Basic Conflict Resolution Strategies | Dr. Warren Chalklen | Skillshare

Basic Conflict Resolution Strategies

Dr. Warren Chalklen, Education Innovator

Basic Conflict Resolution Strategies

Dr. Warren Chalklen, Education Innovator

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5 Lessons (12m)
    • 1. Overview of where to find each skill

      1:21
    • 2. Conflict Resolution Model

      2:41
    • 3. Feedback Model

      2:00
    • 4. Integration Model

      3:48
    • 5. Maslow

      2:27
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About This Class

** ACCORDING TO WORKFORCE: "Decision making and problem-solving skills are the most important skills in the 21st century."

** SPECIAL FREE BONUS** EXCEL DECISION MAKING WORKBOOK INCLUDED. In order to further improve the student experience, there is a free download of an Excel workbook packed with activities and ready to use models. This helps ensure everything is even easier to understand & even more fun and engaging!

**Are you ready to take your career to the next level? In this course, you will learn a range of problem solving and decision making strategies. This course covers important topics such as decision making skills, conflict resolution models, product analysis and strategic thinking.

You will learn or remind yourself of these concepts that will help make you more successful!The contents of this course are all based on my work experience as a Policy Analyst in The Office of the Presidency of South Africa, founder of Grow2Lead, a leadership and non-profit organization in South Africa and a Data Associate for a leading Education nonprofit in New York City.

This course is taught by PhD with a Masters in Public Administration who has founded and worked in nonprofit organizations and tackled wicked policy problems faced by government agencies across the globe. Examples include my position as a former policy analyst within the The Office of the Presidency of South Africa and a Data Associate in the National team of one of the largest education nonprofit organizations in the United States. I received a PhD from Texas A&M University and a Master's degree in Public Administration from the Bush School of Government.

This course ties together both my theoretical knowledge and practical experience in a dynamic, practical and applicable way.

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Students of this course will enjoy learning a range of problem solving and decision making strategies….from the Eisenhower Model, SWOT analysis, to the Long Tail, Integration and Cost-Benefit Analysis Techniques.  Use this course to take your career to the next level!What are the requirements?

  • Come ready to learn :)

What am I going to get from this course?

  • Join a global community of students!
  • Superb reviews!
  • Over twenty decision making and problem solving strategies!
  • Learn how to make better decisions!
  • Use the models to resolve conflicts and deliver great feedback!
  • Conduct a product analysis!
  • Analyze policy
  • After this course you will have the tools / skills needed to make important decision to take you to the next level!

Who is the target audience?

  • Anyone interested in learning about or brushing up on their decision making skills.

Meet Your Teacher

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Dr. Warren Chalklen

Education Innovator

Teacher

Dr. Warren Chalklen is an education innovator who has taught over 92,000+ students across 179 countries using online and face to face platforms. He is passionate about building individual and organizational capacity in the fields of diversity, policy analysis, and data driven performance with softwares such as Excel, Salesforce and Balanced Scorecard tools. In his spare time he loves to travel and recently returned from a vacation in Cuba!

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Transcripts

1. Overview of where to find each skill: Hello and welcome to this course master strategic thinking and problem solving skills in front of you. You have 20 strategic thinking and problem solving skills strategies, and what I've done is divide them into coal categories. These are decision making, conflict resolution, product analysis and strategic thinking. The table in front of you helps you organize these. So in the case off a scenario in which you need to use them, you can always come back and see which of these strategies most apply to you. In addition to the table you also have at the bottom of your sheet each of these strategies in alphabetical order that we're going to cover in this course and these can be seen at the bottom. The remainder of this course will actually go through each of these in each sheet. You will see both the explanation as well as activities that we're going to cover that help you use thes and apply these to your daily life. I look forward to seeing you in the rest of the course as we go through these 2. Conflict Resolution Model: perhaps one of the most common features off any organization is both decisions and conflict . Conflict is a great opportunity to find spaces to grow, and it is perhaps one of the most inevitable pieces of working with other human beings. What I'm providing for you here is the conflict resolution model, and I'm using Thomas Kill Mons work on and what to give him homage because he put together a conflict resolution model that talks about assertiveness versus cooperative nous. And in terms of assertiveness, we have high assertiveness is sort of competing. Lo assertiveness is avoiding. And when we talk about cooperative, it's low cooperative. Um, in terms of competition on very high cooperative would be collaborating and accommodating. So when you're having complex, this is a very helpful model to use. I'm going to show you how this can work. Ah, using these graphics sort of. Is this person avoiding? Are they being uncooperative and an assertive? Or are they collaborating? In other words, are they being highly cooperative and highly assertive? Or are they accommodating where they have low assertiveness and high cooperative nous? Let's look at the intensity of conflict and on the left inside we have the intensity in the right column, we have the X axis, we have time, and what you find is that conflict doesn't always follow this process. However, this is useful for you to know as you go through conflict resolution, you may find yourself in one of these five quadrants that we developed over here, and these could shift and change. However, what this model helps you do is think about on everything underlying conflicts, thinking about strategies, in other words, conflict development. And this is where this model fits in really well thinking about how you would address conflict stalemates, working about processes that will help you resolve conflicts and re Conseil those conflicts and what this model does. What Thomas Gilman's model does is help you map these conflicts and think about the dynamics that are playing out in regards to these conflicts. 3. Feedback Model: feedback is one of the most important elements off successful management and leadership. What I've put together here is a feedback model drawn and synthesized from some of the major scholars. I also would like to recommend a book called The Decision Book 50 Models for Strategic Thinking by Michael Crow Gris as a very helpful resource. When thinking about both feedback and other decision making tools, let's talk a little bit about the feedback model. The feedback model has feedback broken into four key areas. Advice, compliments, criticism and suggestions. This feedback model also provides a little bit of insight into the kind of phrases that you could use, and I've sort of captured them here as well. You can use examples you can talk from the I, and you can also relate back in terms of questions such as What do you think? I also wanna talk about the feedback cycle, and the feedback cycle is really important because it's a looping process where you go from discovering issues both through the assistance of your leader or manager, as well a self discovery. You analyze the causes and consequences of those, you then create options and solutions either by yourself or collaboratively, you commit to action, you evaluate your performance and then you go through this process again. This is incredibly helpful when you're thinking about feedback as well. Thinking about feedback not only at each pillar by throughout the process on what this model does finally is help you think about the kind of feedback, and that kind of feedback relates to the situation that you find yourself in. I hope this has been useful for you. 4. Integration Model: if there was ever a management theorist that has gone unnoticed or has not received the credit that she deserves for her brilliance. This is Mary Parker Follett, and I'm going to start off by just talking a little bit about Mary Parker Follett in relation to her conflict resolution model Mary Parker Follett is one of the founding theorists of management, and one of the most important books that you could read as a manager is Mary Parker Follett's work called The Prophet of Management, edited by Polian Graham. One of the most powerful quotes that you will take from this and I'm going to share with you her her process of conflict resolution in a moment. But she talks about that. It's not always our problem, not hard to get control of people, but how all together we can get control of the situation. Let me let me say that one more time. That is always our problem, not how to get control of people, but how all together we can get control of a situation. Mary apocryphal. Its work has been pivotal to thinking about management. It's as situation based learning, and, um, this philosophy enters the fray. When we talk about conflict, she talks about conflict in three ways. The first way is domination, where she describes, and I've put these pieces over here if you'd like to follow along as victory of one side over the other, she says that this is unsustainable. She says that compromise, as we saw in Thomas Killman, is work, whereas he says that's the goal. She says that no, in fact, that's a delay for future conflict. And so, as a sort of third round, she talks about integration, and I'm gonna talk to a little bit about went. Integration means it means power sharing based on the use of a concept called Power with rather than power over. And she gives us some example, she says. In the Harvard Library one day there was one off. There was a small room and someone wanted to open the window. However, she wanted it shut, so we opened the window in the next room when no one was sitting. That was not a compromise because there was no one curtailing the other person desire. We both got what we really wanted for. I did not want a closed room. I said, simply did not want the North Wind to blow directly onto me. Likewise, the other arguments did not want that particular window open. He merely wanted more air in the room. And so the key question for Mary Parker Follett is to think about what the shared values are when you think he want conflict for her. What she valued was to be in an a rated room that wasn't closed. The other occupant just wanted a window opens that more air could come in. And so they birth, were able to find shared values and then moved from the shared values to the practical nature off the conflict. Often we get stuck on the practical nature of the conflict and not the shared values, because we often don't realize that we in fact share the same values but differ in the way in which we're going to approach those values. So Mary Parker Follett's work is incredibly helpful in this, and I high recommend her book 5. Maslow: Maslow's hierarchy of needs is perhaps one of the most prominent frameworks in the fields of psychology and education. In the fields of organizations and leadership. It is increasingly informing the way we deal with conflict and decision making. And the reason why it's so important is because if you can understand the position ality in other words, how people are perceiving and thinking about a specific decision, you can really begin to understand. Ah, their perspectives. In a more nuanced way, mesas, hierarchy of needs begins at the bottom with psychological needs. Those are feelings of safety ah, which also relates to the second rung but basic physiological needs such you know that one can understand, such as motivation. For example, safety is a critical piece in relation to how people needed people feel safe. Then they are more able to take risks, for example, or ask questions about risk if safety is important to them. Some people really feel the need to belong to the organization or to the group, and so this could really affect the way in which they make decisions, esteem needs. People need to be praised for them to perform well and so understanding their motivations could help you praise in public and criticize in private self actualization is the understanding off self motivation, self actualization. In other words, reaching one's potential. If one is, understands how people approach certain problems, problems using this framework. In other words, are they thinking about psychological needs? Physiological needs such as just basic functions? Ah, you know. Are they able? Are they healthy? Do they you know, mentally and emotionally? Do they feel safe? Do they feel like they belong? Do they need praise? Um and are they self motivated self starters? And those are some key things that you need to know about your team. You know that in order to make effective decisions with them.