conflict magic
DESCRIPTION
The correlation between the Thomas-Kilmann conflict model and DiSC is strong. We use this presentation with a DiSC profile to help teams manage conflict effectively.TRANSCRIPT
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The TEAMApproach
Connect &Succeed Behavioral Shopping
Spree• Match people to
the behavioral descriptions
• Collect as many signatures as you can
• Put your name on your paper
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The TEAMApproach
Connect &Succeed Conflict Magic
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Definition
Situation in which the concerns of two people appear to be
incompatible.
ofConflict:
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The TEAMApproach
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What Brought Us Together?
• Our Mission is to maintain and improve veterans' health and quality of life.
• Our Vision is to be the Provider and Employer of Choice by delivering the best health care services.
• Our Values are Trust, Respect, Excellence, Compassion and Commitment.
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The TEAMApproach
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When individuals with different needs come
together, conflict often occurs
Clip
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What? Who?
Why? How?
D i
C S
More Powerful
Active/OutgoingDirect
IndirectReserved
Less Powerful
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The TEAMApproach
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Understanding Conflict
The fact that we are all different
Makes conflict inevitable
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The TEAMApproach
Connect &Succeed Understanding Conflict
One person’s natural strengths can expose
another’s natural limitations
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The TEAMApproach
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Understanding Conflict
Conflicts are differencesheated up!
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The TEAMApproach
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Understanding Conflict
People do what they do, not because they are trying to do
something to you, but for themselves!
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The TEAMApproach
Connect &Succeed Understanding Conflict
Conflicts can be our similarities in competition!
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The TEAMApproach
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Understanding Conflict
Conflicts also occur when strengths are pushed out of
balance.
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The Golden Rule
Do unto others as you
would have them do unto you
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The Platinum Rule
Do unto others as they
would have you do unto them
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Conflict Modes
Cooperativeness
Ass
ert
iven
ess
Competing
Accommodating
Avoiding
Collaborating
Compromising
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Two heads are better than one.
Kill your enemies with kindness.
Split the difference.
Leave well enough alone.
Might makes right.
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Perceptions
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Competing
• When quick, decisive action is vital - e.g., emergencies
• On important issues where unpopular courses of action need to be implemented - e.g., cost cutting, enforcing unpopular rules, discipline
• On issues vital to company welfare when you know you’re right
• To protect yourself against people who take advantage of non-competitive behavior
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Accommodating
• When you realize that you are wrong - to learn from others, and to show that you are reasonable
• When the issue is much more important to the other person than to yourself - as a goodwill measure
• To build up social credits for later issues important to you
• When continued competition would only damage your cause - when you are outmatched and losing
• When preserving harmony and avoiding disruption are important
• To aid in the development of others by allowing them to experiment and learn from their own mistakes
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Avoiding
• When an issue is trivial, of only passing importance, or when other more important issues are pressing
• When you perceive no chance of satisfying your concerns - e.g., when you have low power or something is difficult to change
• When the potential damage of confronting a conflict outweighs the advantages of an immediate decision
• To let people cool down• When gathering more information outweighs the
advantages of an immediate decision• When others can resolve the conflict more
effectively
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Compromising
• When goals are moderately important, but not worth the effort or potential disruption of more assertive modes
• When two opponents with equal power are strongly committed to mutually exclusive goals - as in labor - management bargaining
• To achieve temporary settlements to complex issues
• To arrive at expedient solutions under time pressure
• As a backup mode when collaboration or competition fails to be successful
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Collaborating
• To find an integrative solution when both sets of concerns are too important to be compromised
• When your objective is to learn - e.g., testing your own assumptions, understanding the views of others
• To merge insights from people with different perspectives on a problem
• To gain commitment by incorporating other’s concerns into a consensual decision
• To work through hard feelings which have been interfering with an interpersonal relationship
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DResolving Conflict
• Avoid “right - wrong” debates by stating your differences without judgement.
• Use open-ended questions to get to the real issues
• Ask them what would be necessary to have a win/win solution
• Wrap up the discussion by stating what each person has committed to do to resolve the conflict
High “D”Tends to take a direct, aggressive
approach which may result in “I win/you lose”
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iResolving Conflict
• Recognize their discomfort with conflict or loss of approval
• State the issue factually without criticism of them as a person
• Limit their attempts to minimize the problem or sidetrack the discussion
• Wrap up the discussion with a clear statement of what is going to happen, by when, and affirm your relationship with them
High “i”Tends to avoid direct, open conflict
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SResolving Conflict
• State the need to resolve the conflict in order to maintain stability and harmony in the relationship
• Draw out uncomfortable issues by asking open-ended questions
• Ask them what they would need to resolve the issue in a way that was reasonable and effective
High “S”Tends to avoid aggression, hostility or
conflict
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CResolving Conflict
• State the issue calmly, logically, and factually, citing specific behavior
• Ask what they would need to resolve this conflict on a “win-win” basis
• Recognize their need to think about the situation before responding by scheduling a time to have a follow-up discussion
High “C”Tends to initially withdraw from open conflict but may become defensive or
aggressive
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Frank and Ernest