1.

Introduction
Problem solving usually involves different persons. When a problem is presented to a group to be solved, two types of situations can appear : the person who presents the problem is the only participant involved in the problem (in such a situation, different problem solving methods can be used).

different persons in the group setting are involved in the problem and are in conflict among themselves. If the different persons cant resolve the problem on their own, a leader/mediator may be required to help them. In such case, he will use the conflict management method.

Clarifying Confusion About Conflict

Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't been aligned or agreed about yet, including: 1. Within yourself when you're not living according to your values; 2. When your values and perspectives are threatened; or 3. Discomfort from fear of the unknown or from lack of fulfillment

Conflict is a problem when it:

1. Hampers productivity. 2. Lowers morale. 3. Causes more and continued conflicts. 4. Causes inappropriate behaviors.

Types of Managerial Actions that Cause Workplace Conflicts

1. Poor communications a. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. b. Employees don't understand reasons for decisions, they aren't involved in decision-making. c. As a result, employees trust the "rumor mill" more than management. 2. The alignment or the amount of resources is insufficient. There is: a. Disagreement about "who does what". .

b. Stress from working with inadequate resources 3. "Personal chemistry", including conflicting values or actions among managers and employees, for example: a. Strong personal natures don't match. b. We often don't like in others what we don't like in ourselves. 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: a. Employees see the same continued issues in the workplace. b. Supervisors don't understand the jobs of their subordinates

Key Managerial Actions / Structures to Minimize Conflicts

1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: a. Job roles don't conflict. b. No tasks "fall in a crack". 2. Intentionally build relationships with all subordinates. a. Meet at least once a month alone with them in office. b. Ask about accomplishments, challenges and issues. 3. Get regular, written status reports and include:

a. Accomplishments. b. Currents issues and needs from management. c. Plans for the upcoming period 4. Conduct basic training about: a. Interpersonal communications. b. Conflict management. c. Delegation. 5. Develop procedures for routine tasks and include the employees' input. a. Have employees write procedures when possible and appropriate.

b. Get employees' review of the procedures. c. Distribute the procedures. d. Train employees about the procedures. 6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. 7. Consider an anonymous suggestion box in which employees can provide suggestions.

Ways People Deal With Conflict

There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict. 1. Avoid it. Pretend it is not there or ignore it. a. Use it when it simply is not worth the effort to argue. 2. Accommodate it. Give in to others, sometimes to the extent that you compromise yourself. a. Use this approach very sparingly and infrequently, for example, in situations when you know that you will have another more useful approach in the very near future.

3. Competing. Work to get your way, rather than clarifying and addressing the issue. Competitors love accommodators. a. Use when you have a very strong conviction about your position. 4. Compromising. Mutual give-and-take. a. Use when the goal is to get past the issue and move on. 5. Collaborating. Focus on working together. a. Use when the goal is to meet as many current needs as possible by using mutual resources. This approach sometimes raises new mutual needs.

To Manage a Conflict Within Yourself - "Core Process"

1. Name the conflict, or identify the issue, including what you want that you aren't getting. Consider: a. Writing your thoughts down to come to a conclusion. b. Talk to someone, including asking them to help you summarize the conflict in 5 sentences or less. 2. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider: a. How important is this issue? b. Does the issue seem worse because you're tired, angry at something else, etc.? c. What's your role in this issue?

3. Pick at least one thing you can do about the conflict. a. Identify at least three courses of action. b. For each course, write at least three pros and cons. c. Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be least hurtful, to yourself and others. d. Briefly discuss that course of action with a friend. 4. Then do something. a. Wait at least a day before you do anything about the conflict. This gives you a cooling off period. b. Then take an action. c. Have in your own mind, a date when you will act again if you see no clear improvement.

To Manage a Conflict With Another - "Core Process"

1. Manage yourself. If you and/or the other person are getting heated up, then manage yourself to stay calm by a. Speaking to the person as if the other person is not heated up - this can be very effective! b. Avoid use of the word "you" - this avoids blaming. c. Maintain eye contact with them. 2. Move the discussion to a private area, if possible. 3. Give the other person time to vent. a. Don't interrupt them or judge what they are saying.

4. Verify that you're accurately hearing each other. When they are done speaking:} a. Ask the other person to let you rephrase (uninterrupted) what you are hearing from them to ensure you are hearing them. b. To understand them more, ask open-ended questions. Avoid "why" questions those questions often make people feel defensive. 5. Repeat the above step, this time for them to verify that they are hearing you. When you present your position a. Use "I", not "you". b. Talk in terms of the present as much as possible. c. Mention your feelings. 6. Acknowledge where you disagree and where you agree.

7. Work the issue, not the person. When they are convinced that you understand them: 8. Thank the person for working with you. 9. If the situation remains a conflict, then: a. Conclude if the other person's behavior conflicts with policies and procedures in the workplace and if so, present the issue to your supervisor. b. Consider whether to agree to disagree. c. Consider seeking a third party to mediate

Compromise
Time pressure is an important variable when defining a conflict management situation. There always seems to be the element of time pressure when dealing with conflict resolution, making the strategy of collaboration difficult to implement, no matter how attractive it is. When issues are crucial, there is hardly any room for compromising even if it promises to deliver quick solutions. Thats just how human nature goes

Conflict has two faces one positive and one negative

to the exclusion of other ideas in order to create an impasse. Ironically, many of the interventions needed to move from the negative side of conflict to the positive side come from the activities we engage in to create the positive side synergistic breakthrough ideas. However, to increase the possibility of success when moving away from a negative environment, the interventions must be introduced using specific skills and strategies which will be taught in this course