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Operation P.E.A.C.E. 2.0 - Conflict Resolution

  1. Meeting the Conflict
  2. An activity which takes place when conscious beings (individuals or groups) wish to carry out mutually inconsistent acts concerning their wants, needs or obligations. An interactive process manifested in incompatibility, disagreement or dissonance within or between social entities. O situație de competiție în care părțile sunt conștiente de potențialele incompatibilități viitoare, în care fiecare parte dorește să ocupe o poziție care este incompatibilă cu dorințele celorlalți. Definition
  3. Perception of the conflict Unavoidable? “Constructive” or “Destructive” Tool-Kit
  4. Conflict – means new opportunities?!
  5. Conflict – means new opportunities?!
  6. Perception
  7. Perception
  8. “Blind men and an elephant”
  9. Thomas-Kilmann Conflict Modes (Test)
  10. Conditions for achieving the WIN-WIN: Opportunity SkillsCosts
  11. Learning VS Comfort?
  12. «Verbal Aikido»
  13. Ai-Ki – the balance of energy
  14. To stay on the same side: Agree that you disagree! In what? How to change it?
  15. Changing the focus Solving and Resolution Management and Control Transformation
  16. Typology of conflicts
  17. Instruments
  18. «Onion» Position (I say) Interests (I want) Needs (I need)
  19. Conflict tree Consequences Core problem Reasons
  20. «Iceberg» Values Position Interests Needs
  21. Positions vs. Interests Positions –one party’s proposed solution to an issue –the “how” focuses on a particular solution –Require justification (defense) –sets up confrontation before the problem has been clearly defined Interests –one party’s concern, need, or desire behind an issue –Examine “Why” a solution is preferred/the issue is being raised –Require explanation (reason) –establishes a climate and a common language for discussion –Interests are not Mutually Exclusive
  22. How do you identify interests? • Ask “Why”? • Ask “Why Not”? • Realize each side has multiple interests • The most powerful interests are basic human needs
  23. Interests vs. Positions • Most powerful interests are human needs.
  24. Husband “I want a vacation in Las Vegas” (Casino) Wife “I want a vacation at the beach” (See)
  25. Let’s practice
  26. How to invent? • Separate inventing from deciding • Broaden the options on table • Search for mutual gain • Make their decision easy
  27. Separate inventing from deciding • Brainstorming Don’t criticize Don’t evaluate Find most promising solutions Improve on other good ideas Finalize list and evaluate • Distinguish brainstorming from negotiation
  28. Broaden the options on table • Do not look for one best answer • Select from the great number and variety of options
  29. Broaden the options on table • Look through eyes of different experts • Invent agreements of different strengths (substance or procedure, agree on where you disagree) • Change the scope of proposed agreements
  30. Multiply options by shuttling between the specific and the general: the Circle Chart. Step I: Problem What’s wrong? Symptoms? Reality vs Desired Future Step II: Analysis Sort symptoms into groups Possible causes What’s missing Barriers to solving Step III: Approaches Possible strategies Theoretical fixes Broad ideas about what to do Step IV: Action Ideas What specific steps Goals Verify
  31. Look for mutual gain • Identify shared interests • Merge differing interests • Look for items that are low cost for you and high cost for them • Ask for their preferences
  32. Make their decision an easy one • Pick one person • “Whose shoes” - who do you want to influence • What decision- give them an answer rather than a problem • Look for precedent • “yesable position”
  33. Summary 1. Separate the people from the problem 2. Focus on interests, not positions 3. Create options for mutual gain 4. Define objective criteria
  34. Getting to YES: Negotiating Agreement Without Giving In by Roger Fisher and William Ury Penguin Press c. 1991