d Human Relations and Conflict

CREATIVITY AND HUMAN

RELATIONS AND CONFLICT
MANAGEMENT

I. CREATIVITY

The composite of talents and abilities that allows a person to move

away from habitual thinking

INTUITION

Direct perception or insight

II. PERCEPTION AND CREATIVITY

THE ACT OF CREATION by Arthur Koestler, which describes all of the

major scientific inventions of the past, and shows the creative process that
produced them.

Collective Habits of Thought groups who often have their own beliefs
about what should be done and how.

PERCEPTION - It is the way we view the world.

III. CREATIVE INTELLIGENCE

INTELLIGENCE

Traditionally, it is the reasoning ability as measured by

standardized tests

THE SEVEN DIMENSIONS OF CREATIVE INTELLIGENCE

Language

Math / Logic
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Spatial
Reasoning

Music Intrapersona
l

Movement Interpersonal

IV. STRATEGY 10-1 INCREASE YOUR CREATIVITY

1. INTO THE OPEN MODE

It means GET that we tend to let things comes as they may we tend
to be more thoughtful. Operating in the open mode often involves giving
your self sufficient time

2. THINK OF YOURSELF AS A CREATIVE PERSON

The key to this step is self-perception. It has shown that people who
produce more creative output are different in one major way from those who
create less: the more creative people believe that they are creative.

3. LEARN TO SEE PROBLEMS AS OPPURTUNITIES

Seeing yourself as a creative you'll need to get a mindset that

doesn't see problems as events or situations to get depressed about.

4. LOOK FOR MORE THAN ONE OR TWO SOLUTIONS TO A PROBLEM

A major stumbling block with our methods of learning is that we are

taught to look for the one right answer. To get beyond this trap, learn to look
for the second right answer and the third, the fourth, and so on. It is okay to
have more solutions than to be limited.

5. LEARN TO "PLAY THE VIOLIN"

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It was trying to say that anything that really gets people outside of
their regular context will force them out of their comfort zone. You are more
likely to be creative when you are outside of your comfort zone.

6 TURN YOUR IDEAS INTO ACTION

Creativity doesn't do anyone much good if its products aren't

followed through into action.

7. DON'T BE AFRAID TO BREAK THE RULES

Whatever we do we feel compelled to follow the rules but

sometimes it is not bad to have a experiment or explore new things.

8. DON'T BE AFRAID TO MAKE MISTAKES

Our childhood training warns us not to be spontaneous, not to be

messy, and most importantly not to make fools of ourselves. Making
mistakes is one of the most effective ways of learning and being a bit foolish
is part of being human.

V. CREATIVITY IN THE WORKPLACE There must be a climate of deferred

judgment. All ideas will not be useful, but all will be listened to. Also the
environment must encourage enthusiasm and commitment from the whole
person. Work must be made rewarding, challenging, and fulfilling for a
creative atmosphere to exist.

CREATIVE METHODS FOR GROUPS

BRAINSTORMING

Groups of five to eight work best with a leader in front to record their
ideas they begin with session by addressing a problem. Everyone is
encouraged to speak in phrases rather than in sentences.

NOMINAL GROUP METHOD

Each employee put his/her ideas down in writing. The leader lists all
of the ideas up on a board where everyone can see them. Each group
member rates the idea and votes. After the vote there is a brief discussion of
the voting results. The group casts a final vote to select the proposal that will
be used.
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VI. TYPES OF CONFLICT

1. INNER CONFLICT
-This is conflict within an individual, which might involve values,
loyalties, or priorities.

2. PERSON AGAINST PERSON

-This type of conflict involves two people who are at odds over
personality differences, values conflicts, loyalties, or any number of
issues.

3. INTRAGROUP CONFLICT
-When two groups form and take sides, this type of conflict results.

4. PERSON VERSUS GROUP

-This type of conflict occurs most often when a member of a group
breaks its rules or norms. It can also involve someone who never was a
member of the group, but who opposes it

VII. CONFLICT ACTORS AND FACTORS

INNER PERSON VS. PERSON INTRAGROUP

PERSON VS. GROUP

VALUES PERSONALITIES CHOOSING

SIDES RULE-BREAKING
LOYALTIES VALUES
ANTI-NORM
PRIORITIES LOYALTIES

VIII. SOURCES OF CONFLICT

SOURCE POTENTIAL
SOLUTION
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Content Conflict Disagreement on items of

Check another source to verify
content or rightness of ideas
who is right

Values Conflict Disagreement on basic values

Tolerate value differences, listen,
and beliefs
communicate

Negotiation of Difficulties with self-definition

Build positive and stable self-concept
Selves Conflict

Institutionalized Competition over resources or

Address/revise organizational policies
Conflict power within a company
or structure

IX. CONFLICT ANALYSIS

WHO IS INVOLVED?
WHAT IS AT STAKE?
HOW IMPORTANT IS TIME?
WHAT ARE THE TIE-INS WITH OTHER ISSUES?

X. POTENTIAL SOLUTIONS

WIN-LOSE
-This strategy allows one side of a conflict to win at the expense of the
other. It works as a quick-fix conflict solution that sometimes must be chosen
when a win-win approach isn`t feasible.
*Win-Lose approach is the Democratic Vote and the other is Arbitrary
Approach.

LOSE-LOSE
-In this strategy, everyone gives something up. The main approach in
lose-lose is compromiseCompromise in the sense that nobody gets what
they want, but everyone can live with the decision.

WIN-WIN
-A win-win solution is one in which both sides feel they have come out
on top.
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XI. STRATEGY 11-1

Negotiate Win-win Solutions

6 steps before the win-win method can work

1. Get emotions under control

2. Agree on ground rules

3. Clarify all position

4. Explore multiple needs and issue

5. Develop alternatives

6. Choose the solutions that are win-win

XII. Styles of conflict management

1. Competitor

2. Avoider

3. Compromiser

4. Accommodator

5. Collaborator

XIII. Qualities of an effective conflict resolution method

1. Clarifies interest

2. Builds a good working relationship

3. Generates good opinions

4. Is seen by both sides as legitimates

5. Improves communication

6. Leads to wise commitment

XIV. Collaborate with others

In collaboration, we approach conflict resolution as a problem-solving
process. This process includes four phases:
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1. Identify the problem make sure that you are dealing with the real
issue, not a result for deeper problem.
2. Generate a solution from group discussion to written
questionnaires which involve everyone who is directly affected by the
conflict.
3. Identify an acceptable action plan get an agreement from both
sides to follow it.
4. Put the action plan to work the follow up the results.

XV. CONFLICTS WITH PROBLEM PEOPLE

Problem people are those who for one reason or another are not living
up to the expectations of an organization. Some people have emotional
problems that they bring to work. Others re simply low conformers, people
who dont like to do things the way everyone else does them.

Low conformers
High conformers are usually easy to work with. They work well in teams and
generally friendly toward and group norms.Low conformers are just opposite.
They think independently, solve problems creatively, and often cause some
conflict in the process. Working with and managing this type of personality
requires a special capacity for patience and goodwill.

Here are some suggestions that will make working with low conformers
less problematic:
1. Learn to tolerate their honesty they are usually straightforward.
2. Accept the low conformers firm method of self-expression without calling
it stubbornness or disloyalty.
3. Accept their independence dont be offend if they dont ask for advice.
4. Resist the urge to ask them to come to conclusions
5. Give relevant positive reinforcement even when they dont seem to need
it.

Jealous People
Jealousy is wanting what other person has, to the extent of feeling ill will
toward the person.

Several suggestions for dealing with jealousy at work:

1. Avoid destructive conflict with the jealous person if you keep that
goal in mind, your actions will be more focused and purposeful.
2. Confront the jealous co-worker some jealous people are dealt with
test by calling them on their jealousy, openly and honesty.
3. Ignore the jealous person say hello or goodbye, but avoid making
eye contact or starting a conversation.
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4. Discuss the problem with your manager this meeting should be a

perception check

Whiners and Complainers

Steps to deal with this common source of conflict:
1. Listen, but not too much you should be careful to give honest,
relevant complaints an ear when they involve you.
2. Do frequently reality checks -you can say something like okay ,
tell me exactly what the problem is and what you want me to do about
it.
3. Challenge the word unfair unfair is one of the commonest words
used by the whiners and complainers.
4. Be a team leader or player as a manager, you can promote a spirit
of teamwork.

Passive, Unresponsive People

Unresponsive people are sometimes the most difficult people to work with
because they often seem agreeable and even easygoing.
Passive people have different reasons for their behavior.
1. Ask open-ended questions dont sk passives any question that can
be answered with a yes or no, or even a brief phrase.
2. Develop and use a friendly, silent stare look directly at the silent
person with a quizzical, expectant expression on your face.
3. Dont fill the spacea supportive person is often tempted to make
enough small talk to fill the uncomfortable empty pauses.
4. Make statements to help break the tension call attention to what is
going on.
5. Set time limitsplan in advance how much time you will spend
dealing with the passive silent person.

XVI.STOP CONFLICTS BEFORE THEY START

1. Turn the people around you into winners when people feel they are
winners, they are less likely to start harmful conflicts.
2. Work together on common goals when workplace is dedicated to
common goals, there is usually little room for harmful conflict.
3. Communicate , communicate, communicate listen carefully for
hints of discontent,