1. Wyoming Association of Municipalities Annual Convention June 12th, 2009 Conflict Resolution Presented by: Juliet Daniels & Bill Taylor University of Wyoming Cooperative Extension Service
2. Conflict is natural, inevitable and necessary ! Conflict creates tensionand pressure for change and all change creates some conflict. 2
4. Did the conflict result in a positive or negative outcome? Positive outcome Negative outcome
5. Nonviolent Action Administrative Arbitration Inaction Facilitation Judicial Negotiation Mediation Legislative Violence Increasing formality & 3rd Party Influence Continuum of Approaches to Conflict 5
6. Personal Antagonism Shift from non-personal, external disagreement to the other person being seen as the problem Social Transformation of Conflict 6
7. Issue Proliferation “I don’t like your horse either !” “You slighted me back in 1975?” Antagonism moves from specific to general Social Transformation of Conflict 7
88. “Your goal is not to win over them, to win them over.” – Getting Past No Five Steps Go to the balcony Step to their side Reframe Build them a Golden Bridge Use power to educate Turning Adversaries into Partners 32 *Handout: “Handling Problem People”
89. THIS WORKSHOP… Provided new information Reinforced what I already knew Provided no new information
90. HOW MUCH KNOWLEDGE DID YOU GAIN? A lot A moderate amount Some Not much None
91. MY ATTENDANCE TODAY MOTIVATED ME TO THINK. A lot A moderate amount Some Not much None
92. MY ATTENDANCE TODAY MOTIVATED ME TO WANT TO LEARN MORE. A lot A moderate amount Some Not much None
93. MY ATTENDANCE TODAY MOTIVATED ME TO DO SOMETHING DIFFERENT. A lot A moderate amount Some Not much None
Therefore, we cannot move forward and grow without some conflict.The challenge is to manage conflict so that outcomes are positive.
Inaction: Avoidance, decision by one party only. Win-Lose by defaultNegotiation: Private, informal decision making – only parties involved participate. Goal is “consensus” & “win-win”Facilitation: Private, informal decision making by only parties involved. Neutral 3rd party “facilitates discussion – tries to maximize communication & minimize conflict. Goal is “consensus” & “win-win”Mediation: Private, informal decision making by parties involved, but “mediator” helps create settlement. 3rd party actively works to resolve the conflict – may not be neutral on all issues. May still be “win-win”Arbitration: Private, but formal – 3rd party makes decision. Conflicting parties usually agree in advance to be bound by the decision.Administrative Decision: Private, but formal – 3rd party makes decision. Person(s) in authority make final decision – with or without input or agreement of conflicting parties.Judicial Decision: Public, formal, 3rd party decision making. Judge or jury makes binding decision based on law, evidence, precedent, etc.Legislative Decision: Public, formal, 3rd party decision making. Elected officials enact law to formalize societal policy, behavior, etc.Non-violent direct action: coerced decision making – public gathering to influence policy, action, etc.Violence: coercion through force or threat of force. Often a “lose-lose” result.
Happiness – Fulfillment, Excitement & Contentment: All are positive emotions to foster, but… …they are all defined by individual standards……they may or may not result in positive action……hurt or resentment can follow if these emotions are not accepted or respectedF E A RCauses fight or flight responses…… lots of adrenalin… defensiveness… verbal or physical reactionWork to remove fear, if possible !Sadness – Emotional LossSome adults refuse to allow full expression of sadness because they think it may hamper work and/or make them appear unable to cope.Sadness can strongly influence conflict and problem solving.Anger - An Emotion of OffenseThis most volatile emotion is usually present in conflicts……can result when another moves too close to personal “tender spots,” pulls back too soon or doesn’t honor our vulnerability … …often results in insults, assaults or flight…Recognize,diminish,defuseOverly protective or defensive emotions tend to: …escalate more rapidly……become more intense……last longer……with each occurrence
Power exists in the social relationship between peoplePower is not constant and finite. It is relational, fluid and difficult to measureIndividuals internalize societal patterns of domination, but have power to act in their own interests A domination-free order is best
Formal AuthorityExpert or Informational PowerAssociational PowerResource PowerProcedural PowerSanction PowerNuisance PowerMoral PowerHabitual PowerPersonal Power
Stakeholders are any parties who view themselves as deeply affected by this negotiation, project or decisionBlockers: Any person or group that can block implementation if they are unhappy with the decisionApprovers: Anyone whose approval will enable the project to proceedExperts: Anyone whose advice or assistance is valuable. Ex. Technical expertise
Explain the need to satisfy interests…not protect positionsEngage in discussion/exercises to help parties understand other’s perceptionsIf needed, find ways for people to “vent”Reframe the conversation to accurately reflect the issueTry to put the conversation in neutral terms – use examplesAvoid labeling people and groups with characterizations or as issuesForming –Getting group organized & startedStorming – Working through personalities, leadership-control issues, alliances & factionsPerforming -Developing synergy & accomplishing goalsAdorning –Synergy, celebrating successes & accomplishmentsTransforming – Ending, transition to next process, good-byes
Planning the MeetingWill the meeting be an open exploration of alternatives? Or, is the outcome predetermined?If the former … define the scope of issue, problem or needDecide on a meeting typeSelect a facilitatorDevelop an agenda (facilitator may help)Planning the Meeting - LogisticsSelect date, time & location of meeting – Convenient to most stakeholdersEstablish meeting time limits Agree on protocol, including decision-making process –(Plurality? Majority? Consensus? Unanimity?) Provide pertinent information Location easily accessible – neutral locationRoom large enough to seat everyone Adequate acoustics, ventilation, lighting, tables/chairs,A-V equipment, flip-charts & markers, wall space, breakout rooms, restrooms,Seating arrangement – circular is goodPlanning the Meeting Notify potential audience well in advance Clarify meeting purposeGather supporting materials, including experts Agenda preparationa. Solicit group input b. Including opening, body, closingConducting the MeetingAdhere to process sequence: a. Establish ground rules b. Clarify need – situation - problem c. Identify options and alternativese. Evaluate and choose alternativesPlan implementationEvaluate & summarize meeting achievements
AnalysisGather informationOrganize the informationThink about the informationConsider:PerceptionsEmotionsUnclear communicationsOthers’ interestsAny criteria which can be agreed upon or form a basis of agreementPlanningGenerate ideas, propose solutions for:People problemsInterestsRealistic objectivesGenerate additional options and criteriaDiscussionParties communicate, looking for agreementDiscussDifferences in perceptionFeelings of frustration and angerDifficulties in communicationEach side strives to understand feelings/needs of otherSeek agreement on objective standards for resolutionJointly generate options that are mutually advantageous
Road Blocks to CommunicationTheir positionThey feel they will lose entirely if they give up anything.They have often learned sandbox fighting and feel their position must be maintained at all costs.Road Blocks to Communication (cont.)Their dissatisfactionMay have no interest or see benefit in reaching agreementMay fear losing faceMay reject agreement because it was your ideaYou will need to provide them with a reason to reach agreement without losing face. Must show a benefit beyond their BATNA.Road Blocks to Communication (cont.)Their powerIf they have power to refuse and not be affected – difficult to get them to an agreementYou will have to offer them something they want
Five StepsGo to the balconyStep backDon’t try to control them, control yourselfReflect on the alternativesDon’t reactStep to their sideDefuse their anger, fear, hostility, suspicionDon’t attack, listenTry to take their side in as many ways as possibleReframeDon’t reject – take them back to meeting each other’s challengesTake what they say and say it back to see if you have the same perspectiveAsk problem solving questionsWhat would you do if…?What if we were to…?Don’t reject, reframeBuild them a Golden BridgeTry to identify and satisfy their unmet interests, particularly human needs.Help them save face and have some victoryDon’t push, make it easy for them to move your directionUse power to educateEducate them to costs of not agreeing (without threats)Ask reality testing questions, warn but don’t threatenExplain your BATNA