Leadership Challenges and Conflict Resolution

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Leadership Challenges and Conflict Resolution

Immersion​- Grade 12

O​bjectives:

​At the end of the lesson, the students should be able to:

​a. identify the different strategies in resolving conflict;

b. demonstrate healthy ways to manage or resolve conflict; and

c. ​value the importance of conflict resolution in effective group management.

Poll

What comes into your mind when you hear or see the word conflict?

• Disagreement

• Obstacles

• Opportunities

• violence

Multiple Choice

What best describes conflict?

• lack of communication

• different thinking styles

• a clash of interests, values, actions, views or directions

• disagreement among people

3 CONCEPTS OF CONFLICT SITUATION​

POSITIONS​

- a way of looking at or considering things

- for every position, there is an opposite one.

Multiple Choice

What should you do if you want to avoid conflict in positions?

•  give up one's own position or meet in between

• stick to your position

• let conflict arises

• back up your position with a research

3 CONCEPTS OF CONFLICT SITUATION​

POSITIONS​

- a way of looking at or considering things

- for every position, there is an opposite one

ASSUMPTIONS​

- is something that you assume to be the case, even without proof

- people ‘s positions are often fed by underlying assumptions

Open Ended

What should you do to avoid creating conflicts due to your assumptions?

3 CONCEPTS OF CONFLICT SITUATION​

ASPIRATIONS​

- a desire or ambition for which someone is motivated to work very hard

- the underlying aspirations that feed our positions hold the key to harvesting the gift of conflict

Multiple Choice

Often with little or no evidence and sometimes tested in research?

• Aspirations

• Positions

• Assumptions

• Conflict

Open Ended

Imagine two children arguing over who gets the last orange. Both children take the position of wanting the whole orange, and as the adult, you intervene since you don't want them to fight over an orange. What should you do?

C​onflict Management

- disputes are resolved

- minimize interpersonal issues

- produce better business outcomes

​

​Five Styles of Conflict Management

​Competing

​Avoiding

​Accommodating

​Collaborating

​Compromising

​

​Competing

- rejects compromise

- involves not giving in to others' viewpoints or wants.

- does not back down

- used when a person has to take quick action or handle vital issues​

Multiple Choice

To develop this style what ability should you develop?

• listening ability

• Flexible

• ability to argue/debate

• be expert in problem-solving

​

​accommodATING

Open Ended

What action do you most likely do when you use the accommodating style?

​

​accommodATING

​- putting the other parties' needs before one's own.

- You allow them to ‘win’

- "self-sacrifice"

Multiple Choice

Accommodating style includes the following abilities except?

• ability to sacrifice

• ability to obey

• ability to be self-centered

• ability to yield

​

​avoidING

​- aims to reduce conflict by ignoring it

-the goal is to "delay"

- you do not satisfy your concerns or the concerns of the other person.​

Open Ended

When is it appropriate to use the avoidance style?

​

​

​- "compromise"

- seeks to find the middle ground

- known as a lose-lose situation

-each party’s needs and wants are considered

- win-win solution

- parties sitting down together, talking through the conflict, and negotiating a solution together.

COLLABORATING​

COMPROMISING

​

​

- involvement of a third party to support and help those involved in a conflict to find a resolution

- reach an agreements

- parties involved work out their own agreement​

NEGOTIATION​

MEDIATION​

recitation time!!

This style is mostly used to preserve harmony and avoid longer arguments or disruptions.​

What conflict management style are you going to use when you want to achieve temporary settlements on complex issues?

​

This style aims to let people cool down, reduce tensions to a productive level, and regain perspective and composure.

​

A conflict management style where you merge the insights of people with different perspectives on a problem.

You use this style on issues vital to the team's welfare when you know you're right. ​

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