Monday, 29 April 2013
“THEMES OF CONFLICT DIAGNOSIS”
Two economists are assigned a group task to design a policy. One of them is in favor of free market economy and a monetary policy etc while the other is in favor of controlled economy and is a socialist. Due to the difference in school of thoughts, they have bad tie; do not communicate and when they do, it gets hostile.
They have been assigned a deadline and the work is too huge to be done alone.
In determining the conflicting ties through Themes of Conflict Diagnosis, how you diagnose the above conflict between the two working together while disagreeing also? Explain any 3 related themes in reference with above context.
Two economists are assigned a group task to design a policy. One of them is in favor of free market economy and a monetary policy etc while the other is in favor of controlled economy and is a socialist. Due to the difference in school of thoughts, they have bad tie; do not communicate and when they do, it gets hostile.
They have been assigned a deadline and the work is too huge to be done alone.
In determining the conflicting ties through Themes of Conflict Diagnosis, how you diagnose the above conflict between the two working together while disagreeing also? Explain any 3 related themes in reference with above context.
- We often do not like in others what we do not want to see in ourselves.
- Write down 5 traits that really bug you when see them in others.
- Be aware that these traits are your “hot buttons.”
2. Manage yourself. If you and/or another person are getting upset, then manage yourself to stay calm:
- Speak to the person as if the other person is not upset – this can be very effective!
- Avoid use of the word “you” – this avoids your appearing to be blaming the person.
- Nod your head to assure the person that you heard him/her.
- Maintain eye contact with the person.
3. Move the discussion to a private area, if possible.
- Many times, moving to a new environment invites both of you to see or feel differently.
4. Give the other person time to vent.
- Do not interrupt the person or judge what he/she is saying.
5. Verify that you are accurately hearing each other. When the other person is done speaking:
- Ask the person to let you rephrase (uninterrupted) what you are hearing to ensure you are hearing it correctly.
- To understand the person more, ask open-ended questions (avoid “why” questions – those questions often make people feel defensive).
6. Repeat the above step, for the other to verify that he/she is hearing you. Describe your perspective:
- Use “I”, not “you.”
- Talk in terms of the present as much as possible.
- Quickly mention your feelings.
7. Acknowledge where you disagree and where you agree.
- One of the most powerful means to resolve conflict is to mention where you both agree.
8. Discuss the matter on which you disagree, not the nature of the other person.
- Ask “What can we do fix the problem?” The person might begin to complain again.
- Then ask the same question. Focus on actions you both can do.
- Ask the other person if they will support the action(s).
- If the person will not, then ask for a “cooling off period”.
9. Thank the person for working with you.
- It takes patience for a person to engage in meaningful conversation during conflict. Acknowledge and thank the other person for his/her effort.
10. If the situation remains a conflict, then:
- Conclude if the other person’s behavior violates one of the personnel policies and procedures in the workplace and if it does, then follow the policy’s terms for addressing that violation.
- Otherwise, consider whether to agree to disagree.
- Consider seeking a third party to mediate.
