Conflict Management

!
!
!
!
!
!
!
!
!
!
!
!
!
Post Training !
Learning Sustainability eBook!
PART
Conflict Management and Negotiation Skills
!
!
!
!
!
!
2014
www.korporatekarma.com
1
!
!
Foreword
!
I take pleasure to share this post program eBook- Part 1 with
you.!
This short guide on Conflict Resolution and Negotiation Skills has
stemmed from my own experiences and my interactions with some
master negotiators, which gave me additional insights about how
to approach this topic with some perspective. Each nugget that is
in this eBook came from some insight resulting from actual
behaviors (or misbehaviors).!
Therefore, I have codified here what will help you improve your
effectiveness as you navigate through opportunities in your
career, and in getting what you seek to achieve. !
The broad aim of this eBook is to recapitulate the topics that you
underwent during the workshop. !
More specifically, it is designed to offer you an opportunity to
revisit the entire program many a times at your own pace and
eventually master the knowledge and convert it into a
permanently acquired skill.!
Ill look forward to have interactions with you and support in
your endeavor to harness one more skill.!
You may mail your queries or your attempts on it.!
Happy reading!!
Rajesh Shukla!
!
2014
2
!
!
Background - Conflict is the Stuff of Life
Have you ever had a conflict and wished you could have
handled it better?
Conflict comes about from differences - in needs, values and
motivations. Sometimes through these differences we
complement each other, but sometimes we will conflict.
Conflict is a normal, and even healthy, part of relationships.
After all, two people cant be expected to agree on everything
at all times. Everyone needs to feel understood, nurtured, and
supported, but the ways in which these needs are met vary
widely. Conflict arises from differences. Differing needs for
feeling comfortable and safe create some of the most severe
challenges in our personal and professional relationships. It
occurs whenever people disagree over their values,
motivations, perceptions, ideas, or desires. Sometimes these
differences look trivial, but when a conflict triggers strong
feelings, a deep personal and relational need is at the core of
the problem Since relationship conflicts are inevitable,
learning to deal with them in a healthy way is crucial.
2014
3
!
The fact that conflict exists, however, is not necessarily a bad

thing . In many cases, conflict in the workplace just seems to
be a fact of life. We've all seen situations where different
people with different goals and needs have come into
conflict. And we've all seen the often-intense personal
animosity that can result.
A conflict is more than just a disagreement. It is a
situation in which one or both parties perceive a threat
(whether or not the threat is real).
Conflicts continue to fester when ignored. Because
conflicts involve perceived threats to our well-being and
survival, they stay with us until we face and resolve
them.
We respond to conflicts based on our perceptions of the
situation, not necessarily to an objective review of the
facts. Our perceptions are influenced by our life
experiences, culture, values, and beliefs.
Conflicts trigger strong emotions. If you arent
comfortable with your emotions or able to manage them
in times of stress, you wont be able to resolve conflict
2014
successfully.
4
!
The good news is When handled in a respectful and positive

way, conflict provides an opportunity for growth, ultimately
strengthening the bond between two people. You can feel
secure knowing your relationship can survive challenges and
disagreements.
By resolving conflict successfully, you can solve many of the

problems that it has brought to the surface, as well as getting
benefits that you might not at first expect:
Increased understanding: The discussion needed to
resolve conflict expands people's awareness of the
situation, giving them an insight into how they can
achieve their own goals without undermining those of
other people.
Increased group cohesion: When conflict is resolved
effectively, team members can develop stronger mutual
respect, and a renewed faith in their ability to work
together.
Improved self-knowledge: Conflict pushes individuals to
examine their goals in close detail , helping them
understand the things that are most important to them,
sharpening their focus, and enhancing their effectiveness.
2014
5
!
However, if conflict is not handled effectively, the results can

be damaging. Conflicting goals can quickly turn into personal
dislike. Teamwork breaks down. Talent is wasted as people
disengage from their work.
Conflict resolution doesnt happen by coming up with
solutions. Resolution takes place by breaking down an issue
and understanding the human elements involved. Your ability
to comprehend the influences and communicate with the
parties involved will determine your success in the face of
conflict.
!
!
!
!
!
!
!
!
!
!
!
!
2014
6
!
Healthy and unhealthy ways of managing and resolving

conflict
Do you fear conflict or avoid it at all costs? If your perception
of conflict comes from painful memories. You may view
conflict in relationships as demoralizing, humiliating,
dangerous, and something to fear. If you view conflict as
dangerous, it tends to become a self-fulfilling prophecy. When
you go into a conflict situation already feeling extremely
threatened, its tough to deal with the problem at hand in a
healthy way. Conflict triggers strong emotions and can lead to
hurt feelings, disappointment, and discomfort. When handled
in an unhealthy manner, it can cause irreparable rifts,
resentments, and break ups. But when conflict is resolved in a
healthy way, it increases our understanding of one another,
builds trust, and strengthens our relationship bonds.
!
!
!
!
!
!
!
2014
7
!
!
!
Healthy and unhealthy ways of managing and resolving
conflict
Unhealthy responses to conflict
Healthy responses to conflict
An inability to recognize and

respond to the things that
matter to the other person
The capacity to recognize

and respond to the things
that matter to the other
person
Explosive, angry, hurtful, and

resentful reactions
Calm, non-defensive, and

respectful reactions
The withdrawal of love,

resulting in rejection,
isolation, shaming, and fear
of abandonment
A readiness to forgive and

forget, and to move past
the conflict without
holding resentments or
anger
An inability to compromise or The ability to seek

see the other persons side
compromise and avoid
punishing
The fear and avoidance of
conflict; the expectation of
bad outcomes
A belief that facing conflict

head on is the best thing
for both sides
!
!
2014
8
!
!
It helps to understand two of the theories that lie behind
effective conflict resolution:
Understanding the Theory: Conflict Styles
Thomas-Kilmann Conflict Mode Instrument (TKI) which helps
you to identify which style you tend towards when conflict
arises.
Competitive:
People who tend towards a competitive style take a firm
stand, and know what they want. They usually operate from a
position of power, drawn from things like position, rank,
expertise, or persuasive ability.
This style can be useful when there is an emergency and a
decision needs to be made fast; when the decision is
unpopular; or when defending against someone who is trying
to exploit the situation selfishly.
However it can leave people feeling bruised, unsatisfied and
resentful when used in less urgent situations.
2014
9
!
Collaborative:
People tending towards a collaborative style try to meet the
needs of all people involved. These people can be highly
assertive but unlike the competitor, they cooperate effectively
and acknowledge that everyone is important.
This style is useful when you need to bring together a variety
of viewpoints to get the best solution; when there have been
previous conflicts in the group; or when the situation is too
important for a simple trade-off.
Compromising:
People who prefer a compromising style try to find a solution
that will at least partially satisfy everyone. Everyone is
expected to give up something, and the compromiser him- or
herself also expects to relinquish something.
Compromise is useful when the cost of conflict is higher than
the cost of losing ground, when equal strength opponents are
at a standstill and when there is a deadline looming.
Accommodating:
It is willingness to meet the needs of others at the expense of
the person's own needs. The accommodator often knows
when to give in to others, but can be persuaded to surrender a
position even when it is not warranted. This person is not
assertive but is highly cooperative. Accommodation is
2014
1
! 0
appropriate when the issues matter more to the other party,

when peace is more valuable than winning, or when you
want to be in a position to collect on this "favor" you gave.
However people may not return favors, and overall this
approach is unlikely to give the best outcomes.
!
Avoiding:
People tending towards this style seek to evade the conflict
entirely. This style is typified by delegating controversial
decisions, accepting default decisions, and not wanting to
hurt anyone's feelings. It can be appropriate when victory is
impossible, when the controversy is trivial, or when someone
else is in a better position to solve the problem.
However in many situations this is a weak and ineffective
approach to take.
Once you understand the different styles, you can use them to
think about the most appropriate approach (or mixture of
approaches) for the situation you're in. You can also think
about your own instinctive approach, and learn how you
need to change this if necessary.
Ideally you can adopt an approach that meets the situation,
resolves the problem, respects people's legitimate interests,
and mends damaged working relationships.
2014
1
! 1
Understanding The Theory: The "Interest-Based Relational

Approach"
The second theory is commonly referred to as the "InterestBased Relational (IBR) Approach". This type of conflict
resolution respects individual differences while helping
people avoid becoming too entrenched in a fixed position.
In resolving conflict using this approach, you follow these
rules:
Make sure that good relationships are the first priority:
As far as possible, make sure that you treat the other
calmly and that you try to build mutual respect. Do your
best to be courteous to one-another and remain
constructive under pressure.
Keep people and problems separate: Recognize that in
many cases the other person is not just "being difficult"
real and valid differences can lie behind conflictive
positions. By separating the problem from the person,
real issues can be debated without damaging working
relationships.
Pay attention to the interests that are being presented:
By listening carefully you'll most-likely understand why
the person is adopting his or her position.
2014
1
! 2
Listen first; talk second: To solve a problem effectively

you have to understand where the other person is coming
from before defending your own position.
Set out the "Facts": Agree and establish the objective,
observable elements that will have an impact on the
decision.
Explore options together: Be open to the idea that a third
position may exist, and that you can get to this idea
jointly.
Manage stress quickly while remaining alert and calm.
By staying calm, you can accurately read and interpret
verbal and nonverbal communication.
Control your emotions and behavior. When youre in
control of your emotions, you can communicate your
needs without threatening, frightening, or punishing
others.
Pay attention to the feelings being expressed as well as
the spoken words of others.
Be aware of and respectful of differences. By avoiding
disrespectful words and actions, you can almost always
resolve a problem faster.
!
!
2014
1
! 3
Using the Tool: A Conflict Resolution Process

Based on these approaches, a starting point for dealing with
conflict is to identify the overriding conflict style employed by
yourself, your team or your organization.
Over time, people's conflict management styles tend to mesh,
and a "right" way to solve conflict emerges.
The skills of Conflict Resolution draw us closer to other
people, as we jointly search for fair solutions and balanced
needs.
It involves a powerful shift from adversaries to co-operative
partners. In this shift each person benefits.
Step One: Set the Scene
Make sure that people understand that the conflict may be a
mutual problem, which may be best resolved through
discussion and negotiation rather than through raw
aggression.
If you are involved in the conflict, emphasize the fact that you
are presenting your perception of the problem.
Mapping the conflict:
Define briefly the issue, the problem area, or conflict in
neutral terms that all would agree on. Write down each
person's or group's needs. What motivates him/her? Identify
each person's or group's fears, concerns,or anxieties.
!
2014
1
! 4
Managing emotions :
About Handling yourself : Ask Five questions
Why am I feeling so angry/hurt/frightened?

What do I want to change?
What do I need in order to let go of this feeling?
Whose problem is this, really? How much is mine? How
much is theirs?
What is the unspoken message I infer from the situation?
(e.g. they don't like me, they don't respect me.)
Five goals in communicating emotions
Aim to avoid the desire to punish or blame. Action?

Aim to improve the situation. Action?
Aim to communicate your feelings appropriately. Action?
A i m t o i m p r ove t h e r e l a t i o n s h i p a n d i n c r e a s e
communication. Action?
Aim to avoid repeating the same situation. Action?
If communication is not appropriate, what other action can I
take?
Handling others
People's behave in a certain way for a purpose. They look for

ways to belong, feel significant, and self-protect. When
people perceive a threat for their self-esteem, a downward
spiral leads them into obstructive behaviors. The secret is to
2014
1
! 5
break out of the spiral by supporting their real needs without

supporting their destructive faulty beliefs, and alienating
patterns of reaction.
The Win Win approach
It is changing the conflict from adversarial attack and defence,
to cooperation. A powerful shift of attitude that alters the
whole course of communication.
Based on long established habits combined with the passing
mood of the moment we generally have a knee-jerk reaction
in difficult situations. Theres a feeling of "you or me" - a sense
that there isn't enough for both of us and if one person is
right, then the other person must be wrong.
What is needed is to change the agenda in the conversation
than make a conflict a power struggle.
The win/win approach says:I want to win and I want you to
win too.
To change course for win/win you need to begin with
discussing underlying needs, rather than only looking at
solutions. This way you build solutions that acknowledge and
value those needs, rather than denying them.
Asking questions like "Why does that seem to be the best
solution to you?", "What's your real need here?", "What values
2014
1
! 6
are important to you here?", "What's the outcome or result

you want?" The answers to these questions significantly alters
the agenda on the discussion table. It leads to opportunities
for other people to say what they need and you to say what
you need too.
A win/win approach is recognition of individual differences,
identifying underlying needs and adapting ones position in
the light of shared information and attitudes.
The reason for its great success is that IT WORKS. It is about
attacking the problem, not the people. And the developed
co-operation can result in both people getting more of what
they want.
2014
1
! 7
Step Two: Gather Information

Here you are trying to get to the underlying interests, needs,
and concerns. Ask for the other person's viewpoint and
confirm that you respect his or her opinion and need his or
her cooperation to solve the problem.
Try to understand his or her motivations and goals, and see
how your actions may be affecting these.
Empathy:
Empathy is about rapport and openness between people.

When it is absent, people are less likely to consider your
needs and feelings. The best way to build empathy is to help
the other person feel that they are understood.
That means being an active listener. Try to find out about
needs, instructions
and perhaps background information.
Don't jump straight into solutions. Collect information. Find

out how it is on the other side first by affirming,
acknowledging, exploring the problem.
If someone is attacking you verbally, moving into active
listening mode is usually the most useful response you can
make. Dont get into the blame game. Active listening is an
effective tool to correctly label the issues and reduce the
emotionality of a situation. People feel heard and understood.
Reasoning abilities function more effectively once the
emotional level of the conflict has been reduced.
2014
1
! 8
When someone is criticising you, complaining about you :

Defending yourself will inflame them further.
Deal with their emotions first. People shout because they
don't think they are being heard. Label accurately the
emotions/feelings as you perceive them.
Acknowledge their view point - This does not mean you
agree with them, only that you are registering their
viewpoint. This helps to gently explore gently if there is
more behind the emotion.
Once the heat is out of the conversation, you might say how it
is for you without denying how it is for them.
Ask what could be done now to make it OK again. If they
heat up again, go straight back to active listening.
Move towards options for change or solution. Ask what they
really want, or what they want now.
For them to change first I must change.
Appropriate assertiveness:
State your case without arousing the defences of the other
person. The secret of sucess lies in saying how it is for you
rather than what they should or shouldn't do.
You don't know beforehand whether the other person will do
what you want or not, use an "I" statement when you need to
let the other person know you are feeling about the issue.
2014
1
! 9
The cleanest "I" statements are delivered not to force them to

fix things, but to state what you need. Your "I" statement is not
about being polite. It's not to do with "soft" or "nice", nor
should it be rude.
It is delivering a free of expectations,
clean, clear statement of how it is from your side and how

you would like it to be.
It's the opener to improving rather than deteriorating
relationships. If you expect it to be the answered and to fix
what's not working straight away - you may have an
unrealistic expectation.
2014
2
! 0
Step Three: Agree the Problem

This sounds like an obvious step, but often different
underlying needs, interests and goals can cause people to
perceive problems very differently. You'll need to agree the
problems that you are trying to solve before you'll find a
mutually acceptable solution.
Sometimes different people will see different but interlocking
problems if you can't reach a common perception of the
problem, then at the very least, you need to understand what
the other person sees as the problem.
Creative response
A not-so-famous but should be maxim: "If a thing's worth
doing, it's worth doing badly!" is an invitation to experiment.
It is turning problems into possibilities. Consciously choosing
to see what can be done and willing to choose to extract the
best from the situation.
Our attitudes colour our thoughts and shape the way we see
the world. Two dramatically contrasting attitudes in life are
"Perfection" versus "Discovery".
Let's call these attitude "Eye Glasses". Which "Eye Glass" do
you put in each day? Do you see difficulties as problems or as
challenges?
2014
2
! 1
Choosing the Discovery makes problems look like

intriguing crossword puzzles. We can tap the benefits of
initiative by playing down ourjudgement and criticism.
The Perfection says: "Is this good enough or not, meet my
impeccably high standards?" (Usually not!)
The Discovery says: "How fascinating! What are the
possibilities here?"
The search for Perfection sets up: "Winners &Losers". The
process of Discovery invites: "Winners & Learners".
2014
2
! 2
Step Four: Brainstorm Possible Solutions

If everyone is going to feel satisfied with the resolution, it will
help if everyone has had fair input in generating solutions.
Brainstorm possible solutions, and be open to all ideas,
including ones you never considered before. When faced
with a statement that has potential to create conflict, ask open
questions to reframe resistance. Explore the difficulties and
then redirect discussion to focus on positive possibilities.
Explore - Clarify details
!
Responding to resistance from others
It's too expensive.
Too many/much/little/few.
I want the best.
Compared to what?
Compared to what?
What would be best for you?
Find options
You can't do that around here.
He (she) would never...
They always...
We've tried that already.
This is the only way to do it
What would happen if we did?

How can we find ways for it to happen?
Are there any times they don't?
What was the outcome?
Yes, that's an option. What else could we
consider?
Redirect - Move to the positive

It will never work.
I won't...
It's a failure.
It's disastrous.
He's (she's) useless.
It's impossible.
I can't.
I don't want to.
2014
What would it take to make it work?

What would make you willing?
How could it work?
What would make it better?
What is he (she) doing that is acceptable?
What would it take to make it possible?
You can't see a way to do it at the moment?
What would you like?
2
! 3
!
Go back to legitimate needs and concerns
He's (she's) a hopeless case!
You fool (and other insults)!
How dare you do such a thing!
It should be done my way.
His/her place is a pig's sty!
He/she doesn't do their fair share.
It's hard to see how to work with him

(her)?
What do we need to do to sort this out?
What do you dislike about it?
What makes that seem the best option?
He/she puts a different emphasis on
tidiness to you?
Where do you think his/her priorities may
lie?
!
!
!
!
!
2014
2
! 4
!
Development of options
What are the range of options? Use the tools below to
generate ideas.
Clarifying tools
Chunking - breaking the problem into smaller parts.
Researching - more information; extent of resources: constraints.
Goal-setting - what is the outcome we want?
Generating tools
The obvious solution - to which all parties say "yes".
Brainstorming- no censoring, no justifying, no debating
Consensus - build a solution together
Lateral thinking - have we been practical, creative?
Negotiating tools
Maintain current arrangements - with trade-offs or sweeteners.
Currencies - what is it easy for me to give and valuable for you to receive?
Trial and error - try one option, then another
Establishing alternatives - what will happen if we can't agree?
Consequence confrontation - what I will do if we don't agree.
Selection Consider:
Is it built on a win/win approach?
Does it meet many needs of all parties?
Is it feasible?
Is it fair?
Does it solve the problem?
Can we settle on one option or do we need to trial several?
2014
2
! 5
!
Step Five: Negotiate a Solution
By this stage, the conflict may be resolved: Both sides may
better understand the position of the other, and a mutually
satisfactory solution may be clear to all.
However you may also have uncovered real differences
between your positions.
!
Five basic principles
Be hard on the problem and soft on the person
Focus on needs, not positions
Emphasize common ground
Be inventive about options
Make clear agreements
Where possible prepare in advance. Consider what your
needs are and what the other person's are. Consider
outcomes that would address more of what you both want.
Commit yourself to a win/win approach. Be clear that your
task will be to steer the negotiation in a positive direction.
2014
2
! 6
Reframe
Ask a question to reframe. Request checking of
understanding. Reinterpret an attack on the other person as an
attack on the issue.
Respond not react
Manage your emotions.
Let some accusations, attacks, threats or ultimatums pass.
Make it possible for the other party to back down without
feeling humiliated
Respect and value differences
All people are unique and special and have distinctive
viewpoints that may be equally valid from where they stand.
It may require us to change the mind chatter that says: "For me
to be right, others must be wrong." Each person's viewpoint
makes a contribution to the whole and requires consideration
and respect in order to form a complete solution.
Recognize a long term timeframe.
Consider how the problem or the relationships will look over
a substantial period of time. This help us be more realistic
about the size of the problem we presently face.
Deal with resistance to the broader perspective.
2014
2
! 7
By taking a broader perspective you may be confronted with

the enormity of the difficulties. Identify what you can do to
affect a particular problem, even if it is only a small step in
the right direction. One step forward changes the dynamics
and new possibilities can open up.
!
Ill be connecting with you on the skills needed to negotiate
effectively in the 2nd part of this e-Book.
!
!
2014
2
! 8
Introduction to mediation
Attitudes for mediators
These attitudes are relevant whenever you want to advise, in a
conflict which is not your own.
Be objective - validate both sides, even if privately you
prefer one point of view
Be supportive - use caring language. Provide a nonthreatening learning environment
No judging - actively discourage judgements as to who
was right and who was wrong.
Steer process, not content - use astute questioning.
Encouraging suggestions from participants. Resist advising.
If your suggestions are really needed, offer as options not
directives.
Win/win - work towards wins for both sides. Turn
opponents into problem-solving partners.
!
!
!
!
!
2014
2
! 9
Mediation Methods
Define your mediator role as there to support both
people "winning".
Get agreement from both people about a basic
willingness to fix the problem.
Let each person say what the problem is for them. Check
back that the other person has actually understood them.
Guide the conversation towards a joint problem solving
approach and away from personal attack.
Encourage them to look for answers where everybody
gets what they need.
Redirect "Fouls" (Name Calling, Put Downs, Sneering,
Blaming, Threats, Bringing up the Past, Making Excuses,
Not Listening, Getting Even). Where possible you reframe
the negative statement into a neutral description of a
legitimate present time concern.
!
!
!
!
!
!
2014
3
! 0
!
!
Steps in Mediation
!
!
Open
Introductions and agreements Warm up,

explanations, agenda if known.
Establish 1. Overview: What is the matter? Each person
to express their view of the conflict, the
issues and their feelings.
2.
Move:
1.
Details: What is involved? More details. Map

needs and concerns. Clarify misperceptions.
Identify other relevant issues. Mirroring if
needed.
Where are they now? Identify areas of
agreement. Encourage willingness to move
forward. Caucus if needed.
2.
Close
Negotiation: Focus on future action. How

would they like it to be? What would that
take? Develop options. Trading - build wins
for everyone.
Completion: Contracting. Plans for the future,
including appointed time to review agreement.
Closing statements.
!
!
2014
3
! 1
!
Related links for conflict resolution skills General information about conflict resolution
Fighting Fair To Resolve Conflict Covers the causes of conflict, different conflict styles, and fair fighting
guidelines to help you positively resolve disagreements. (University of Texas at Austin)
Conflict Resolution Comprehensive resource on how to manage and resolve conflict. Includes About Conflict
and 8 Steps for Conflict Resolution. (University of Wisconsin, Madison)
CR Kit 12step conflict resolution training kit. Learn how to pursue a winwin approach, manage emotions, be
appropriately assertive, map the conflict, and develop options. (The Conflict Resolution Network)
Conflict Resolution: Resolving Conflict Rationally and Effectively Guide to conflict in the workplace and
different conflict styles. Includes a 5step process for successful conflict resolution. (MindTools)
Tips for managing and resolving conflict
Resolving Conflict Constructively and Respectfully Tips on how to manage and resolve conflict in a positive,
respectful, and mutuallybeneficial way. (Ohio State University Extension)
How to Resolve Conflict Advice on resolving differences and managing conflict between individuals, small
groups, and organizations. (Roger Darlington)
!
!
!
!
!
!
!
!
!
!
!
!
!
For personal or nonprofit use. This material is for information and support; not a substitute for professional advice
2014
3
! 2

Conflict Management

Загружено:

Сведения о документе

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Conflict Management

Загружено:

Авторское право:

Доступные форматы

!

Conflict Management and Negotiation Skills

The fact that conflict exists, however, is not necessarily a bad

The good news is When handled in a respectful and positive

By resolving conflict successfully, you can solve many of the

However, if conflict is not handled effectively, the results can

Healthy and unhealthy ways of managing and resolving

Healthy responses to conflict

An inability to recognize and

The capacity to recognize

Explosive, angry, hurtful, and

Calm, non-defensive, and

The withdrawal of love,

A readiness to forgive and

An inability to compromise or The ability to seek

A belief that facing conflict

appropriate when the issues matter more to the other party,

Understanding The Theory: The "Interest-Based Relational

Listen first; talk second: To solve a problem effectively

Using the Tool: A Conflict Resolution Process

Why am I feeling so angry/hurt/frightened?

Aim to avoid the desire to punish or blame. Action?

People's behave in a certain way for a purpose. They look for

break out of the spiral by supporting their real needs without

are important to you here?", "What's the outcome or result

Step Two: Gather Information

Empathy is about rapport and openness between people.

and perhaps background information.

Don't jump straight into solutions. Collect information. Find

When someone is criticising you, complaining about you :

The cleanest "I" statements are delivered not to force them to

It is delivering a free of expectations,

clean, clear statement of how it is from your side and how

Step Three: Agree the Problem

Choosing the Discovery makes problems look like

Step Four: Brainstorm Possible Solutions

What would happen if we did?

Redirect - Move to the positive

What would it take to make it work?

It's hard to see how to work with him

Chunking - breaking the problem into smaller parts.

Researching - more information; extent of resources: constraints.

Goal-setting - what is the outcome we want?

The obvious solution - to which all parties say "yes".

Brainstorming- no censoring, no justifying, no debating

Consensus - build a solution together

Lateral thinking - have we been practical, creative?

Maintain current arrangements - with trade-offs or sweeteners.

Trial and error - try one option, then another

Establishing alternatives - what will happen if we can't agree?

Consequence confrontation - what I will do if we don't agree.

Is it built on a win/win approach?

Does it meet many needs of all parties?

Does it solve the problem?

Can we settle on one option or do we need to trial several?

By taking a broader perspective you may be confronted with

Introductions and agreements Warm up,

Details: What is involved? More details. Map

Negotiation: Focus on future action. How

Вам также может понравиться