Topic: Conflict Management

Listening and communicating can sometimes be frustrating. Every day, we receive directions
and information that we must pay attention to by using verbal and non verbal cues.
Miscommunication often causes conflict that is why we should be very careful in receiving
information. The following activity will help the participants address the importance having
communication to help lessen the conflict that will arise in the group.

Objectives:

At the end of the activity, the participants are expected to:

Identify factors that causes conflicts

To value the importance of managing conflicts
Display effective ways in managing conflicts during the activity.

I. Motivational Activity

Procedures

1. Each student will be in pair. There will be pictures to be provided by the facilitators. One picture
will be given at a time.

2. One student will be the explainer and will hold the picture in his/ her hand while giving the
directions to the other students, the drawer, will draw the picture as accurate as possible.

3. The drawer has to turn their backs to the explainer while drawing the picture. (No peeking!)

4. The explainer will only use his/ her voice (with no body language or facial expressions) to
explain what the picture looks like. The drawer may not ask the explainer any questions.

5. Each group will be given five (5) minutes to draw. When finished, we will compare what they
drew with the picture that was described.

6. For the next picture, the explainer and the drawer will face each other; the explainer will
use his/her voice, as well as facial expressions and gestures to describe the picture. The
explainer also can answer questions from the drawer. (5 minutes will be
given to finish the picture.)
Analysis:

1. How do you feel?

2. What did you do when you had difficulty understanding what to draw?
3. In real life situation, when someone doesnt understand you, how do you react?
4. What are the things you do to understand them better?
5. Why is it important to take time to understand what someone is trying to tell you?

II. Main Activity:

Procedures

1. The class will be divided into 4 groups.

2. This game will have 10 rounds. On each round, each group will chooses either A or B and write
their answer on a piece of paper. 30 seconds will be given to decide for their answer. (Each
group will not know the choice of the other group and will not know whats with A and B.)

3. All pieces of paper are handed to the facilitators after each round.

4. On the 5th, 8th and 9th round, participants will be allowed to have short negotiation
session between the groups where each group nominates a chief negotiator to lead the
negotiation with other groups. (30 seconds will be given for the negotiation and another 30
seconds to talk and decide with their respective groups. (For these rounds, scores will be
doubled.)

5. After each round, the facilitators add up the scores and determines what each group won
depending on the groups combination of choices in each round. (The Combination of Scores
will be revealed after the activity)
COMBINATION AMOUNT WON/LOST

ALL CHOOSE A EVERYONE LOSES PHP 2

3 CHOOSE A, 1 CHOOSES B As WIN PHP 4, B LOSES PHP 6

1 CHOOSES A, 3 CHOOSE B A WIN PHP 6, B LOSE PHP 4

2 CHOOSE A, 2 CHOOSE B As WIN PHP 2, Bs LOSE PHP 2

ALL CHOOSE B EVERYONE WINS PHP 2

III. Analysis
1. How do you feel?
2. What are the difficulties you encountered during the activity?
3. What does your group lack that lead you to these difficulties you experience?
4. What should you do when a difficulty arises in your group?

IV. Abstraction

When Things Dont Work: Recognizing and Resolving Conflict

Conflict is

a normal, inescapable part of life

a periodic occurrence in any relationship

an opportunity to understand opposing preferences and values

ENERGY

How can we keep conflict cognitive?

Step 1: Make the approach

Reflect before you begin
Invite the other party to a conversation
Be clear about your intentions
State your goal - a positive resolution
Step 2. Share perspectives
Ask for the other persons perspective
Paraphrase what you hear
Acknowledge your contribution
Describe your perspective
Understand why your views differ
(Read from bottom to top)
I take action
I adopt beliefs
I draw conclusions
I add meaning
I select data
Observable data
Name the issues
 Identify topics that the parties view as important to address
Use concise neutral language
Avoid pronouns
Use issues to create the agenda
Step 3. Build understanding
Discuss one issue at a time
Clarify assumptions
Explore interests and feelings
Step 4. Agree on solutions
Reality test Is this doable?
Durability test Is this durable?
Interest test Does this meet all parties interests?
Step 5. Plan next steps
Jointly create action plan
What needs to happen?
Who needs to do what? By when?
How will interaction take place if problems occur?
Tools for Conflict Management
What doesnt work What does work
Thats true but Thats true and
BLAME The third story
Silent treatment Contribution Mapping
Match and lower, match and raise

Closing Statement

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. -- John Kenneth Galbraith
V. Application

The participants will draw their own traffic lights in a

piece of paper

Each color represents the following:

RED things that they have to stop doing that

worsens conflicts in their group

YELLOW things they need to think about to

resolve conflicts

GREEN things that they need to continue to

maintain harmonious relationships within a group

VI. References

References:

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

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.