Business performance improvement depends on making and supporting
better decisions. Decisions can be made by either one person or a
team. The vast majority of decisions are implemented by teams. To
maximize the impact of these decisions, we want to maximize the
contribution each team member is willing and able to make in helping
to make and implement the decision.
Along the way we discover that others don’t always see things the
same way we do. We seem to be in conflict.
Sometimes conflict is disabling, preventing future progress.
Sometimes conflict is laughable upon discovering a misunderstanding.
This hands-on seminar provides a number of exercises to help you
develop approaches and skills that allow you to move past conflict
and work more effectively, both in one-on-one relationships and
Conflict is in large part the emotional reaction we experience when
we think a particular way. The following list outlines some
alternative definitions of the components of conflict presented in
this seminar. These definitions are presented and practiced in a
series of hands-on exercises intended to help you generate new
approaches and skills in dealing with conflict.
point of view:
a person's particular way of looking at things, their paradigm,
their position. Our paradigms are the result of the interaction of
our conditioned perceptual skills and reinforced experiences.
discovery of different points of view.
an impersonal request to consider an alternative point of view.
an improved understanding of the breadth and depth of an issue as a
result of dialogue.
the notion that there is not only one way to do something, but
rather a number of ways which, successfully supported, will generate
an acceptable result. Our goal is to pick a good one, and
deliberately make it a success.
dialogue vs. discussion:
Team members actively listen to understand others' points of view,
and speak to describe their point of view while working to build a
shared understanding. Dialogue can describe the kind of conversation
which builds a synergistic new and better understanding of an issue.
Discussion describes the kind of conversation which only presents
and compares current points of view.
contribution vs. participation:
Team members contribute to building team decisions when they
actively listen to understand others' points of view, and speak to
describe their point of view while owning being responsible for
ending with a decision they will actively support. Team members who
participate only attend meetings and are happy when the team makes a
decision they can live with.
the "ah ha's" which occur often in dialogue when we begin to see
either an old or new issue in a different way. This new way of
looking at things often frees us to respect and incorporate others'
points of view for ourselves.
disagree but commit:
Occasionally, a team member will not come to see an issue as the
team does, even after numerous presentations of data. We can
optimize the impact of this team by asking this team member to
accept they do not agree with the team on this issue, but fully
support the decision of the team while registering their own
position. And actively support, not just "live with".
Productive dialogue requires the presentation of different points of
view and substantiation with data when possible. Tools allow the
team to physically place the issue out in front of the group, while
minimizing distracting personality issues. Tools help teams build
and support great decisions.
"Conflict is definitely a
growth industry ."
Roger Fisher – Harvard
Negotiation Project and Getting to Yes
Who Should Attend