CONFLICT MANAGEMENT

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REACHING AGREEMENT: A SOLUTION-SEEKING MODEL

Once managers understand the nature of conflict and how to establish an environment that will nurture positive relationships, Shearouse introduces a model with specific steps for reaching solutions when conflicts arise. Using this model, managers can help slow down the decision-making and avoid jumping to a solution. The model also helps them keep an open mind when struggling to resolve conflict.

screen-shot-2016-11-11-at-7-14-58-pmThe solution-seeking model includes four steps:

1. Prepare. How will each person effectively contribute to the discussion? Shearouse suggests that managers ask these questions: What is the issue? Where can we talk? When can we talk? How can we make it “safe”? Who needs to be included?

2. Discover. This is the time to listen and talk. Managers need to avoid the natural inclination to state positions or solutions upfront. Rather, collect information and understand the other party’s perspective. People can start by sharing perceptions, exploring issues, and identifying interests.

3. Consider. Consider options for solutions.

4. Commit. To commit, managers need to write down the agreement, identify next steps, and regroup later to re-evaluate the solution.

LISTENING IS THE PLACE TO START

Shearouse also examines a couple of critical conflict-resolution skills needed to best take advantage of the solution-seeking model. Before jumping into a difficult conversation, it is important to vow to listen first. Listening is both essential to solving conflict and especially difficult to do in the middle of a conflict. Shearouse states that listening is the single most important and powerful tool when resolving a contentious issue or repair an awkward working relationship.

Managers should strive to develop the following three skills to become better listeners:

1. Nonverbal listening. Be aware of nonverbal cues, but do not jump to conclusions about what they mean. Managers also need to be aware of their own nonverbal communication.

2. Paraphrasing. Restate what the other person just said.

3. Asking questions. Raising questions enhances the ability to listen.

SAYING WHAT NEEDS TO BE SAID

Another critical conflict-resolution skill is communicating well, especially during tense interactions. Before starting a difficult conversation, managers need to objectively think about their own interests in the situation, as well as their own tendencies in conflicts.

When a conversation gets going, they should speak in a way that will encourage others to work together, not in a way that will lead to heightened confrontation or defensiveness.

It is critical to be respectful. If managers want to successfully present the importance of their message, they need to talk to everyone respectfully. Finally, to persuade people, managers should know where employees are coming from–what is important to them, and how they approach problems. Armed with this information, managers can more easily and effectively translate their thoughts into a message that makes sense to employees.

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About anubhamauryawalia

Anubha,a Trainer, Facilitator & OD&L Professional, drive to make things happen. A prolific Human Process Interventionist, created PRISM Philosophy, ( Prepare. Respect. Implement. Share. Maintain) carries 16 years of rich experience have worked with top of the line blue chip organizations like Honeywell, ICICI Bank, Moody ICL Certification were she was heading ODL, Trainings & Quality verticals. Her areas of expertise include human process intervention, Organisation Development, Change engagement Learning, Team building, POSH and Quality implementation. She is Consultant as Change Engagement & Learning for OD and delivers corporate training programs at national and international platform and First lady from India doing research on FOLLOWERSHIP. She is the Self-Discipline Strategist who relates profound truths coupled with humorous anecdotes empowering professionals to conquer their apprehension. Her work involves direct observation, real time feedback, experiential learning and coaching following Andragogy principles. Self-directed and self-motivated, Charismatic and persuasive, with the ability to rely on logic and facts to support her positions. In times of pressure, tend to be objective in her approach and direct in her communication. Naturally, optimistic, you seek out the possibilities in life. Her creativity and ability to solve problems are some of her greatest strengths. This paired with drive, vision, and methodical approach allows her to create new opportunities, keeping her experiences fresh and exciting. Preferring to develop new ideas rather than maintaining systems already in place. Bold person, whose character is marked by originality, expressiveness, generosity, determination, and a keen eye for details Natural born communicator and an adept social navigator, often others will sit by, engage new people or invite others in to make them feel at home. With a talent for creative reasoning and big picture thinking, she is a great innovator and are typically seen this way by others. Her energy and forward thinking can generate a team-oriented environment, helping to accomplish goals by motivating others, while creating an atmosphere that is fun and exciting.

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