aka practice

22
Round 1
Debbie
Actor A
Chris
Actor B
Observer
Pat
Round 2
Modeling Exercise
Debbie
Debbie
Actor A
Actor A
Chris
Chris
Actor B
Actor B
Observer
Observer
Pat
Pat
23
Round 1
Jan
Manager
Sue
Subordinate
Observer
Round 2
Modeling Exercise
Larry
Marketing
Lee
Manager
Eric
MIS
B. J.
Subordinate
Observer
Observer
24
Instructions - 4Timing
  • You will have 10 minutes for each round
  • 8 minutes discuss the situation
  • 2 minutes for the observer to provide feedback

25
Questions
26
Behavioral Checklist
  • Deal directly with the conflict
  • Ascertain the conflicts source
  • Empathize with the conflicting parties
  • Use the appropriate conflict-handling style
  • Select the most appropriate conflict-resolution
    option

27
Incidents
Role Play
28
Modeling Exercise The New Supervisor
29
I need 2 volunteers
  • Lee B.J.

30
Instructions
  • While Lee B.J. conduct their meeting, the
    rest of us will play the role of observers, using
    the worksheet for observers.
  • Lee B.J. will have about 12 minutes to
    conduct their meeting.
  • This will be followed by class discussion.

31
Behavioral Checklist
  • Deal directly with the conflict
  • Ascertain the conflicts source
  • Empathize with the conflicting parties
  • Use the appropriate conflict-handling style
  • Select the most appropriate conflict-resolution
    option
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