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Morrison, JD Associate Faculty Johns Hopkins Bloomberg School of Public Health cmorrison@createagreement.com When Things Don’t Work: Recognizing and Resolving Conflict... Learning Object

LEADERSHIP PROGRAM 2012-2013 Sponsored by the Provost’s Office

Johns Hopkins University

Catherine J Morrison, JD Associate Faculty Johns Hopkins Bloomberg School of Public Health

cmorrison@createagreement.com

When Things Don’t Work:

Recognizing and Resolving Conflict

Learning Objectives

• Understand the fundamental concepts of conflict management

 Acquire specific tactical approaches to conflict situations

 Apply that understanding to more effectively assess and manage two-party and multi-party conflicts



• s

2

How can we manage the energy of conflict?

4

Use cognitive conflict

 Disagreement about ideas

and approaches

 Issue focused, not personal

 Characteristic of high

performing groups

Amason, A.C., Thompson, K.R., Hochwarter,

W.A., & Harrison, A.W (1995, Autumn)

“Conflict: An Important Dimension in

Successful Management Teams.”

Organizational Dynamics, 24(2), 22-23.

5

Avoid affective conflict

6

 Personal antagonism fueled by differences of opinion

 Destructive to group performance and

cohesion

Ibid., 24.

How can we keep conflict cognitive?

Mediation Services (2003) Foundational concepts for understanding conflict Winnipeg, MB,

Canada

7

Step 1 Make the approach

 Reflect before you begin

 Invite the other party to

Step 2 Share perspectives

 Ask for the other person’s

Understand why your views differ

Clark, W (October 17, 2005) People Whose Ideas Influence Organisational Work

- Chris Argyris In Organisations@Onepine Retrieved March 8, 2009, from http://www.onepine.info/pargy.htm

Name the issues

 Identify topics that the

parties view as important

Step 3 Build understanding

Step 4 Agree on solutions

 Reality test – Is this

doable?

 Durability test – Is this

durable?

 Interest test – Does this

meet all parties’

interests?

Ibid.

13

Step 5 Plan next steps

 Jointly create action

plan

 What needs to happen?

 Who needs to do what?

By when?

 How will interaction take

place if problems occur?

Ibid.

14

Tools for Conflict Management

15

That’s true but…

What

doesn’t

work

16

That’s true and…

What

does

work

17

The “third story”

What

does

work

19

You get the picture…

What

doesn’t

work

21

Match and lower, match and raise

What

does

work

22

“Faced with the choice between changing one’s

mind and proving that there is no need to do so, almost everybody gets busy on the proof.”

John Kenneth Galbraith

Sources and Recommended Reading

24

Amason, A.C., Thompson, K.R., Hochwarter, W.A., & Harrison, A.W (1995, Autumn) “Conflict: An Important Dimension in Successful Management Teams.” Organizational Dynamics, 24(2), 20-35.

Clark, W (October 17, 2005) People Whose Ideas Influence

Organisational Work - Chris Argyris In Organisations@Onepine Retrieved March 8, 2009, from

http://www.onepine.info/pargy.htm

25

Garmston, R.J (Summer 2005) “Group Wise: How to turn conflict into an effective learning process.” Journal of Staff Development, 26(3), 65-66.

Mediation Services (2003) Foundational concepts for

understanding conflict Winnipeg, MB, Canada

26

Robinson, R J (1997, February 6) Errors in Social Judgment:

Implications for Negotiation and Conflict Resolution Harvard Business School Publishing, Case Note 897103, pp 1-7 .

27

Recommended Reading

Sussman, L (1999, January 15) How to Frame a Message: The Art

of Persuasion and Negotiation Business Horizons, pp 2-6.

Tannen, D (1995, September-October) The Power of Talk: Who Gets Heard and Why Harvard Business Review, pp 138-148.

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