Conflict Resolution Instructor Guide
TABLE OF CONTENTS Preface ..............................................................................................................................................5 What is Courseware? ................................................................................................................................ 5 How Do I Customize My Course? .............................................................................................................. 5 Materials Required ................................................................................................................................... 7 Maximizing Your Training Power .............................................................................................................. 7 Module One: Getting Started .............................................................................................................9 Housekeeping Items.................................................................................................................................. 9 The Parking Lot ....................................................................................................................................... 10 Workshop Objectives .............................................................................................................................. 10 Pre-Assignment Review .......................................................................................................................... 11 Action Plans and Evaluations.................................................................................................................. 11 Module Two: An Introduction to Conflict Resolution ......................................................................... 12 What is Conflict? ..................................................................................................................................... 12 What is Conflict Resolution? ................................................................................................................... 13 Understanding the Conflict Resolution Process ...................................................................................... 14 Case Study............................................................................................................................................... 16 Module Two: Review Questions.............................................................................................................. 17 Module Three: Conflict Resolution Styles with the Thomas-Kilmann Instrument ................................ 19 Collaborating .......................................................................................................................................... 19 Competing............................................................................................................................................... 21 Compromising ......................................................................................................................................... 22 Accommodating...................................................................................................................................... 23 Avoiding .................................................................................................................................................. 24 Case Study............................................................................................................................................... 25
Module Three: Review Questions ........................................................................................................... 26 Module Four: Creating an Effective Atmosphere ............................................................................... 29 Neutralizing Emotions ............................................................................................................................ 29 Setting Ground Rules .............................................................................................................................. 31 Choosing the Time and Place .................................................................................................................. 33 Case Study............................................................................................................................................... 34 Module Four: Review Questions ............................................................................................................. 35 Module Five: Creating a Mutual Understanding ................................................................................ 37 What Do I Want? .................................................................................................................................... 37 What Do They Want? ............................................................................................................................. 38 What Do We Want?................................................................................................................................ 39 Case Study............................................................................................................................................... 41 Module Five: Review Questions .............................................................................................................. 42 Module Six: Focusing on Individual and Shared Needs ...................................................................... 44 Finding Common Ground ........................................................................................................................ 44 Building Positive Energy and Goodwill ................................................................................................... 45 Strengthening Your Partnership ............................................................................................................. 47 Case Study............................................................................................................................................... 49 Module Six: Review Questions ................................................................................................................ 50 Module Seven: Getting to the Root Cause......................................................................................... 52 Examining Root Causes........................................................................................................................... 52 Creating a Cause and Effect Diagram ..................................................................................................... 54 The Importance of Forgiveness ............................................................................................................... 56 Identifying the Benefits of Resolution..................................................................................................... 57 Case Study............................................................................................................................................... 59 Module Seven: Review Questions ........................................................................................................... 60
Module Eight: Generating Options ................................................................................................... 62 Generate, Don’t Evaluate ....................................................................................................................... 62 Creating Mutual Gain Options and Multiple Option Solutions ............................................................... 63 Digging Deeper into Your Options .......................................................................................................... 64 Case Study............................................................................................................................................... 65 Module Eight: Review Questions ............................................................................................................ 66 Module Nine: Building a Solution ..................................................................................................... 68 Creating Criteria...................................................................................................................................... 68 Creating a Shortlist ................................................................................................................................. 69 Choosing a Solution ................................................................................................................................ 70 Building a Plan ........................................................................................................................................ 71 Case Study............................................................................................................................................... 72 Module Nine: Review Questions ............................................................................................................. 73 Module Ten: The Short Version of the Process .................................................................................. 75 Evaluating the Situation ......................................................................................................................... 75 Choosing Your Steps ............................................................................................................................... 76 Creating an Action Plan .......................................................................................................................... 77 Using Individual Process Steps ................................................................................................................ 78 Case Study............................................................................................................................................... 79 Module Ten: Review Questions .............................................................................................................. 80 Module Eleven: Additional Tools ...................................................................................................... 82 Stress and Anger Management Techniques ........................................................................................... 82 The Agreement Frame ............................................................................................................................ 83 Asking Open Questions ........................................................................................................................... 85 Case Study............................................................................................................................................... 86 Module Eleven: Review Questions .......................................................................................................... 87
Module Twelve: Wrapping Up .......................................................................................................... 89 Words from the Wise .............................................................................................................................. 89 Parking Lot .............................................................................................................................................. 89 Action Plans and Evaluations.................................................................................................................. 89
Learning is a treasure that will follow its owner everywhere. Chinese Proverb Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a take-home reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, also use all of your word processors other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
(You will also want to perform this step if you add modules or move them around.)
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If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold.
Use examples, case studies, and stories that are relevant to the group.
Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.) Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. Page 7
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life. Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops. And now, time for the training!
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Where all think alike, no one thinks very much. Walter Lippmann Module One: Getting Started Welcome to the Conflict Resolution workshop. Wherever two or more people come together, there is the possibility of conflict. This course will give participants a six-step process that they can use to modify and resolve conflicts of any size. Participants will also learn crucial conflict resolution skills, including dealing with anger and using the Agreement Frame.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today. At the end of this workshop, participants should:
Understand what conflict and conflict resolution mean
Understand all six phases of the conflict resolution process
Understand the five main styles of conflict resolution
Be able to adapt the process for all types of conflicts
Be able to break out parts of the process and use those tools to prevent conflict
Be able to use basic communication tools, such as the agreement frame and open questions
Be able to use basic anger and stress management techniques
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Pre-Assignment Review The purpose of the Pre-Assignment is to get participants thinking about conflict resolution. We asked participants to answer true or false for each of the following questions. Take a moment now to discuss the answers. Conflict is always negative. This statement is false. Although conflict is often unpleasant, it can be a catalyst for positive changes. Conflict is always violent. This statement is false. When managed properly, conflict can be peaceful and productive. Conflict is inevitable. This statement is true. Conflict occurs whenever two or more people interact. In fact, it’s even possible to have an inner conflict with yourself. Anyone can experience conflict. This statement is also true. Conflict happens to everyone, so it is important to be prepared.
Action Plans and Evaluations Pass out the participant action plans and evaluations, available in the activities folder. Ask participants to fill these out throughout the day as they learn new things and have ideas on how to incorporate the things we discuss into their lives.
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Great ideas often receive violent opposition from mediocre minds. Albert Einstein Module Two: An Introduction to Conflict Resolution People often assume that conflict is always negative. This is not true! People are inherently different, and conflict simply happens when those differences come to light. Viewing conflict in this way can help us maximize the possible positive outcomes of the problem at hand. Equipped with a conflict resolution process, people can explore and understand those differences, and use them to interact in a more positive, productive way.
What is Conflict? The Random House Dictionary defines conflict as, “to come into collision or disagreement; be contradictory, at variance, or in opposition; clash.” Some examples of conflict can include:
Two sales representatives are arguing over who gets the latest customer
A team of employees is upset with their manager over a recent scheduling change
A group of managers cannot decide who gets the latest project assignment
(Although we are going to focus primarily on workplace conflicts in this workshop, the tools covered can also be used in personal situations as well.) Conflict can also be healthy. Think about how conflict will increase motivation and competitiveness in these scenarios.
Two companies vie for the top market share of a particular product
Several sales teams work to get first place
Six hockey teams work towards winning a championship
These types of drivers can result in greater success, whether “success” means a better product, better teamwork, better processes, lower prices, trophies, or medals.
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Remember, everyone experiences conflict, but how you deal with it, is what matters.
Estimated Time
15 minutes
Topic Objective
To understand what conflict is and how it can be a positive influence. The Random House Dictionary defines conflict as, “to come into collision or disagreement; be contradictory, at variance, or in opposition; clash.”
Topic Summary Conflict can also be healthy and natural (for example, two teams striving for first place). Materials Required
One or more stuffed toy(s), depending on the size of your group
Recommended Activity
Ask participants to sit in a circle. Explain that the stuffed toy represents power to speak. As you toss the toy around the circle, each person must say something about today’s topic. It can be a word, idea, saying, or short story… anything related to conflict or conflict resolution. Begin by saying a word or idea yourself, and then toss the toy to a participant.
Delivery Tips
If the group has more than 20 people, divide participants into smaller groups and provide each group with a stuffed toy.
What is Conflict Resolution? The term “conflict resolution” simply means how you solve conflicts. Although there are many processes available, we have developed one process that you can adapt for any situation. You will even be able to use these tools to prevent conflict and to help others work through conflict.
Some common conflict resolution terms include:
Mediation: It is a process to resolve differences, conducted by an impartial third party.
Mediator: In impartial person who conducts a process to resolve differences.
Dispute Resolution: The name given to any process aimed at resolving differences between two parties.
Apparent Conflict: A situation where the conflict is in the open.
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Hidden Conflict: A situation where the conflict is not in the open.
Estimated Time
10 minutes
Topic Objective
To understand what “conflict resolution” and its related terms mean.
Topic Summary
The term “conflict resolution” simply means how you solve conflicts.
Materials Required
Planning Checklist
Flip chart paper
Markers
Make sure you have plenty of flip chart paper and markers. Divide participants into groups of four to six. Give each group flip chart paper and markers. Ask each group to come up with different ways of resolving conflicts, without judging each method’s appropriateness or effectiveness.
Recommended Activity After a few minutes, bring the class back together and discuss the various methods that teams came up with, and to encourage evaluation during the discussion. Delivery Tips
You can use the teams from the icebreaker if you like.
Understanding the Conflict Resolution Process Conflict can come in many forms, and our process will help you in any situation. Below, you can find a brief overview of how we are going to spend most of this workshop. Although we have outlined the various conflict resolution phases in a particular order and with a particular grouping, that doesn’t mean that you have to use all the phases all the time. Near the end of this workshop, we will look at some of the steps as individual tools.
Create an Effective Atmosphere • Neutralize Emotions • Set Ground Rules • Set the Time and Place
Create a Mutual Understanding • Identify Needs for Me, Them, and Us
Focus on Individual and Shared Needs
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• • •
Find Common Ground Build Positive Energy and Goodwill Strengthen the Partnership
Get to the Root Cause • Examine Root Causes • Create a Fishbone Diagram (for complex issues) • Identify Opportunities for Forgiveness • Identify the Benefits of Resolution
Generate Options • Generate, Don't Evaluate • Create Mutual Gain Options and Multiple Option Solutions • Dig Deeper into the Options
Build a Solution • Create Criteria • Create the Shortlist • Choose a Solution • Build a Plan
Estimated Time
15 minutes
Topic Objective
To introduce participants to the conflict resolution process that will be the basis of this workshop.
Topic Summary
Understand the conflict resolution process.
Materials Required
Process diagram on flip chart or PowerPoint
Planning Checklist
If you are not using the PowerPoint slides for this course, make sure you predraw the process on flip chart.
Recommended Activity
Provide participants with a high-level overview of the conflict resolution process that will be discussed throughout the workshop.
Delivery Tips
Do not get into great detail at this point. This is just an overview so that participants have the big picture before we begin.
Review Questions
What is conflict? What is conflict resolution?
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Case Study Todd and Jim had a big problem on their hands. Their supervisor just announced a schedule change that would put them in a time crunch. With so many projects to complete, neither Todd nor Jim thought they'd be able to squeeze everything in and racked their brains trying to figure out how to wrap their heads around their conundrum. Their supervisor, Joe, got wind of their problem and offered to hear them out. Both Todd and Jim harped on the time constraints. Joe shook his head because clearly they were missing the bigger picture. Joe opened their eyes to the possibilities of working more efficiently and being more productive than ever before. Todd and Jim stopped cold. They hadn't considered that option. All in agreement, they abandoned their problem, happy to have a solution at their fingertips.
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Module Two: Review Questions 1. People always ______________ that conflict is always negative. a) b) c) d)
Assume Wish Hope Like
2. Conflicts happen when _________________ come to light? a) b) c) d)
People Truth Differences Finances
3. People can explore those differences, if they are equipped with a conflict ___________ process. a) b) c) d)
Idea Email Resolution Revolution
4. Differences can be used to ___________ in a more positive way. a) b) c) d)
Interact Connect Dissect Reject
5. Conflict can be defined as coming into a ___________ or disagreement. a) b) c) d)
Contusion Fruition Collision Division
6. Two sales representatives arguing over who gets the latest customer is an example of what? a) b) c) d)
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Friendly competition Playful banter Conflict Respect
7. Conflict can also be ____________. a) b) c) d)
Healthy Happy Hearty Hyperbole
8. The term conflict resolution simply means how you ___________ conflicts. a) b) c) d)
Enjoy Start Solve Translate
9. _____________ is a process to resolve differences, conducted by an impartial third party. a) b) c) d)
Quitting Forfeiting Mediation Motivation
10. A situation where the conflict is in the open is an example of _________________. a) b) c) d)
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Hidden Conflict Apparent Conflict Dispute Resolution Transcendence
Pick battles big enough to matter, small enough to win. Jonathan Kozol Module Three: Conflict Resolution Styles with the Thomas-Kilmann Instrument There are five widely accepted styles of resolving conflicts. These were originally developed by Kenneth Thomas and Ralph Kilmann in the 1970’s. We have even designed our conflict resolution process so that it can be used in conjunction with these styles. Although we promote the collaborative style throughout this workshop, there are instances where it is not appropriate (for example, it may be too time-consuming if the issue is relatively insignificant). Understanding all five styles and knowing when to use them is an important part of successful conflict resolution.
Collaborating We will use this approach during this workshop. With the collaborating approach, the parties work together to develop a win-win solution. This approach promotes assertiveness (rather than aggressiveness or passiveness). This style is appropriate when:
The situation is not urgent
An important decision needs to be made
The conflict involves a large number of people, or people across different teams
Previous conflict resolution attempts have failed
This style is not appropriate when:
A decision needs to be made urgently
The matter is trivial to all involved
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Estimated Time
15 minutes
Topic Objective
To understand what the collaborative conflict resolution style looks like and when it should be used.
Topic Summary
The parties in conflict work together to develop a win-win solution. This approach promotes assertiveness (rather than aggressiveness or passiveness).
Materials Required
Planning Checklist
Flip chart paper (optional)
Markers (optional)
If desired, you can print the list of situations shown below onto flip chart paper. Discuss how these conflicts could be resolved in a collaborative manner.
Recommended Activity
Two employees have a daily disagreement over who should make coffee.
A team member is unhappy with his/her manager over work assignments.
Four team members all want parts of July off for vacation. Only one person can be off at one time.
This activity can also be performed in small groups. Participants can stay in these groups for the remainder of the module. Delivery Tips
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We have used the same conflict examples throughout this module, and participants will see these examples later on in the workshop. This is simply to show how one situation can be approached in many different ways. As well, we want participants to focus on the tools being discussed, not the details of the conflict.
Competing With a competitive approach, the person in conflict takes a firm stand. They compete with the other party for power, and they typically win (unless they’re up against someone else who is competing!) This style is often seen as aggressive, and can often be the cause of other people in the conflict to feeling injured or stepped on. This style is appropriate when:
A decision needs to be made quickly (i.e., emergencies)
An unpopular decision needs to be made
Someone is trying to take advantage of a situation
This style is not appropriate when:
People are feeling sensitive about the conflict
The situation is not urgent
Estimated Time
10 minutes
Topic Objective
To understand what the competitive conflict resolution style looks like and when it should be used.
Topic Summary
With a competitive approach, the person in conflict takes a firm stand. They compete with the other party for power, and they typically win (unless they’re up against someone else who is competing!).
Materials Required
Planning Checklist
Flip chart paper (optional)
Markers (optional)
If desired, you can print the list of situations shown below onto flip chart paper. Discuss how these conflicts could be resolved in a competitive manner.
Two employees have a daily disagreement over who should make coffee.
A team member is unhappy with his/her manager over work assignments.
Four team members all want parts of July off for vacation. Only one
Recommended Activity
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person can be off at one time. Stories to Share
This style is like playing tug-of-war.
Delivery Tips
This activity can also be performed in small groups. Participants can stay in these groups for the remainder of the module.
Compromising With the compromising approach, each person in the conflict gives up something that contributes towards the conflict resolution. This style is appropriate when:
A decision needs to be made sooner rather than later (meaning the situation is important but not urgent)
Resolving the conflict is more important than having each individual “win”
Power between people in the conflict is equal
This style is not appropriate when:
A wide variety of important needs must be met
The situation is extremely urgent
One person holds more power than another
Estimated Time
10 minutes
Topic Objective
To understand what the compromising conflict resolution style looks like and when it should be used.
Topic Summary
With the compromising approach, each person in the conflict gives up something that contributes towards the conflict resolution.
Materials Required
Planning Checklist
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Flip chart paper (optional)
Markers (optional)
If desired, you can print the list of situations shown below onto flip chart paper.
Discuss how these conflicts could be resolved by compromising.
Recommended Activity
Two employees have a daily disagreement over who should make coffee.
A team member is unhappy with his/her manager over work assignments.
Four team members all want parts of July off for vacation. Only one person can be off at one time.
The word “compromise” comes from an old Latin word meaning “mutual promise.” Stories to Share
Delivery Tips
Ambrose Bierce once defined compromise as, “Such an adjustment of conflicting interests as gives each adversary the satisfaction of thinking he has got what he ought not to have, and is deprived of nothing except what was justly his due.” This activity can also be performed in small groups. Participants can stay in these groups for the remainder of the module.
Accommodating The accommodating style is one of the most passive conflict resolution styles. With this style, one of the parties in conflict gives up what they want so that the other party can have what they want. In general, this style is not very effective, but it is appropriate in certain scenarios. This style is appropriate when:
Maintaining the relationship is more important than winning
The issue at hand is very important to the other person but is not important to you
This style is not appropriate when:
The issue is important to you
Accommodating will not permanently solve the problem
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Estimated Time
10 minutes
Topic Objective
To understand what the accommodating conflict resolution style looks like and when it should be used.
Topic Summary
One of the parties in conflict gives up what they want so that the other party can have what they want.
Materials Required
Planning Checklist
Flip chart paper (optional)
Markers (optional)
If desired, you can print the list of situations shown below onto flip chart paper. Discuss how these conflicts could be resolved in an accommodating manner.
Recommended Activity
Delivery Tips
Two employees have a daily disagreement over who should make coffee.
A team member is unhappy with his/her manager over work assignments.
Four team members all want parts of July off for vacation. Only one person can be off at one time.
This activity can also be performed in small groups. Participants can stay in these groups for the remainder of the module.
Avoiding The last approach in the TKI is to avoid the conflict entirely. People who use this style tend to accept decisions without question, avoid confrontation, and delegate difficult decisions and tasks. Avoiding is another passive approach that is typically not effective, but it does have its uses. This style is appropriate when:
The issue is trivial
The conflict will resolve itself on its own soon
This style is not appropriate when:
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The issue is important to you or those close to you (such as your team)
The conflict will continue or get worse without attention
Estimated Time
10 minutes
Topic Objective
To understand what the avoiding conflict resolution style looks like and when it should be used.
Topic Summary
The last approach in the TKI is to avoid the conflict entirely. People who use this style tend to accept decisions without question, avoid confrontation, and delegate difficult decisions and tasks.
Materials Required
Planning Checklist
Flip chart paper (optional)
Markers (optional)
If desired, you can print the list of situations shown below onto flip chart paper. Discuss how these conflicts could be resolved with the avoiding style.
Recommended Activity
Delivery Tips
Two employees have a daily disagreement over who should make coffee.
A team member is unhappy with his/her manager over work assignments.
Four team members all want parts of July off for vacation. Only one person can be off at one time.
This activity can also be performed in small groups.
Case Study June had fume coming out of her ears. She had exactly one hour to come up with a solution before the walls came tumbling down. With pressure building, June held on firmly to her belief that her idea beat out the competition. Seconds turned to minutes and her coworker, Molly, held her breath, prepared for the solution to roll out of June's mouth. Arms outstretched, her hair in a bunch, June exhaled her solution, nearly bowling Molly over in response. Crisis averted. June once again pushed her ego aside and threw caution to the wind, and threw a mighty solution at the situation. Lucky for all, the solution stuck like glue and everyone breathed a sigh of relief and sang their praises.
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Module Three: Review Questions 1. There are _________ widely accepted styles of resolving conflicts. a) b) c) d)
One Three Five Four
2. With the _____________ approach, the parties work together to develop a win-win solution. a) b) c) d)
Collaborating Contemporary Conflicting Comical
3. The Collaborating Approach promotes __________________. a) b) c) d)
Assertiveness Backlash Laziness Happiness
4. The Collaborating Approach is appropriate when the situation is not _______. a) b) c) d)
Yours Important Urgent Necessary
5. With a _______________ approach, the person in conflict takes a firm stand. a) b) c) d)
Collaborative Competitive Complacent Complimentary
6. The Competitive Approach is appropriate when an ____________ decision needs to be made. a) b) c) d)
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Unpopular Enjoyable Enigmatic Unstoppable
7. With the __________ approach, each person in the conflict gives up something that Contributes towards the conflict resolution. a) b) c) d)
Complimentary Compromising Contemporary Collaborative
8. This style is appropriate when a decision needs to be made _________ rather than later. a) b) c) d)
Quicker Sooner Slower Later
9. _________ between people in the conflict is equal would also necessitate the compromising approach. a) b) c) d)
Coincidences Similarities Power Drama
10. The ____________ style is one of the most passive conflict resolution styles. a) b) c) d)
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Collaborative Accommodating Aggressive Committed
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