Just A Moment - Problem Solving Information And Tips

Principles for Addressing Workplace Conflict

Common và ineffective strategies to deal with workplace disputes include:

Indirect communication in the form of complaints and/or gossip,Bartering
Emotional reactions
Righteousness: holding on lớn positions

Principles lớn Help:

Pay attention lớn your emotions và how they influence you. Realize that emotions are part of the workplace and that negative emotions can fuel the conflict. Acknowledge your emotion và then determine its source. Is it based on a bad experience or a past interaction that may be influencing the current situation? Is it based on something you have no control over? Take the time to deescalate before moving forward.

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Use “I” messages to express your concerns in a non-confrontational way. Focus on and clarify your issues, feelings, or opinions. “I feel frustrated when you come in late because I am not able to end my shift on time,” rather than “You are always late.” “I” messages place the responsibility on you và include three components: 1) your personal reaction/feeling, 2) a description of the situation/action, and 3) the impact/consequence from your perspective. “You” messages focus the blame on the other person & they are likely to lớn elicit a negative or defensive response.Focus on what you can change – the future. Discussion about the past and/or arguing about examples may be necessary for understanding, but it is not lớn convince the other person you are right or lớn defend yourself. Focus on how you can both work more productively in the future.Recognize that other viewpoints are possible và likely. Although you feel differently about the situation, the other person’s feelings are real and legitimate to lớn them. Denying their existence is likely lớn escalate the situation. It is difficult to lớn find solutions without agreement on the problem. If you bởi not understand the other person’s viewpoint, you run the risk of not solving the right problem which could make the conflict worse.Brainstorm creative options. By involving the other person in resolving the conflict, you gain his or her commitment và develop a stronger working relationship. Being open-minded to solutions expands the universe that can bring you relief.

Source: CDR Associates,Conflict Resolution for Managers và Leaders, John Wiley & Sons, 2007 and Craig Runde & Tim Flanagan,Becoming a Conflict Competent Leader, John Wiley & Sons, 2007.

Understanding Conflict Handling Styles

In a dispute, it"s often easier to lớn describe how others respond then khổng lồ evaluate how we respond. Each of us has a predominant conflict style. We can gain a better understanding of the impact that our personal conflict style has on other people. With a better understanding, you can make a conscious choice on how khổng lồ respond khổng lồ others in a conflict situation.

Behavioral scientists Kenneth Thomas và Ralph Kilmann, who developed the Thomas-Kilmann Conflict Mode Instrument, have identified five styles—competition, collaboration, compromise, avoidance, and accommodation. No conflict style is inherently right or wrong, but one or more styles could be inappropriate or ineffective for a given situation.

1. Competing

Value of own issue/goal: HighValue of relationship: LowResult: I win, you lose

Competitors come across as aggressive, autocratic, confrontational, and intimidating. A competitive style is an attempt to lớn gain power and pressure a change. A competitive style can be appropriate when you have to implement an unpopular decision, make a quick decision, the decision is vital in a crisis, or it is important lớn let others know how important an issue is lớn you – "standing up for your right." However, relationships are harmed beyond repair và may encourage other parties to lớn use covert methods to lớn get their needs met.

2. Accommodating

Value of own issue/goal: LowValue relationship: HighResult: I lose, you win

Accommodators phối aside their own needs because they want lớn please others in order khổng lồ keep the peace. Smoothing or harmonizing can result in a false solution lớn a problem và can create feelings in a person that range from anger khổng lồ pleasure. Accommodators are unassertive & cooperative và may play the role of a martyr, complainer, or saboteur. However, accommodation can be useful when one is wrong or when you want khổng lồ minimize losses lớn preserve relationships. It can become competitive – "I am nicer than you are" – và may result in reduced creativity & increased power nguồn imbalances.

3. Avoiding

Value of own issue/goal: LowValue of relationship: LowResult: I lose, you lose

Avoiders deliberately ignore or withdraw from a conflict rather than face it. Avoiders vì chưng not seem to care about their issue or the issues of others. People who avoid the situation hope the problem will go away, resolve itself without their involvement, or rely on others khổng lồ take the responsibility. Avoidance can be appropriate when you need more time khổng lồ think & process, time constraints demand a delay, or the risk of confrontation is not worth what might be gained. However, avoidance is destructive if the other person perceives that you don’t care enough to engage. By not dealing with the conflict, this style allows the conflict lớn simmer potentially resulting in angry or negative outbursts.

4. Compromising

Value of own issue/goal: MediumValue of relationship: MediumResult: I win some, you win some

Compromisors are willing to sacrifice some of their goals và persuade others lớn give up theirs too–give a little, get a little. Compromisors maintain the relationship and can take less time than other methods, but resolutions focus on demands rather than needs or goals. The compromise is not intended lớn make all parties happy or find a decision that makes the most business sense, but rather ensures something just & equitable even if it causes a loss for both parties. Power is defined by what one part can coerce or get the other khổng lồ give up. Lớn split the difference game playing can result and the outcome is less creative & ideal.

5. Collaborating

Value of own issue/goal: HighValue of relationship: HighResult: I win, you win

Collaboration generates creative solutions that satisfy all the parties’ concerns and needs. Collaborators identify the underlying concerns, kiểm tra assumptions, & understand the views of others. Collaboration takes time and if the relationship among the parties is not important, then it may not be worth the time và energy khổng lồ create a win-win solution. However, collaboration fosters respect, trust, và builds relationships. Collaborators address the conflict directly và in a way that expresses willingness for all parties to get what they need.

In any conflict ask: "Is my preferred conflict handling style the very best I can use khổng lồ resolve this conflict or solve this problem?"

Source: Thomas, K. W. And R.H. Kilmann, Thomas-Kilmann Conflict Mode Instrument

Focus on Interests (Needs), Not Positions (Wants)

Understanding people"s interests is not a simple task, because we tend to communicate our positions – things that are likely to be concrete và explicit. Try khổng lồ recognize the difference between positions and interests lớn assist in creative problem solving.

Positions are predetermined solutions or demands that people use lớn describe what they want – what the person wants khổng lồ happen on a particular issue.For example: "I want the report."Interests define the problem and may be intangible, unexpressed, or not consistent. They are the main reasons why–the motivation behind the position. Conflict usually exists where these motivations/needs are not understood or mismatch in some way.For example: "I need to receive the report by Friday, so I can have time to reviews and edit before the due date next Wednesday."

Remember that figuring out your interests is just as important as figuring out their interests.

Xem thêm: Biểu hiện nào dưới đây không phải là tình yêu chân chính, lợi dụng tình cảm

How to lớn Identify Interests

To identify interests of the other person, you need to ask questions to lớn determine what the person believes he or she truly needs. When you ask, be sure to lớn clarify that you are not asking questions for justification of their position, but for a better understanding of their needs, fears, hopes, & desires.

Using open-ended questions that encourage a person khổng lồ "tell their story" helps you begin to understand their interest. Open ended questions are opposite of closed-ended questions, which require a response of "yes" or "no." to illustrate the difference, consider the following example:

Did you have a good relationship with your supervisor? (closed-ended)What is your relationship with your supervisor like? (open-ended)

Examples of open-ended questions:

What’s your basic concern about …?
What vị you think about …?
How could we fix …?
What would happen if …?
How else could you do …?
What could you tell me about …?
Then what?
Could you help me understand …?
What vì chưng you think you will chiến bại if you …?
What have you tried before?
What vày you want to vị next?
How can I be of help?

It is not uncommon for you or the other person khổng lồ have multiple interests.

Problem solving based on interests leads to more creative và successful resolutions.

Source: Fisher, Ury, and Patton. Getting khổng lồ Yes: Negotiating Agreement Without Giving In. Houghton Mifflin, Second Edition, 1992.

Listening Effectively

Problem solving requires effective listening skills. When you listen effectively, you help calm the other person’s emotions so they feel heard. Once emotions are deescalated then both parties can use cognitive problem-solving lớn generate options.

Pay attention khổng lồ your listening behaviors. Be cautious of:

Assuming that you know what the speaker is going khổng lồ say next
Thinking about what you are going khổng lồ say while the other is talking
Preoccupation with your appearances or trying to impress
Judging or being critical of the speaker
Trying to lớn look interested, but not hearing what the other person is saying
Tuning out because the information conflicts with your ideas & beliefs
Interrupting so you can argue your idea or find holes in the other person’s argument
Tuning out because of how the speaker is talking – too loud, unpleasant or because the speaker is monopolizing the conversation

Check out this Ted Talk on 10 ways lớn improve conversations

We filter information through our biases, values, emotions, meaning of words, and physical frame of mind. Be cautious of:

Hearing what you want to hear and not what is really communicated
Past negative experience coloring what you hear
Attempts lớn hear something that fulfills your wishes or desires
Forming an opinion about the value of what is being said, i.e., too boring, too complex, nothing new, unimportant, wanting the speaker lớn get khổng lồ the point
Emotionally charged words used in communication like absolutes, assumptions, and demands: "you should," "you have to," "you lack," "you never," "you always," "you fail khổng lồ understand," "every time you," "you are confused," etc.Low energy & how this impacts listening và responses
Assuming your own meaning of words và expressions is the same as the speaker

How khổng lồ Listen Effectively

Prior to the meeting, recognize and understand the emotions. Are you nervous? Are you angry at the other person? Are you frustrated about something? Ask yourself what is causing the emotion. Are you carrying the emotion over from one issue to another? Are there personal problems from trang chủ that are interfering with work?
When meeting, pay attention khổng lồ the speaker. Resist distractions. Put down your pen, make good eye contact, & lean forward khổng lồ show your interest. Don"t interrupt. Jot down notes if it helps.Listen with an open, curious mind. Bởi vì not judge what the other person is saying as "wrong." Clarify meaning by asking questions khổng lồ get additional information. Try: "Please help me understand …" or "How did you say that happened?"Don"t react to lớn emotional outbursts. Talk to lớn the other side about their emotions. Talk about your own emotions. Acknowledging emotion proactively will stop it from dominating the discussion. Examples of what you can say "You feel that…" or "It must have been frustrating khổng lồ have …"Reflect and clarify on meanings. After the speaker is finished say "Did I understand you correctly that you are saying …?" "Let me see if I have this correctly, …" "From you point of view, the situation is …" Try summarizing, mirroring, or reframing.Summarize to lớn bring the discussion and check progress on moving forward.

Conflict Management Bibliography

“were” -> “was”. Chủ ngữ vào câu này là “What I told her” – là danh trường đoản cú số ít, vì vậy chia đụng từ khổng lồ be là “was”






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