Professional Documents
Culture Documents
L EA D E RS H I P P RO G R A M 2 0 1 2 - 2 0 1 3 S p o n s o re d by t h e P ro vo st s O f f i c e J o h n s H o p k i n s U n i ve rs i t y
Catherine J. Morrison, JD A s s o c i a t e Fa c u l t y Johns Hopkins Bloomberg School of Public Health cmorrison@createagreement.com
Learning Objectives
2
management
Acquire specific tactical approaches to conflict
situations
Apply that understanding to more effectively assess
CONFLICT HAPPENS
3
any relationship
an opportunity to
and approaches
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.
Personal antagonism
Destructive to group
Ibid., 24.
3. Build understanding
4. Agree on solutions
a conversation
Be clear about your
intentions
State your goal - a
positive resolution
Ibid.
persons perspective
Paraphrase what you
hear
Acknowledge your
contribution
Describe your
perspective
Ibid.
I take action
I adopt beliefs I draw conclusions
I add meaning
I select data Observable data
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
language
Avoid pronouns
agenda
Foundational Concepts for Understanding Conflict.
time
Clarify assumptions Explore interests and
feelings
Ibid.
Reality test
Is this
doable?
Durability test Is this
durable?
Interest test Does this
Jointly
create action
plan
What needs to happen?
By when?
How will interaction
16
17
18
19
20
21
22
Faced with the choice between changing ones mind and proving that there is no need to do so, almost everybody gets busy on the proof.
Sources
25
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
Sources
26
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.
Recommended Reading
27
Conger, J. A. (1998, May-June). The Necessary Art of Persuasion. Harvard Business Review, pp. 84-95.
Eisenhardt, K., Kahwajy, L., & Bourgeois, L. J. (1997, July-August). How Management Teams Can Have a Good Fight. Harvard Business Review, pp. 77-85. 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.
Recommended Reading
28
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.