English Essay

Conflict Resolution Worksheet

Conflict is a positive element of all groups. Without it, people would not be challenged to think beyond their everyday, routine boundaries. When a variety of people with different perspectives, values, experiences, education, lifestyles and interests come together, differences abound. That diversity can enrich the discussion, the ideas and the project goals if the conflict and tensions that emerge are resolved and the group uses the learning to improve its work.

Conflict can also be negative and adversely affect the success of the group. The solution is for the group to deal with its conflict constructively, before it becomes embedded, spreads and erodes the foundation to the point where it cannot carry on any longer.

Understanding conflict is important before you can deal with it effectively. Research tells us that conflict evolves through stages, involves an observable process and has a number of common characteristics. Recognizing and understanding what may be happening is the first step in resolving the situation effectively. Some conflicts can be avoided entirely, or at least kept from escalating, if you understand what is happening, your style and attitudes about conflict and its causes.

Key Elements are common to all conflicts, whether large or small.

· All conflict involves at least two parties - two or more people, two groups, two countries, a person and a group, a country and a group, etc.

· Some sort of struggle or threat, either real or suspected, exists.

· Interaction or interference takes place.

· The interaction may be emotional.

Most people have a dominant method or style of dealing with conflict. In some cases, that style may be appropriate, but it may not be, depending on the situation. In most cases, the best style to use is one that achieves an acceptable solution to both parties. This is an integration/collaboration style, and to a lesser extent, a compromising style. This list of styles describes the five most common styles people use to deal with conflict.

5 Conflict Management Styles

1. Conflict Avoidance (unco-operative and unassertive) Your customary manner is to be passive and withdraw from conflict situations. Your most frequent attitude is to be accepting and patient, often suppressing your strong feelings to avoid confrontation. This type of behavior usually victimizes one's self, and tends to make it difficult for others to know there is a problem. Avoiding can be useful when: an issue is trivial, you have no chance of getting your way, potential harm outweighs the benefits, you need time to let people cool down.

2. Conflict Accommodation (co-operative and unassertive) You try to satisfy the other person's concerns at the expense of your own. You strive to understand, listen and put yourself in the other person's place. The mood is often co-operative and even conciliatory. An accommodating style may be useful when: you know you are wrong, as a gesture of good will, to build favors owed, when you are clearly losing, when harmony is very important.

3. Conflict Competition (unco-operative and assertive) You use direct tactics and have a strong need to control the situation and/or people. You want to straighten out the other person, to argue about who is right, and are ready to defend your ideas forcibly. You use whatever seems appropriate to win. This style may be most useful and effective in emergencies, discipline, enforcement of unpopular rules, when doing unpopular things that must be done.

4. Conflict Integration (co-operative and assertive) You work with the other person to find a solution that fully satisfies both sides. You are ready to defend a stand without being too pushy. You are willing to work toward a mutually agreeable solution through negotiation. Verbal skills are used to move the discussion forward. This style is helpful when: both sides are important, learning something new is important, to merge insights, buy-in from others is important, to deal with hard feelings.

5. Conflict Compromise (intermediate in co-operating and assertiveness) You work to seek a middle-ground solution for both parties. The solution provides partial satisfaction for both, but in the interest of time and a lack of commitment or effort to do better, this will do. This style is most helpful when: neither side is very important, power on both sides is equal, to arrive at the best solution because you are pressed for time, as a back up when other ways fail.

Conflict Worksheet

Think of 2 difficult situations that you have been involved in the past week or several weeks. Write down your observations and understanding of the conflict for each example. A few sentences response for each question is fine. Remember these can be large or small conflicts, but they do need to be between you and at least one other person (no internal conflict examples please).

Conflict #1

1. Explain the conflict/situation and the circumstances surrounding the issue.

2. Describe who was involved, the main parties.

3. Which Conflict Management Style did you use and why?

4. How could you have improved the outcome? What could you have done differently to manage the situation more effectively? Could you have chosen a better or more appropriate Conflict management Style?

Conflict #2

1. Explain the conflict/situation and the circumstances surrounding the issue.

2. Describe who was involved, the main parties.

3. Which Conflict Management Style did you use and why?

4. How could you have improved the outcome? What could you have done differently to manage the situation more effectively? Could you have chosen a better or more appropriate Conflict management Style?

Conflict Resolution

Think about the steps below to help you understand your conflict better and help propose a formidable solution for the future.

The Three Steps To Effectively Deal With Conflict Are:

1. Define the situation, the facts, the aim or outcome (recognize and define).

· Review the immediate environment.

· Assemble information.

· Describe the situation.

· Specify the outcomes.

2. Search for alternatives and their implications (generate alternatives)

· Create choices (reach beyond "either/or" solutions).

· Identify as many feasible solutions as possible.

· Assemble criteria to evaluate choices.

· Assess alternatives: advantages, disadvantages, implications and consequences.

3. Make a decision (choose a solution).

· Select the most appropriate solution.

· Determine implementation plans - who does what by when?

· Follow up on tasks assigned or agreed upon.

· Evaluate the solution and whether or not it is working.