Games for Learning about Conflict Resolution
Scaling Agile across the enterprise can also scale up or create new organizational conflicts: groups that are accustomed to working in their own silos struggle to find ways to identify their shared interests and collaborate effectively. Equipping team members with effective conflict resolution skills is important in helping everyone navigate change successfully.
Conflict isn’t inherently a bad thing – it’s inevitable when people are working closely together on things that they care about. In fact, diverging viewpoints can bring new insights to help teams move forward and create something new. Dealing with conflict head-on is challenging for many people, yet few organizations and teams spend time explicitly considering “how will we work together when things get rocky?” Teams need to build the skills to be able to navigate through rough times together and come out with win-win solutions.
This workshop will present useful models for considering conflict supported by games teams can use to develop and practice conflict resolution skills. The models address underlying drivers of conflict, modes for responding to conflict, assessing conflict severity to determine appropriate interventions, and the patterns of principled negotiation. The games build on the concepts to help participants gain insight and develop important skills in a non-intimidating and memorable way.
Outline/Structure of the Workshop
In this workshop we explore a series of concepts related to understanding our reactions to conflict and how to navigate through conflict situations: for each concept, there's a brief presentation segment and then we play a game that builds on the concept.
Introduction: Rock Paper Scissors competition (to create a little conflict in the room)
Theme 1: Understanding our own responses to conflict:
Navigating Conflict - poem: The Zax - Why is conflict inevitable? What happens when we deal with conflict (or when we don’t)
Game: Perception - how do you perceive conflict? - debrief
Game: Escalation - how do you react in conflict situations? - debrief
Thomas –Kilman Conflict Modes - understanding patterns of response to conflict
Game: Contagion - how do our interactions with others make them feel negative or positive? - debrief
Theme 2: Learning to navigate conflict:
Leas’ Levels of Conflict - knowing when to intervene
Principles for “Getting to Yes” - patterns for systematically addressing conflict situations
Activity: Clearing the AIRR - addressing conflict head on - debrief
Furlong’s Circle of Conflict - identify drivers of conflict
Game: Contradiction - considering hindsight bias and situational validity - debrief
- Understanding our own beliefs about and reactions to conflict
- A useful model for identifying the drivers underlying conflict
- A pattern for constructive conflict resolution based on principled negotiation
- Games that can use with your teams to develop conflict management and resolution skills
Anyone in the organization.
schedule Submitted 6 years ago
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Generation after generation we humans devise and create what we need in order to evolve as a whole, as an adaptive system. We extend our bodies and consciousness in order to fly, to compute, to communicate, to be faster, to reach further, and so on. Good or bad is not of interest here. This is just how it works. This is how we have created all of our tools and technologies, or "media" as Marshall McLuhan would say. To extend ourselves.
Nevertheless, tools and processes are the fastest layer in the evolution of a human system. If you observe and study them, it is very difficult that you'll understand where the future is headed. In times of concentrated change like the one we're living through, if you focus on tools and processes, you'll be observing the results of a change in people that has happened yesterday. It is, at best, the present of work. It might not be mainstream yet in some aspects, but from a systemic point of view, it is already all here.
If you want to really have some sound insight of what the future of work holds, you have to look into people. Let's see how, and what this shows.