Involvement in Conflict Management and Negotiations Gerald Carty Monette QEM Senior Advisor

QUALITY EDUCATION FOR MINORITIES (QEM) NETWORKTCUP LEADERSHIP DEVELOPMENT INSTITUTE (LDI)

COHORT II-SESSION IIISofitel Minneapolis Hotel 5601 West 78th Street • Bloomington,

Minnesota August 3 to 7, 2009

Involvement in Conflict Management and Negotiations

Gerald Carty MonetteQEM Senior Advisorcartym@aol.com

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What Causes

Conflict?

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DISAGREEMENTS = CONFLICT …………….and can happen at any time.

• In the workplace • Away from the workplace

• Can even be rooted in something that happened decades ago.

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As the Leader, How would you Manage Conflict?

Some Types of Leadership Practices

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“My way or the highway!”

“Do as I Say, Not as I do!”

QEM/TCUP Leadership Development Institute: Forms and Styles of Leadershiphttp://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Styles/styles.html

Three Leadership Styles: (of many)

• The Leader Who Dominates

• The Leader Who Exercises Little Control

• The Leader Who Consults, Encourages, Delegates

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The Leader Who Dominates • Is Good at Meeting Urgent Deadlines• Is an Accepted Style• Is Preferred in Some Cases

• Results in Resistance• Requires Continuous Oversight

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The Leader Who Maintains Little Control

• Good When “team” is Skilled/Motivated• Can Empower Others to Achieve Goals

• Participates Little

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The Leader Who Consults Yet Maintains Responsibility

• Allows Others to Make Decisions• Encourages Participation & Delegates• Identifies and Uses Talents of Others• Guides with a Loose Reign

• Can Be Seen as Being Unsure of Self• Viewed as Not Leading

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Negotiating Conflict

1.Learn the Conflict

2.Apply Methods

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Learn the Conflict

What Causes?

• Power?• Perception?• Need?• Values?

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Apply Methods

• Consensus• Compromise• Compete• Accommodate• Avoid

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Reach Consensus through Collaboration – Your own interests matched with the interests of the other person.

• This strategy is generally used when concerns for others are important.

• It is also generally the best strategy when larger interest is at stake.

• This approach helps build commitment and reduce bad feelings.

• Takes time and energy. • The others' trust and openness can be taken advantage of.

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Compromise • Win some/lose some.• Temporary solutions • Can lose sight of important values and long-term

objectives. • Can distract the partners from the merits of an issue and

create a cynical climate..

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Competition • Your own interests with less concern for other.• Bargaining.

• Can cause the conflict to escalate and loser may try to

retaliate.

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Accommodation • High concern for the interests of other person. • Used when the issue is more important to others than to

you. • Appropriate when you recognize that you are wrong.

• Your own ideas and concerns don't get attention. • You may also lose credibility and future influence.

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Avoidance

• Low concern for your own interests and of the other. • Used when the issue is trivial or other issues are more

pressing. • When confrontation has a high potential for damage.

• Important decisions not made or made by default.

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Conflict

• Develop a Plan• Deal With it Directly• Do Not Avoid• Focus on the Future• Respect the Community• Be Preventive