Conflict

Management
ct occurs the moment we expect others to think
nd react the way we would.
 ◤
You are more likely to have
conflicts with whom?

A co-worker/member?

Or

A someone who is not a

 CONFLICT

Conflict is defined “an

as between at expressed tw
struggle least
interdependent who o
parties
incompatible perceivescarce
goals,
resources, and interference from others
in achieving their goals” (Wilmot and
Hocker in Tubbs and Moss, 2000).
 Types of Interpersonal
Conflict

1. PseudoConflict - Differenceof opinionor a misunderstanding.

Ex: when one person interprets what another person said as something
than their intention.
2. Fact Conflict - Whentwoor morepeopledisagreeonthefacts.
Ex: One person is convinced that gas prices are higher than ever b
Another person remembersa time that they were higher. This can be res
by checking the facts.
3. ValueConflict - Peoplehaveverydifferent values. Ex: religiousbe
4.Policy
Conflict - When people disagree on what type of policy, ru
procedure isbest for addressinga certainproblem.
5. EgoConflict - Whendisagreementsget personal, andegosareinvo
1. Avoiding It - when one or more
withdraw fromthe conflict andavoidaddressingit
2. Accommodating-
iswhenoneormorepeopledecidetolet th
person“win” thistime.
3. Compromising - when everyone agrees to give
and meet in themiddle.
4. Competing - when one person in a
becomes more aggressive or coercive, and eithe
their will on others
bulliesthemintodoingthingstheir way.
(Kilmann & Thomas)

Avoidance Low Low

Lose-Lose

Competition High Low

Win-Lose

Compromise Average Average

Lose-Lose / Win-Win

Accommodation Low High

Lose-Win

Collaboration High High

Win-Win
You always hurt my feelings
when you raise your voice.

versus

I am hurt every time you raise your

voice.
 You always do this. Paulit-ulit.
Remember the last time you did
this?

versus

I was unnecessarily humiliated

because of what you did. I know you
You are really selfish.You did this on
purpose.You only think of yourself.

versus

I feel bad that you took the

projector even if I already told you
that I would use it.
 Manage Manage
your information
emotions

Manage Manage the

goals problem
 ◤

Manage Your Emotions

◉ Be aware that you are becoming angry
and emotionally volatile
◉ Seek to understand why you are angry
and emotional
◉ Select a mutually acceptable time and place
to discuss a conflict
◉ Make a conscious decision about whether
to express your anger
◉ Breathe and plan your message
◉ Monitor nonverbal messages
◉ Avoid personal attacks, name-calling,
and emotional overstatement
 ◤

Manage Information
◉ Clearly describe the
conflict- producing events
◉ “Own” your statements
by using
descriptive “I” language
◉ Use effective listening skills
◉ Check your understanding of
 ◤

Manage
Goals
◉ Identify your goal and your
partner’s
goal
◉ Identify where your goals and your
partner’s goals overlap
 ◤

Manage the Problem

◉ Define the problem
◉ Analyze the problem
◉ Determine the goals
◉ Generate multiple
solutions
◉ Select the best solution
 ◤

Principles of
Constructive Conflict
Management
Stick to the topic Don’t bring Don’t say things
other people that you don’t
into the conflict mean

Practice active Avoid the “four Respond with

listening horsemen of the positive,
apocalypse” validating
messages

Complaining/Criticizing Contempt/Disgust Defensiveness Stonewalling

PERSUASION and
NEGOTIATION
 ◤

Persuasion

Process aimed at changing a person's (or

a group's) attitude or behavior towar
some event, idea, object, or
person(s), using written other or
by
words spoken o
to convey information, feelings,
reasoning, or a combination of them.
Crafting Persuasive
Messages

1.Giving
a Good
Good
Reasons
reasons are relevant to
(Logos). claim.
b. Good reasons can be and are
well supported.
c. Focus on reasons that will
have the greatest impact on
the person(s) you’re trying to
influence.
 ◤

Crafting Persuasive Messages

2. Personal Credibility (Ethos)

a. Competence
b.Trustworthiness
c.Likeability

How to Establish Credibility…

- Tell the truth.
- Resist personal attacks.
- Disclose the complete
picture.
 Crafting Persuasive Messages

3. Emotional Appeals
(Pathos)
Supporting –evidence strategies

Strategies that draw primarily on reasoning an

include all those strategies in which a person seek
compliance by presenting reasons and/or evidence

Exchange Strategies

Strategies in which a person seeks compliance

by offering trade-offs

Direct-request Strategies

Strategies in which a person seeks compliance

Strategies in which a person seeks compliance by
appealing to another’s love, affection, or sympathy

Face-maintenance Strategies

Strategies in which a person seeks compliance

while using indirect messages and emotion eliciting
statements

Other-benefit Strategies

Strategies in which a person seeks compliance

by identifying behaviors that benefit the other
person
 ◤

Negotiation is a method by which people settl

differences. It is a process by which compromise,

or agreement is reached.

In any disagreement, individuals understandably

aim to achieve the best possible outcome for
their position (or perhaps an organization
they represent). However, the principles of
fairness, seeking mutual benefit and
maintaining a relationship are the keys to a
 ◤

The process of negotiation

includes the following
stages:
1. Preparation Discussion Clarification of goals

2. Negotiate towards a Win-Win outcome Agreement

3. Implementation of a course of action

 1. PR◤EPARATION

Before any negotiation takes place, a decision needs

be taken as to when and where a meeting will take pla
to discuss the problem and who will attend. Setting
limited time-scale can also be helpful to prevent t
disagreement continuing.

This stage involves ensuring all the pertinent facts of t

situation are known in order to clarify your own positio
In the work example above, this would include knowi
the ‘rules’ of your organization, to whom help is give
when help is not felt appropriate and the grounds f
such refusals. Your organization may well have polici
to which you can refer in preparation for the negotiation
Undertaking preparation before discussing t
Discussion

During this stage, individuals or members of each

side put forward the case as they see it, i.e.
their understanding of the situation.

Key skills during this stage include questioning

listening, and clarifying.

Sometimes it is helpful to take notes during the

discussion stage to record all points put forward in
case there is need for further clarification. It is
extremely important to listen, as when disagreement
takes place it is easy to make the mistake of saying
too much and listening too little. Each side should
Clarifying
Goals
From the discussion, the goals, interests and viewpoint
of both sides of the disagreement need to be clarified.

It is helpful to list these factors in order of priority

Through this clarification it is often possible to identif
or establish some common ground. Clarification is a
essential part of the negotiation process, without
misunderstandings are likely to occur which may caus
problems and barriers to reaching a beneficial outcome
 2. NEGOTIATE TOWARDS A WIN-WIN OUTCOME

This stage focuses on what is termed a 'win-win'

outcome where both sides feel they have gained
something positive through the process of negotiation
and both sides feel their point of view has been taken
into consideration.

A win-win outcome is usually the best result. Althoug

this may not always be possible, through negotiation,
should be the ultimate goal.

Suggestions of alternative strategies and compromises

need to be considered at this point. Compromises are
often positive alternatives which can often achieve
Agreement

Agreement can be achieved once understanding o

both sides’ viewpoints and interests have bee
considered.

It is essential to for everybody involved to keep a

open mind in order to achieve an acceptabl
solution. Any agreement needs to be mad
perfectly clear so that both sides know what ha
been decided.
 3. IMPLEMENTING A COURSE OF ACTION

From the agreement, a course of action has to

be implemented to carry through the decision.
A negotiation isn't a dispute or a
confrontation. Great negotiators don’t fight.
Negotiating isn't really about competing well - -
NEGOTIATING IS ABOUT COMMUNICATING
WELL.

1) Listen more than you talk.

2) Use timing to your advantage.
3) Always find the right way to frame
the negotiation.
4) Always get when you give.
5) Always be willing to walk.
 5 Effective Persuading and Negotiating
Tips
1. Plan ahead
2. Use body language to communicate
3. Listen & Acknowledge
4. Silence is key
5. Keep your options open
5 Effective Persuading and Negotiating
Tips
1. Plan ahead
◉ What you want, purpose of the negotiation is an
you’re willing to push.
◉ Also, try to understand who you’re negotiatin
options are, their strengths, weaknesses and
can be realistic with your expectations
counterpart can be persuaded.
 5 Effective Persuading and Negotiating
Tips
2. Use Body Language to Communicate
◉ Remember to smile, making eye contact when
counterpart is speaking is also important. For th
shows that you’re interested and listening, this he
progress of a negotiation as it expresses tru
openness;
◉ Control your emotions, don’t display too
enthusiasmmuch
as this gives away your
position.
 5 Effective Persuading and Negotiating
Tips
3. Listen & Acknowledge
◉ From just listening to your counterpart, you can
learn about their stance or concerns on a particular
area.
◉ Try and ask the other negotiator probing questions,
this will help make sure that you get the right
information.
 5 Effective Persuading and Negotiating
Tips
4. Silence is Key
◉ If your counterpart said something that you don’t l
or
agree with, remain silent.
◉ Remain calm and wait for a response. Silence will
destabilize your counterpart as they question thei
own position and what you’re thinking
5 Effective Persuading and Negotiating
Tips
5. Keep Your Options Open
◉ When negotiating, just consider the opportun
other options. You don’t want to come across
party will pounce on this with demands they kn
◉ If you're prepared to walk away from a neg
counterpart that you have a strong stance a
 What are the 4 common mistakes to avoid
when persuading or negotiating?
1 Not giving yourself enough time to prepare - know
. needs, what they want and how you could potentiall
in the middle.
2. Giving in too easily - stand your ground to get what you
3. Being aggressive - it's important to be considera
respectful of other perspectives and needs.
4. Losing control of your emotions - Keep a level he
potentially allow your emotions not to cloud you
judgments.
ank you for
tening!

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