Conflict

And Its Management

Scope and Severity of the Problem

Injury and violence is one of the 10 leading health indicators identified by the Healthy People 2010 initiative. In 1995, the cost of injury and violence in the U.S. was estimated at more than $224 billion per year. These costs include direct medical care and rehabilitation as well as productivity losses to the Nations workforce.
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Scope and Severity of the Problem

In 1997, homicide was the third leading cause of death for children aged 5 to 14 years, an increasing trend in childhood violent deaths. Many factors that contribute to injuries also are closely associated with violent and abusive behavior, such as low income, discrimination, lack of education, and lack of employment opportunities. 3

Conflict Resolution
Interpersonal conflict is unavoidable, but we can learn to manage it. Conflict: A condition that exists anytime two or more people disagree.

Conflict Resolution
Conflict is a natural phenomenon, neither inherently good or bad, but there may be positive or negative outcomes.

Conflict Resolution
General perceptions of conflict as negative: Anger Disagreement Hostility Threat Anxiety Competition Tension Violence Destruction Pain War

Conflict Resolution
Potential Productive Outcomes of Conflict: Clarifying Learning Stimulating Intimate Courageous Strengthening Creative Helpful Enriching Caring Opportunity Inclusive
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Conflict Resolution
Managing conflict in a dysfunctional way is a learned behavior and can be changed.

Conflict Resolution
How do/did we learn our own styles of conflict management? Role Models?
Family role models Celebrity role models Teachers/mentors/coaches Media examples/role models
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Personal Styles of Dealing with Conflict

Turtle (Avoidance)
Teddy Bear (Accommodation) Shark (Domination)

Fox (Compromise)
Owl (Integration)
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Conflict Resolution
Its likely that a person employs more than one style, depending on the situation, but usually one style dominates. Certain styles may be appropriate for certain situations.

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Conflict Resolution
Managing conflict constructively depends in large measure on clear, open, and honest communication

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Elements of Communication
Source - Person that begins or initiates
message

Message - Information or the meaning Channel - Medium through which message

is transmitted

Receiver - Person who is targeted for the

message
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Elements of Message Meaning

Verbal Meaning 7%

Tone of Voice 38%

Facial Expression 55%

93% of the meaning of a message comes from nonverbal sources!

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Conflict Resolution Skills

Getting the facts Active/Reflective Listening Defusing/managing anger Empathy skills Cognitive restructuring Negotiating outcomes
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Conflict Resolution Process

Find a good time and place to talk. Discuss the problem - Clarify issues
Get all the facts Use active (aka reflective) listening Use I messages Focus on the problem, not the person Avoid communication blockers
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Conflict Resolution Process

Generate a variety of options; brainstorm Choose a solution that works for everybody Try the solution. If it doesnt work, go back to step three and renegotiate.

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Active Listening
Look at the person speaking Maintain an open mind Pay attention Ask questions Repeat what the speaker says Listen for the feelings of the speaker Dont: Interrupt, change the subject, make up your mind before the person finishes speaking
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Roadblocks To Resolving Conflict

Clashing Egos - Styles Of Conflicts Name calling Sarcasm/Ridicule Insulting Threatening Blaming Inflexibility Defensive body posturing/language

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No-Lose Method
Steps To Follow: 1. Defining the problem in terms of needs. 2. Generating possible solutions (brainstorming). 3. Evaluating and testing the various solutions. 4. Deciding on mutually acceptable solutions. 5. Implementing the solution. (Try it out.) 6. Evaluating the solution.

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No-Lose Method
Some Assumptions about the No-Lose Method: Your needs are important My needs are equally important We will approach this conflict from a needs standpoint, not a solution standpoint. I will never use my power.
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Methods of Conflict Resolution - Behjat Sharif

Denial Suppression Power Compromise Collaboration
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