Presented by:
Lila Markley, PMP
August 11, 2014
INTRODUCTION AND AGENDA
Introduction
• What is conflict?
• Ingredients of conflict
• Perspective counts
• Approaches to conflict that don’t work!
• From conflict management to conflict transformation
• The conflict partnership
• Steps to a partnership approach
• What do you do when the mediation or negotiation is stuck
• Breakthrough strategy steps
• Case discussion
• Close – The Meeting Place
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WHAT IS CONFLICT
Con`flict´
n. 1. A striking or dashing together; violent collision; as, a
conflict of elements or waves.
2. A strife for the mastery; hostile contest; battle; struggle;
fighting.
v. i.1. To strike or dash together; to meet in violent collision; to
collide.
2. To maintain a conflict; to contend; to engage in strife or
opposition; to struggle.
3. To be in opposition; to be contradictory.
http://www.webster-dictionary.org/definition/conflict
“The best way to get rid of an enemy is to
make it your friend.”
Abraham Lincoln
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INGREDIENTS OF CONFLICT
Differences
Diversity
Feelings
Values
Perspective
Needs
Perceptions
Principles
Emotions
When you consider the different possible combination
of ingredients, each conflict takes on a unique flavor.
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PERSPECTIVE
Perspective counts!
Conflict transformation requires that participants view
the conflict through multiple lenses.
• Immediate situation
• Underlying patterns and context
• Structure of the conflict and the relationships
Conflict transformation is an evolution of conflict
management and conflict resolution concepts. It is
based on the theory that conflict is normal in
relationships and it is a catalyst for change.
What do you see when you look at the images
on the next pages?
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WHAT DO YOU SEE?
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WHAT DO YOU SEE?
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WHAT DO YOU SEE?
What Psychologist's of perception call the Gestalt principle can be
applied to the concept that we can sometimes miss the big picture
of the conflict by focusing on specific aspects.
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APPROACHES TO CONFLICT
Traditional approaches that don’t work
• Bargaining
Focus on the demands of the participants rather than
needs, perceptions, goals, values and feelings
•
Conquest
Depends on bullying, dominance and manipulation
•
Band-Aid
A quick fix that creates an illusion that the problem is
solved
•
Avoidance
•
Role Playing
Pretends there is no conflict because the participants don’t
know how to deal with it
Participants lose the opportunity to make valuable
contributions because they are constrained by their roles
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FROM CONFLICT MANAGEMENT TO CONFLICT
TRANSFORMATION
Conflict management does not attempt to remove conflict; rather, it
looks at how to bring opposing sides together in a cooperative and
constructive process for managing difference.
Conflict resolution recognizes that people cannot compromise on
their fundamental needs; however, it is possible to move beyond a
conflict if participants can explore, analyze, question and reframe
their positions and interests.
 Conflict transformation is a process of engaging with, and
transforming the relationships, interest, discourses, and the
constitution of a society that supports conflict. Constructive conflict
is seen as a necessary agent or catalyst for change.
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CONFLICT PARTNERSHIP
Conflict transformation is an approach that
advocates a conflict partnership. It is
sustainable and meets the needs of the
participants and overall relationship.
• We, not I versus You
• Looks at the overall relationship
• Seeks to improve the relationship
• Results in mutual benefit
“What do you really want, and what will you do to
keep from getting it?” William G. Perry, Jr. Harvard
Graduate School of Education
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KEY STEPS IN THE PARTNERSHIP APPROACH
Steps key to a partnership approach in conflict
transformation are:
• Create an effective atmosphere
• Clarify perceptions
• Focus on shared interests and needs
• Build shared positive power
• Look to the future, then learn from the past
• Generate options
• Develop stepping stones to action
• Make mutual benefit agreements
Dudley Weeks, The Eight Essential Steps to Conflict Resolution
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PRINCIPLED BASED NEGOTIATION
Roger Fisher and William Ury, in their book Getting
to Yes talk about principled based negotiation. Here
are some key points to consider:
• Don’t bargain over positions.
• Separate people from the problem.
• Focus on interests and not positions.
• Invent options for mutual gain.
• Insist on using objective criteria for making
decisions.
• Have a best alternative for the negotiated
agreement (BATNA).
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WHAT DO YOU DO WHEN YOU ARE STUCK
In his book, Getting Past No: Negotiating In Difficult
Situations, William Ury presents the Breakthrough
Strategy which consists of a few critical steps to getting
beyond a stalemate. However, before you even start it is
important to PREPARE, PREPARE, PREPARE! Most
negotiations end before they even start.
Breakthrough Strategy
1. Go to the balcony
2. Step to their side
3. Reframe
4. Build them a golden bridge
5. Use power to educate
Build your opponent a golden
bridge to retreat across. – Sun
Tzu
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To Outsource or Not to Outsource
That is the Question
Case Discussion
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CLOSING
The Meeting Place
“If we create the social space that brings
Truth, Mercy, Justice and Peace together
within a conflicted group or setting, energy
is crystallized that creates deeper
understanding and unexpected new paths
leading toward restoration and
reconciliation.” John Paul Lederach
http://www.colorado.edu/conflict/transfo
rm/jplchpt.htm
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REFERENCES AND FURTHER READING
Lederach, John P. (2003). The little book of conflict transformation. Intercourse:
Good Books.
Kegan, R., & Lahey, L. (2001). How the way we talk can change the way we
work. San Francisco: Jossey- BassBeer.
Fisher,R. & Ury, W. (2011). Getting to yes. New York: Penguin Books. (revised
addition)
Weeks, Dudley. (1992). The eight essential steps to conflict resolution. New York:
Penguin Books
Ury, W. (1993). Getting past no: negotiating in difficult situations. New York:
Penguin Books.
Lederach, John P. (1997). The meeting place. Retrieved from
http://www.colorado.edu/conflict/transform/jplchpt.htm
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