Dealing with Conflict: Instrument

Alexander Hiam

Most of us are less skilled at handling conflict than we should be. Although studies show that a negotiating behavior is usually the best response to a conflict situation, negotiation is a difficult endeavor-one that requires considerable skill and thought. The normal negotiating behavior, as typically practiced in business and social contexts, does not generally produce high levels of satisfaction for either participant. The Dealing with Conflict Instrument (DWCI) will help change this by encouraging conflicting parties to shift to a more collaborative style in order to find and pursue shared interests, creating a win/win outcome.

The Dealing with Conflict Instrument presents five conflict-handling styles. The five styles; accommodate, avoid, compromise, compete, and collaborate, encompass all the effective ways of dealing with conflict. By completing the Dealing with Conflict Instrument-Self, participants will learn about their own natural style tendencies, while the information gathered from the DWCI 360-Degree Feedback set will give them insight into how they are perceived by others when resolving conflicts. The combined results of these assessments indicate which styles of conflict resolution need the most improvement.

Participants will explore the characteristics of each conflict-handling style which will help them develop greater style flexibility. In order to decide which style is best in a given situation, they will learn to dissect situations, using Conflict Situation Analysis.

DWCI is a significant improvement over conventional conflict assessments. It shortens usage time, produces clearer and more user-friendly results, and includes helpful support material. DWCI is compatible with most existing training programs and is the easiest way to update assessment materials.

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50 Activities for Conflict Resolution

Jonamay Lambert & Selma Myers

This collection of activities, self-assessments, and exercises is especially useful as a resource to introduce the issue of conflict and its resolution as a part of workshops on management, leadership, communication, negotiation and diversity.

The book is fully reproducible and flexibly organized in two sections. Part One includes twenty-five interactive group learning activities to explore conflict and provide practice in skills that help to resolve it. Part Two consists of twenty-five individualized exercises and assessments that are ideal for pre-work prior to group training sessions, or they can be distributed to participants for their own self-development. All of the activities and assessments are reproducible and include participant materials and notes for the instructor.

Selected Contents

Part One: Group Workshop Activities

• Two Responses to Conflict: Fight or Flight
• How Can We Both Win? A Quick Demonstration
• Individual Conflict Styles: A Zoological Approach
• Approaches to Conflict: Role Play Demonstration
• When Conflict Creates Stress, Don't Just Stand There...
• Introduction to Listening: A Self Inventory
• Red Flags
• Benefits and Barriers: Exploring Third Party Intervention
• Mismatched? Are You Reading the Non-Verbal Cues?
• Constructive or Destructive Conflict: Lessons to be Learned
• Gaining a Different Perspective
• Assumptions: Who Needs 'Em?
• Portrait of a Peacemaker
• What Kind of Question is That?
• Third-Party Mediation
• Formulating Clear Agreements

Part Two: Individualized Exercises and Assessments

• Self-Assessment in Dealing with Differences
• Analyzing A Conflict: Is It Worth Getting Into?
• In the Heat of the Moment
• How to Deal with Hot Buttons
• Resolving a Conflict through Planning
• Mediation: Test Your Knowledge
• First Thoughts About Others: Perception IQ Quiz
• Uncovering the Hidden Agenda
• Your Turn: A Non-Judgmental Exercise
• Supportive Listening: What's Your Score?
• Escalate vs. Acknowledge: The Choice is Yours
• Eight Different Points of View

"This works is right on point! Performance management is the business issue of our times and coaching is THE requisite skill for all leaders who need to get the best from their teams. Every practitioner will benefit from Tom's contagiously passionate approach, guaranteed to help you and your team win."

C.O. Woody, Senior Vice President, Florida Power & Light

Transformational Coaching Workshop

Thomas G. Crane

Transformational Coaching represents a new paradigm for leaders, managers, and supervisors, as well as the culture of work. Transformational Coaching is not a "top-down" coaching process in which a boss tells a subordinate what is wrong and what to do to fix it. Instead, leanders using the Transformational Coaching process build trusting relationships with the people they lead or supervise. They use dialog and listening skills to determine, jointly with ther subordinates, the next step to take.

As part of the new pradigm, a "feedback-rich" culture is created. This new culture sets the stage for interaction in which all members of the team simultaneously act as players and coaches to one another. This creates egalitarian, high-trust relationshis, levels the playing field, and makes everyone's feedback inportant and worthwhile.

Complete Workshop includes:
Fully reproducible Participant Workbook, Leader's Guide and one copy of The Heart of Coaching (see below)

The Heart of Coaching
Using Transformational Coaching to Create a High-Performance Culture

Thomas G. Crane

The Heart of Coaching is included with the Transformational Coaching Workshop (Above)

The Heart of Coaching introduces Transformational Coaching - a fundamentally different way of approaching the process of leading others to enhance their performance. It creastes egalitarian, mutually-supportive, high-trust partnerships between people that transcend the traditional boss/subordinate roles. Shifting your mindset from "The Boss" to "The Coach" is essential for this transformation, and this book is a clear guide for developing employees who are motivated, effective, and happy in their jobs. Transformational Coaching is the requisite skill for today's leaders, managerss, and supervisors, who choose to enhance their personal effetiveness and the performance of those they lead.