PROFESSIONAL GUIDANCE
DISPUTE RESOLUTION The Essential Skills The last two issues of Leadership+ have featured articles providing strategies for conflict resolution. The final article in this issue explores the techniques and processes that enable Principals to achieve and implement win/win resolutions as quickly as possible in their schools. Principals spend a lot of time resolving disputes. Different people have different ways of dealing with conflict. Usually, we are not aware of how we act in conflict situations. We just do what comes naturally. The ideal outcome of dispute resolution is to balance achieving personal goals with maintaining a relationship with the other person whilst at the same time basing resolutions on objective standards.
Dialogue, not debate Conflict resolution should be principle-based not power based. The key to enabling this process is to first and foremost adopt a nonadversarial approach. Look for solutions as opposed to apportioning blame and focus on change rather than control. This method is much more likely to disarm potential conflict before it spirals out of control. Trust in dialogue rather than debate - focus on the problem rather than the person, but at all times, be conscious that conflict resolution may be a long and laborious process. The quick fix may not endure and in many instances can lay the bases for a more serious breakdown in communication into the future.
Promoting Dialogue Always encourage engagement. Convey interest from the outset and promote interaction. This can be done through the use of neutral words and avoiding the temptation to either agree or disagree. Use probing question to convey interest and extract further information such as "Can you tell me more about that?". Restate at regular intervals
to show that you are listening and understand what is being said, for example, "So you would like your views to be taken into account, is that right?". Always ask questions to clarify what is said and to get more information. Above all, acknowledge the worthiness of the other person and the significance of their issues and try to show appreciation for their efforts and actions to date. It is always useful to summarize the more important issues and ideas discussed at the end of the conversation. This pulls together the relevant facts and establishes a basis for further discussion.
Responding to Conflict Some people respond to conflict through confrontation such as abusive, sarcastic or loud behaviour. These people tend to conceal information and feelings, dominate exchanges and be poor listeners. Other people tend to be passive in a conflict situation and allow themselves to be interrupted and subordinated easily. They tend to avoid the main issues and apologise too easily. Neither of the above make for speedy resolution to conflict. A merging of the above styles in a problemsolving approach is much more likely to ensure progress in the short term. A problem-solving approach demands good listening skills, good eye contact, full disclosure of information and the ability to adopt clear policies on issues. At the outset, do not look for early solutions but aim towards seeking compromises on specific issues. Look for positions on which all parties can agree. Actively listen to the other’s story to establish needs and interests. Focus on common interests, brainstorm possible solutions, choosing those that meet everyone’s interests. Having achieved this, develop an action plan.
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Elements of Negotiation
■ The first principle of negotiation is to separate the person from the problem focussing on communication with the person rather than to the person. This process is likely to establish the issues that are most important to the other party, the interests, motives and reasoning behind particular courses of action, and the most obvious possible solutions. ■ It is important to focus on interests rather than on positions. Interests such as economic well-being, security, control over one’s life, status etc should be sometimes openly discussed and acknowledged as part of the problem, if relevant. ■ A variety of options should be devised and explored. The most promising ideas should be first listed and improved upon. The emphasis must at all times be a mutual gain rather than a win/lose mentality. All participants must be aiming towards seeking common ground and setting interests based on objective criteria. ■ When basing outcomes on objective criteria use standards to move towards a principled position. Reason and be open to reason, but never yield to pressure. In moving towards outcomes, don't attack positions but rather look behind them. Refrain from personal attacks and ask plenty of questions. Be prepared for criticism and use it for self improvement. Above all try to balance achieving your personal goal with maintaining a relationship with the other party, - this often proves to be the greatest indicator of success in any conflict resolution process.