Conflict Resolution - Effective Conflict Resolution Techniques With most conflicts, it’s important to find a resolution. This seems like a statement of the obvious, but many people suppress their anger or just ‘go along to get along.' They think that by addressing a conflict, they are creating one, and simply keep quiet when upset. Unfortunately, this isn’t a healthy long-term strategy. For one thing, unresolved conflict can lead to resentment and additional unresolved conflict in the relationship. Even more important, ongoing conflict can actually have a negative impact on your health and longevity. Unfortunately, resolving conflict can be tricky as well. continue reading below our video Loaded: 0% Progress: 0% For example, researcher John Gottman and his colleagues studied the way couples fight, and can actually predict which couples will go on to divorce by observing their conflict resolution skills -- or lack thereof. Get In Touch With Your Feelings It may seem you’re your feelings should already be obvious to you, but this isn’t always the case.
Conflict Resolution - Resolving conflict rationally and effectively - Leadership training from MindTools Using the "Interest-Based Relational" Approach Resolve conflict effectively by treating everybody involved with respect. Conflict is an inevitable part of work. We've all seen situations where people with different goals and needs have clashed, and we've all witnessed the often intense personal animosity that can result. The fact that conflict exists, however, is not necessarily a bad thing. There are other benefits that you might not expect, such as: Increased understanding. But conflict can also be damaging. If you want to keep your team members working effectively, despite coming into conflict with one another, you need to stop this downward spiral as soon as you can. The Interest-Based Relational Approach When conflict arises, it's easy for people to get entrenched in their positions and for tempers to flare, voices to rise, and body language to become defensive or aggressive . Roger Fisher and William Ury developed the IBR approach and published it in their 1981 book, "Getting to Yes."
Conflict Resolution Skills: Turning Conflicts into Opportunities Understanding conflict in relationships Conflict arises from differences, both large and small. It occurs whenever people disagree over their values, motivations, perceptions, ideas, or desires. Conflicts arise from differing needs Everyone needs to feel understood, nurtured, and supported, but the ways in which these needs are met vary widely. Think about the conflicting need for safety and continuity versus the need to explore and take risks. The needs of both parties play important roles in the long-term success of most relationships, and each deserves respect and consideration. Conflict 101 A conflict is more than just a disagreement. Conflict may feel more threatening to you than it really is Do you fear conflict or avoid it at all costs? If you view conflict as dangerous, it tends to become a self-fulfilling prophecy. Successful conflict resolution depends on your ability to regulate stress and your emotions The ability to successfully resolve conflict depends on your ability to: Close
Portland State University Department of Conflict Resolution | The Conflict Resolution Graduate Program offers either a Master of Arts or Master of Sciences degree. Both degrees draw from and contribute to theories and insights in the field, as well as preparing students for professional work. The program currently offers the following areas of concentration: Theory and Practice Peace and JusticeInternational and Intercultural Conflict Resolution Students entering this program are expected to develop an understanding and appreciation of the theoretical, conceptual, and methodological breadth of the field. Student and advisor work together to design an individualized program based upon each student's particular interests in the field of conflict resolution. "What I really find impressive about the term and the program so far is how far reaching all the material and experiences are. If you'd like more information about the program, please see the Admissions section.
How To Make Difficult Conversations Easy Someone is screaming in your face at the top of their lungs. Or ranting angrily and you can’t get a word in edgewise. Or maybe they’re sobbing so hard you can barely understand what they’re saying. We’ve all been there. Problem is, these moments are often critical because they’re usually with people we care about. What’s the best way to handle these difficult conversations? I called someone who knows: Dr. Dinosaur Brains: Dealing with All Those Impossible People at Work Am I The Only Sane One Working Here? Emotional Vampires: Dealing With People Who Drain You Dry Here’s what you’ll learn in this post: The magic phrase that gets people to stop yelling.How to stop making the most common mistake in these kind of discussions.How to switch people from being emotional to being rational.The mindset that makes dealing with hysterical people easy.And a lot more. Okay, time to wage war with the crazy. 1) First, You Need To Keep Calm You already have one person overreacting. What to do here? Sum Up Tags:
Win-Win / Win-Lose / Lose-Lose Situations The Basics Win-win, win-lose, and lose-lose are game theory terms that refer to the possible outcomes of a game or dispute involving two sides, and more importantly, how each side perceives their outcome relative to their standing before the game. For example, a "win" results when the outcome of a negotiation is better than expected, a "loss" when the outcome is worse than expected. Two people may receive the same outcome in measurable terms, say $10, but for one side that may be a loss, while for the other it is a win. In other words, expectations determine one's perception of any given result. Win-win outcomes occur when each side of a dispute feels they have won. Win-lose situations result when only one side perceives the outcome as positive. Lose-lose means that all parties end up being worse off. In other situations, though, lose-lose outcomes occur when win-win outcomes might have been possible. Use the following to cite this article: Spangler, Brad.
U.S. Institute for Environmental Conflict Resolution 057c43b1d49eb0e249f34418e7962eba Avoidance Lose-Lose From Wikipedia, the free encyclopedia Avoidance may refer to: Consortium on Negotiation and Conflict Resolution — Consortium on Negotiation and Conflict Resolution — Georgia State University Restorative Justice Project Cited FairnessWorks.com editor Ken Kimsey urged readers this week to explore and submit entries to WhatIsRestorativeJustice.org, an online database project led by Carolyn Benne as part of CNCR. More » CNCR teaches mediation at Birmingham City University in UK As a member of the Higher Education Funding Council of England’s Improving Dispute Resolution Project, Jill Scott attended CNCR’s Summer Institute and immediately saw the benefits of mediation in her role as Equality and Diversity Advisor at Birmingham City University, UK. CNCR builds capacity for conflict management at WHO in Cairo In collaboration with the Eastern Mediterranean Regional Office’s Staff Development and Learning Unit and the World Health Organization-HQ, the Consortium on Negotiation and Conflict Resolution designed and conducted a series of four, one-day seminars for the general staff and supervisors of EMRO-WHO and a four-day workshop on “Mediating Workplace Conflict.”
Fundamental attribution error In social psychology, the fundamental attribution error, also known as the correspondence bias or attribution effect, is the tendency for people to place an undue emphasis on internal characteristics (personality) to explain someone else's behavior in a given situation rather than considering the situation's external factors. It does not explain interpretations of one's own behavior, where situational factors are more easily recognized and can thus be taken into consideration. Conversely, from the other perspective, this error is known as the actor–observer bias, in which people tend to overemphasize the role of a situation in their behaviors and underemphasize the role of their own personalities. Examples Alice, a driver, is about to pass through an intersection. Her light turns green, and she begins to accelerate, but another car drives through the red light, crossing in front of her. Details Classic demonstration study: Jones and Harris (1967) Explanations
Conciliation Conciliation is an alternative dispute resolution (ADR) process whereby the parties to a dispute use a conciliator, who meets with the parties separately in an attempt to resolve their differences. They do this by lowering tensions, improving communications, interpreting issues, providing technical assistance, exploring potential solutions and bringing about a negotiated settlement. Conciliation differs from arbitration in that the conciliation process, in and of itself, has no legal standing, and the conciliator usually has no authority to seek evidence or call witnesses, usually writes no decision, and makes no award. Conciliation differs from mediation in that the main goal is to conciliate, most of the time by seeking concessions. In conciliation the parties seldom, if ever, actually face each other across the table in the presence of the conciliator. Effectiveness Historical conciliation Historical conciliation is not an excavation of objective facts. Japan
Group conflict Group conflict, or hostilities between different groups, is a pervasive feature common to all levels of social organization (e.g., sports teams, ethnic groups, nations, religions, gangs). Although group conflict is one of the most complex phenomena studied by social scientists, the history of the human race evidences a series of group-level conflicts that have gained notoriety over the years. For example, from 1820 to 1945, it has been estimated that at least 59 million persons were killed during conflicts between groups of one type or another. Literature suggests that the number of fatalities nearly doubled between the years 1914 to 1964 as a result of further group conflict. Group conflict can be separated into two sub-categories of conflict: inter-group conflict (in which distinct groups of individuals are at odds with one another), and intra-group conflict (in which select individuals a part of the same group clash with one another). Intergroup conflict Sources