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HomeMy WebLinkAboutBoard of Commissioners - Minutes - 10/17/2002• . . MINUTES OF THE OTTER TAIL COUNTY LABOR/MANAGEMENT COMMITTEE Otter Tail County Courthouse Commissioners' Room, Floor 1-B Thursday, October 17, 2002 1:00 p.m. Call to Order Brian Armstrong called the Labor/Management Committee meeting to order at 1: 10 p.m. Attendance: Tonya Anderson, Brian Armstrong, Carol Brause, Doug Cannell, John Dinsmore, Sue Ewy, Chuck Grotte, David Hauser, Cheryl Jones, Barb Jongeling, Cheryl Kottom, Larry Krohn, Malcolm Lee, Barbara Molter, Sydney Nelson, Wayne Roisum, Heather Severson, Wayne Stein, James Stewart, Jodi Wentland, and Sharon Wicklund. Excused Absence: Richard Akerman, Dwight Serven, Tim Brand, Chuck Kitzman, and Mick McCormick. Unexcused Absence: Rick Denzel, Don Larson, Anne Mueller, and Kirsten Olson. Review of Mission and/or Norms of Behavior Brian Armstrong read the Mission Statement and Doug Cannell read the Norms of Behavior list. Review of Minutes • Committee members approved as presented, the minutes of September 19, 2002, by consensus. Review of Agenda Committee members approved as presented, the agenda of October 17, 2002, by consensus. Discussion Items A. Insurance Renewal Information/Recommendations for CY2003: The following insurance items were discussed: • Kathy Domholt reported that the health care coverage will increase by 15.3% for 2003. • There will be some new options that will be presented by Lakes Country Service Coop down the road that could significantly reduce our premiums. • Dental insurance modification to increase the per person, per year maximum from $500 to $750 effective January 1, 2003, for all employees who choose to enroll in the dental plan. If, after the 2-year "lock-in" period, an employee elects to cancel the dental coverage and then, re-enter the plan at a later date, the benefit maximum would be $500. The premium for the dental coverage effective January 1, 2003, would increase from $25 to $26 for the single coverage and from $58 to $60 for the family coverage. Consensus by the Labor/Management Committee to present the above to the County Board Commissioners. • Expansion of the Insurance Subcommittee. • Long Term Disability and Life Insurance will remain the same for 2003. • Discussion of new health care programs that will be offered through Lakes Country Service Coop for 2004. One program is a high deductible insurance plan with a personal heath account similar to the present flexible spending account. This may be a program that the Labor/Management Committee could look at next year. Consensus was reached by the Labor/Management Committee to have the Insurance Subcommittee look at the different • programs that will be offered in 2004 and report back to the LMC. 8. New Member Orientation Subcommittee Update: • Sue Ewy presented to the Committee the Problem Solving Form for review. Sue also presented the Problem Solving Form completed by the New Member Orientation Subcommittee on October 10, 2002, which was approved by consensus. Otter Tail County Labor Management Committee October 17, 2002 Page2 . . • Sue Ewy also discussed the Standards for Otter Tail County Labor/Management Committee 0 which include: 1. Agreement that all recommendations must be legal. 2. Agreement that all recommendations will not infringe on managerial rights or collective bargaining. 3. Agreement that the LMC acts in an advisory capacity and all recommendations will be presented as such to the appropriate decision making entity. 4. Agreement that the LMC is not a substitute for contract negotiations or for the grievance process. 5. Agreement that the LMC is not a "program" but a "process". Discussed having each July Labor/Management Committee Meeting become training for new and existing LMC members. Lori Morrell with the Bureau of Mediation would host July meetings. The above Standards for the Otter Tail County Labor/Management Committee were approved by consensus. • The Labor/Management Committee approved the attached Problem Solving Form by consensus. • John Dinsmore will present this Problem Solving Form to the Human Services Labor/Management Committee. • If someone approaches any LMC member in regard to this Problem Solving Form, it is suggested that both complete form together. • Approved by consensus to add a small verbage in the Employees' Monthly Newsletter starting at the end of October, which will start with the LMC Mission Statement. • At the next LMC meeting in November, the New Member Orientation Subcommittee will distribute an up-to-date Representatives List. C. Discussion of Subcommittees: Brian Armstrong spoke to the committee regarding: • Nomenclature -being on a level playing field • Education • Need to accept a design model Sharon Wicklund read a memo she received from Kathy Domholt regarding the Insurance Subcommittee and the Wellness Subcommittee: Insurance Subcommittee Why Formed: The Insurance Subcommittee was designated by the Labor/Management Committee two years ago because there were some questions by employees as to whether or not the County was getting the best health insurance for the money spent. What Subcommittee Does: The past two years, the subcommittee has researched different insurance options through insurance representatives. They held meetings to inform employees about the health insurance and the rising costs. Last year, the subcommittee looked at the bid process for several of the County's benefits -life insurance, long term disability, and dental. Current Membership: It is believed that the Labor/Management Committee appointed two members permanently: Benefits Coordinator, Kathy Domholt County Attorney, David Hauser The following current members have been on the Subcommittee for two years and appointed by the Labor/Management Committee: 0 Mary Ann Anderson (Human Services) Dawn Godel (Auditor's Office) Carol Brause (Human Services) Leon Anderson (Human Services) 0 Questions/Thoughts Regarding the Insurance Subcommittee: At the time the Subcommittee was formed, the replacement of members was not addressed. Does the Labor/Management Committee want to continue with the Insurance Subcommittee? If so, new members should be appointed. The representation is high in the-Human Services area -would there be value • • • . ' ,. .. ,.·. Otter Tail County Labor Management Committee October 17, 2002 , ·.: ,·>---~-;! •.·,,•1:.--~-1·.••·,....-., •. : Page3 in adding members from the Sheriffs Department, Detention Facility or other areas? Someone should be designated to the Subcommittee that is also on the Labor/Management Committee who could report back to Labor/Management on recommendations of the Insurance Subcommittee. Wellness Subcommittee Why Formed: The Wellness Subcommittee was designated by the Labor/Management Committee two years ago because Lakes County Service Cooperative offered funding for wellness activities that comes from the LCSC administration funds. Funding is based upon the number of health contracts each City, County or OGA has. What Subcommittee Does: The past two years, the Subcommittee has sponsored a health fair and assisted Lakes Country Service Cooperative in the "Step Challenge". The Subcommittee also educates employees regarding wellness activities and the benefits of healthy eating, exercising, etc. Purpose of the Subcommittee: The purpose of the Subcommittee is to promote healthy activities to reduce poor health. Current Membership: It is believed that the Labor/Management Committee asked for volunteers and the following people volunteered to be on the Wellness Subcommittee: Benefits Coordinator, Kathy Domholt Public Health Nurse, Marion Kershner Dietician, Annamarie Kohler-Tabbery The following current members have been on the Committee for two years. We asked for a representative from each department and the following people are members: Marilyn Heller (County Attorney) Brian Armstrong (GIS) Cindy Thompson (Assessor) Joyce Thompson (Land & Resource) Dianne Wieland (Treasurer) Jeff Gontarek (Court Services) Peggy Nelson (Auditor) Ardell Bolles (Coordinator) Leon Anderson (Human Services) Mavis Austin (Building Maintenance) Sharon Wicklund (Highway) Sheri Dahlen (Public Health) Questions/Thoughts Regarding the Insurance Subcommittee: At the time the Subcommittee was formed, the replacement of members was not addressed. The Labor/Management Committee could appoint new members and we should have someone that can report back to Labor/Management as a member of that committee too. When the Subcommittee was originally formed, Marion Kershner did a great job keeping the Labor/Management Committee informed of the Wellness Subcommittee's activities/efforts. We definitely need the Public Health Department to have permanent membership as they have the knowledge. Would it make sense to combine the Insurance and Wellness Subcommittees into one Subcommittee? The Labor/Management Committee had the following comments: • The Insurance Subcommittee could increase members by including some of the bargaining units such as Law Enforcement, Highway Maintenance, and Public Health. • Consensus was reached by the Labor/Management Committee to direct the Insurance and Wellness Subcommittees to each fill out the Problem Solving Form. D. RTC Building Concerns: The following items were discussed regarding the RTC Building: • • • • • • • Counter heights are going to be· at 36 inches, per ADA recommendations. At this height employees will be bending over too much, which could cause back strain . Where will the Extension Service office be housed? Individual Office Layouts Parking Questions Road access at 5:00 p.m . Purchasing Water Coolers Name Tags Otter Tail County Labor Management Committee October 17, 2002 Page4 Consensus was reached by the Labor/Management Committee to invite Rick Sytsma to the December meeting. Q Public Health and Human Services Labor/Management Updates The Human Services Labor/Management Committee has been working on their hiring process. Next Meeting The discussion items for the September agenda include: • Wellness Subcommittee • Insurance Subcommittee • Representatives List • RTC Building Concerns-Rick Sytsma Adjournment At 2:57 p.m., Brian Armstrong declared the meeting of the Otter Tail County Labor/Management Committee adjourned until 1 :00 p.m. on Thursday, November 21, 2002. ,; Atted'lments 0 0 ' ' ..... ,. PROBLEM SOLVING FORM • Subcommittee Formed: □Yes □No Identified Issue: Description of Current Situation: Recommended Options: Form Completed by: Date: Completed forms should be routed to: LMC Representative Date Reviewed by LMC: Action Agreement by LMC: •• . ' LABOR/MANAGEMENT COMMITTEE ATTENDANCE/SIGN IN CHECK SHEET MEETING DATE: October 17, 2002 .. Richard Akerman Tonya Anderson Brian Armstrong Dwight Serven Tim Brand Carol Brause Doug Cannell Rick Denzel John Dinsmore -ueEwy Chuck Grotte David Hauser Excused Une.ll.cL-t.S e.JJ Barb Jongelin~-~~~~f~~~~~~~C::=·=""~~ Chuck Kitzman Excused Cheryl Kottom Joanne Derby Cheryl Jones Merle King .. Lori Morrell Larry Krohn Don Larson Malcolm Lee Mick McCormick Excused Barbara Molter Anne Mueller Sydney Nelson Kirsten Olson w.,.,. Roisom ~ Heather Severson -:=:5 Wayne Stein James Stewart Jodi Wentland Sharon Wicklund PROBLEM SOL VJNG FORM IDENTIFIED ISSUE: Education of new LMC members •~-------------------DES C RIP Tl ON OF CURRENT SITUATION: • new members (as well as some current members) do not know who they represent on the LMC • some new members did not feel they had adequate communication from the LMC member they replaced • not all new members received a manual from the member they replaced • general feeling of committee members that their role on the LMC is not clearly defined • general feeling that county employees do not clearly understand the role or the accomplishments of the LMC INTERESTS OF INVOLVED PERSONS (Some that have been identified) • LMC members -need clear understanding of role & who they represent to be effective members • LMC committee -needs present, effective & knowledgable members to conduct business • OTC employees -organized & efficient method for having issues heard brings increased job satisfaction & happiness © • OTC -effective LMC increases employee job satisfaction which in tum increases productivity & job performance RECOMMENDED OPTIONS • • • • • • • • put together a list of members & who they represent identify current sub-committees, their membership & identify if they are ongoing or task orientated committees put together a list of accomplishments/ issues the LMC has addressed establish an ongoing list of issues addressed with reference to recommendations made include info about LMC in new employee orientation add a LMC update on monthly employee newsletter membll.(5 make available a fora, fut sttlsa,i!!iftg issacs to the LMC (in coordinators office or via e-mail) run LMC meeting in a positive marmer with emphasis on being able to have fun while accomplishing tasks design & implement an orientation for new LMC members that includes training on the Interest Based Problem Solving Method (will be incorporated into July LMC meeting armually) Form Completed by New member orientation sub-committee Date: 10/10/02 Completed forms should be routed to: LMC Representative Date Reviewed by LMC: -------ACTION AGREEMENT BY LMC: • • PROBLEM SOLVING FORM IDENTIFIED ISSUE: SUB-COi\IMITIEE FORl'I-IED Yes No DESCRIPTION OF CURRENT SITIJA TION: INTERESTS OF INVOLVED PERSONS (Some that have been identified) RECOMMENDED OPTIONS Form Completed by Date: --------- Completed fonns should be routed to: LMC Representative Date Reviewed by LMC: ACTION AGREEMENT BY LMC: ------ • I I • Standards for OTC LMC 1. Agreement that all recommendations must be legal 2. Agreement that all recommendations will not infringe on managerial rights or collective bargaining 3. Agreement that the LMC acts in an advisory capacity and all recommendations will be presented as such to the appropriate decision making entity 4. Agreement that the LMC is not a substitute for contract negotiations or for the grievance process 5. Agreement that the LMC is not a "program" but a "process" • .• -. ldentifying ---_fnte:tests: __ _ . G·uide:lrn-es : .. -' . . ' . . . . . . --_ What is your underlying-n~ec:1/cd:ncern? -. :•- . . . : ' -· ·. " .. . . . : . ,• _. . .-·; . ·. ·.· .... -•, -. -----------_-_-_ .~~j .;_:': ·::.: . _· "._ .' _·: . . -:,· .,__._ ';. -.. _: .. :. . .. ,, .... ' ·. ·:, -_ ,Why does•this' issue' ne~d to: be re,$9tv~:c:17_i_>i _; i,i ;-/<'.: .. _:-. _--/: .. :ti . ., '' ' .· -~<:,_-_;~·--_1 .. ·.·-· .. .-.-...:-: .... :r _--••• What:does it do if this issue isresolVgd:?>: ---- -( - --What does itdo if this· issue is hot resolved? ·• •, : . . ' Whatw~~ld be the worst nightmare? -_-__ - ..... --Prioritize the 'interests. ----• -., . --. . = .. -; :'-·~+ . ·:·· ·,, .. ··:.:/_:_.·.<f ... ,-,. ' ... ,· .. ·.• ... \ . ·-.--/( . ··.-.. _\:\'( .·.:. •· ...• ·.: :.·• ... ·.·' .. : •. })q:,' .·.·..... /. .. ·. ' . . . : ..... : _. .. : ,.·· . . ·,_.·· .: ,.":-:' · ... •. .. . . . . ·. . . . . .-, . ·._. . . .· ·, .,·· ~ · . . .-. · . .-·._·: .. <i·::·,,-....-..... ,~·'.;·· •"··\ .... : .... •.· -. ··,. .. . ..... .. ·, .. ··· ... ··-'··:: ... ,. . . ' .. · · • .· ... Sta:ndc1rds ifi11· p·e· revievved::anci.a'n,alyzed·for:i. ·.•· rE3ievancyw1Jila $va'1uatjrlg·:·o·pt'i6r1s> <. •·.· · .. · . < : ··. ' . . : . . '· : . . . . .. . . . . . . . . .. '': ' . . ·. . ·.·~" ·-. ,·, . . · .. ', ,-; :... ) · . . . . . . · ., ·. . · ... : ·~: : .. } . . . . ·. ·:i · •• > St;:inc:fards need_ to pe agreed to PE3::cqr,sE3nsqs. . /.' • : =.· .· .: >,·:. ~··. · .. ·--:__. . .. ·-'· • ... "::.. . . ': :: . :·. ·.· · ... :. . .:· ; .. ·· ·. <. ~. ,_· .. : ·,_. ~ . : . ·_. :.·: . .-', :··:.:··· : .. : ... .-::··::-:_ /-: .-:. -.:· ·: ::::: ·. . ··: ._: .= ...• : . _•, ''.:·..:.-..::f.':." .:' ;,-.,;.>·i:// .. . .. ,_;.. ' ... -·. ·· ... ·• · 1 nterrial Practice . ·-· Tr~nds (e;g;:, iec611orn16'.:c1Jip~te) · .. · ·• :. • ·· • Try to st~te the issue to allow as mat1y ·••· ·.· · · ·. variables as possible (Avoid• ''Fi)(e·a: Pie i,' . Syndrome")~ · · · · · · ··· ·· · · .·-· .:.=_.·:·~>·/· -:::· .. _.··.:": ·.: ... . . . . . ' . . • Therernaybe a needto adjuslJ1n······ · issue after other issues ·have be'en · · stated and interests have been. ·. . 'identified .. • Stated issues·shbuld be understood t>y ·· all. - Stating the Issues 0 · Guidelines· .. · ...•. State the issue, not position or · . interests. ·. • State-issue as subject matter or,>$s a·n ... ·. 0 · ·. _open-ended question.' >. · · · · . . . . . .. . . . . . •·.·.Do not use· 1eadirig (yes/no) question format; . . · · • Use nonjudgmental language in the • issue_. • .. Interest··· ... •· Based l?i(}01erl1 ..... ·· .. ...... ~ ~ :i~3i~-~ · .. ·,· .:. ·~;·...-:-~ · .. · ·._ . ··.·.Solving• 1v1ode1·•·· .. . : : ' . . .. '· ; ~ . . . ' . ; .. '; :,: .. : .... . •. ··.··• ·· •· · Pb/S$i ~li so1Qti9ns tO ah issueiJ◊!!t1~~t )'· •·.• .··•·· .. ··.·.·one of more interests~. ' .. ' .·. ',; ·. . .. . __ ::·-::~>/ . . . .· . . . .. · · .. · Agre'ed-u.pon q·ualities .of :an ·.· .· . . · acc¢ptab_le solution based on objective ·.·· ·· criterja or norms, independent of aJ1y . . ·. · .. · party's',wil.l:PFJ?d,Wer.i: .• .·.• '. •·.. . . ··.· .··.· ·. ·. '.·. · ... · ·• ... . . . . . . . .. > ~ . . · lri{erest i. i o · ,1····1 · l · Basea Pti>1:>1em>. ~~ --·· Sol~ing:Mt,d~f . ·. ·· .... ·. · Ai:~·upJe¢t'of cohfli9t;':th~ what,· the-: .. ·.· .. ·. ·. pr9.p!~r1t to b_e ~81v:ed:. >. \ . -. , ... ·. · .. · .. . ·. =...'. . . . . . · , _<. ,: -·, . ,.· . <O . . . . . • POSITION:.· .. · . -. . One J:>fu-rty's prOJ:)OSed· solution' to in issue. . . . . ·. --~ . o· ... ·· .. --.: :.. .. . . . • .Identifying· .·•··•1r,terests····· · Guidelines • Review definition of interest: . . . . . . . ~ . ; . ; . . · ·"Qne party's con_cern( s }, n_f3~tj:(~J,-()r _. ·.··•· • . .. desires( s) 't>ehi.nd an issue . .' Why.tbe · .. · . ·.· · ... · issµe·is:being rai~ed.l! . -·. . · ... · ·.·. · ..... . . . . . . . . · •· M~rnbers help each other identify·.··.· •·•·· · . · interests. Review the stated issue and · . . us:e the following q\.Jestiqns to help ·.·.· . · determ-irie interests. . . . .. Identifying ·o· .. ·. ·_. ·. ,Interests•·•.· . . .. · ··Guideli.nes . . What is your underlying need/concern? •··· ··•• . · ,, : ' . ., . . . ,. . . . . ' . . · What does it do if this issue is resolved'? .. · ... ·· : .. ' . . What goal will it help achieve? ·. · ·.· ·i Whardoes it do if this issue is hot resolved? : . . : . . _. ·. . . . . . _. . . . . ·. What would be the worst nightmare?··.• . ·-· . . . Prioritiz~ the interests. · .. .... _·..: • • • .·13ureati of Mediation Services State of Minnesota (Using ''Interest-Based" Problem Solving)·.·· · Conflict Resolution Learning Objectives At the end of this workshop you will have:. ✓ ✓ ✓ ✓ Described and demonstrat~d the five types of conflict; Described and demonstrated the five approaches to resolving conflict. Completed and discussed the Thomas K.ilmann instrument . . . Demonstrated the use of interper~onal communication and active listening skills. Described the.role perceptions play in conflict. Demonsti:ated how to resolve conflict using an interest-based problem solving process. Demonstrated different types of interventions to use with the five different types of conflict. Conflict Resolution Techniques Pol, ___ - 0 0 • Conflict Resolution Conflict Resolution Techniques Bureau Of Mediation Services Definition of Conflict .J Leamer Guide · Conflict Resolution Conflict Conducting_: · Characteristics Destructive . ♦Causes ❖ Ineffective . Communication . ❖ Close Mindedness ❖ Misunderstanding ❖ Attacking/Defending ❖Impasse ❖Mistrust ❖Anger Conflict Resolution Techniques Dealing with Conflict Conflict Resolving Characteristics Constructive ♦Contributing Factors ❖ Effective Communication ❖ Open Mindedness •:~Clear· Understanding ❖ Learning/Teaching ❖ Creativity ❖ Honesty rr rust ❖ Relationship Building 0 0 • • • , . ,.. , .. Conflict Resolution Types of Conflict Data Conflicts may be caused by:· • lack of information • misinformation • different view on what is relevant • different interpretation of data • different assessment procedures • source of information Relationship Conflic~s · may be caused by: · . • strong emotions • misperceptions or stereotypes/prejudice • ineffective communication • repetitive negative behavior ~ ' / 1-------------------f Interest Conflicts may be caused by competitiveness over: . • substance ( content) issue_s . • procedural issues • psychological issues Structural Conflicts may be caused by: • destructive patterns of organizational norms/stand¥ds · • unequal control/ownership of limited - resources • unequal power/authority • geographic, physical, or environmental relations that hinder cooperation Conflict Resolution Techniques Bureau Of Mediation Servjces Value Conflicts may be caused by: ·•. different criteria for evaluating ideas or -behavior_ • different ways of life . • ideology • culture • religion Leamer Guide Conflict Resolution 0 Conflict Resolution Styles · Characteristics ✓ Unassertive and uncooperative .. ✓ Ignores or passes over issues. ✓ Denies issues are a problem. ✓ Does not address the conflict. ✓ Assertive and uncooperative ✓ Uses whatever means seem appropriate to achieve one's own position.· ✓ Mixtur_e of both assertive and cooperative. • ✓ Important all parties achieve some basic goals and maintain good relationships. ✓ Intermediate in both assertiveness and cooperativeness. ✓ Needs of both parties are legitimate anil important. ✓ High respect for mutual support. :ontlict Resolution Techniques What You Might Say ✓ "It's just not worth it." ✓·"The differences are just to great to ·resolve." ✓ "I'll deal with it later." ✓ "It's not worth hurting the relationship .· over." ✓ "I need to work with this person everyday/'· ✓ . "Survival of the fi ttesi." .. ✓ "The outcome is more important than our . relationship." ✓ "This is the most ethical/professional. thing to do .. '.' ✓ "Split the difference." ✓. "You must'give to get.". ✓ "It's the 'fair and equitable thing to do. ✓ "Two heads are better than one." ✓ "Can we expand the pie?" ✓·"Together we may find a mutually beneficial solution.". Conflict Resolution • Conflict Resolution Styles (Advantages and Disadvantages) © The risk outweighs the gain. © · It postpones or reduces tension. © Others can solve the problem more effectively. © The problem is likely to go away. © Postpone action until more information surfaces. © Meets historical standard of being a strong advocate. © Action is rcqu ired. ©· ProtectS against those who take advantage of noncompetitive behavior. © There is a potential for winning. © Mutual exploration of new approaches, not just power. © Mutual resolution of both parties interestS. © Commitment/permanent solution. © Increased trust. . . . © Increased knowledge arid understanding. © Precedent for future negotiations/relationships. Conflict Resolution Techniques Bureau Of Mediation Servic03 ® It restricts the exchange of input. ® It's only a temporary solution. ®. Toe conflict simmers -explodes. ® Itcrcatcs new relationship conflicts. ® It creates a lose/lose situation where nothing. gets done. ® It sacrifices your own point of view. ® It encourages greater demands.: @ . It limits creative resolution. @ It creates win/lose siiuations, ® There is potential for losing, . . ® It stops. exploration of new approaches, based· on power. . . . . . .. ® One's goals may be iichie~ed at the expense of othi::rs. ® There is harni to a relationship. ® There is little commitment to .. ·agreement/temporary solution._ ® There is retaliation in future negotiations/relationships. ® It is win/lose. ® OK/OK -equally unhappy. @ Limits creative resolution. ® Encourages extreini: demands/offers .. ® can· be time-consuming. ® Short term solution. (Band0Aid) ® Takes a great deal of preparation. ® Time-consuming. · ® Requires participation of everyone. ® Requires more skills and tniining. ® Possibility of being taken advantage onn the process .. ® Get caught up in euphoria and lose sight of needs. · ·· ® Expectations arc often too high. . .. @ If process fails, people feel betrayed and relationships arc hurt even.more. · Leamer Guide Conflict Resolution Conflict Resolution Style Spectrum Interactive Styles 6V' More one way -discussion. 6V' More concern for my interests/needs. ~ More my proposal vs. your proposal. ...,r More use of power and influence to reach · solutions. 6V'More autocratic/d~mocratic decisions. _ Conflict Resolution Techniques ~--·· "'""' ,,_ ,. -· .. .• -6V' More two way discussion. 6V' More need for both sides to get something. · .;.,r More use of splitting·. techniques. ~;,,." More focus on sharing equally to reach_ solutions. 6V' Combination of methods. 6V' Much more _two way _ discussion. · 6V' Much tnore concern --_ for both parti.es' intc:rests/needs being · .- satisfied.· v More brainstonning options to satisfy both ·parties; interests~ ~ More use of standards and logic to reach solutions.· 6V' More consensus decision making. ..... ! ..J. 0 0 Conflict Resolution· • General Interaction Inventory (Interest vs. Relationship Inventory) · Use the following model to determine how you will tend t!) deal with people and/or organizations. · Concern for Relationship High Moderate I Low Avoid · Collaborate Coin promise : .. Compete Moderate · High 4----.Concern for Interest---~ -- Conflict Resolution Techniques Bureau Of Mediation Services Leamer Guide Conflict Resolution General Interaction Inventory (Interest .vs. Relationship Inventory) .. Con.sider the following .when using the Interest vs. Relationship Inventory. ♦. Relationship:. The level of interaction and communication be~Neen parties. ➔·When measuring "Concern for Relationship," the more ofthefollowing questions you answer with "Yes," the higher your Concern/or Relationship._ □. Is the relationship ongoing? □ Do you have some common goals, outcomes, products, etc .. with the other party? □ _ Do both parties have needs to be satisfied by the other side? 0 Is friendship with the other side important? □ Do you have valuable input for the other side? 0 □ Does the other side have ·valuable input for you? . 0 □ Are both sides evaluated as one by others? □ Do you see value in cooperation? 0 Do you want respect and/or trust with the other side? · ·□ Do you believe both parties desire to be creative through joint problem solving? .♦· Interest-· The objective or outcome desired by a Pa.rt)'.• ➔ When measuring "Concern for Interest," the more of the following questions you · answer with "Yes," the higher your Concern for Interest. · · ·_ D Do you have a vested interest in the outcome? □ Do others see the outcome having a high priority? □ Does the outcome affect many? 0 ls your reputation based on.the outcome? _ tJ Is _there political pressure concerning the outcome? □ Are there strong pressures to meet organizatio_nal goals? □ Are fi~ces or economics highly important? . □ · Will you personally benefit from the outcome? □ Do you believe there is strong pressure for the other party to "win"? _ · □ Is the stability of the organization dependent on the outcome? -- Conflict Resolution Techniques "·--. ---w ..... ·' .. . 0 • Conflict Resolution Conflict Interaction Party A I Initial Expression of Conflict Listening Internal Processing ,&.,- "" ,&.,- "" I Response . -- Continue as J-lecessary Conflict Resolution Techniques Bureau Of Mediation Services I I ➔➔➔➔. +-+-+-+- · .. ➔➔➔➔ +--E-+-+- I() Party B Listening Internal. Processing "'· . "' "'· .. "'- I Response .. Listening .Internal Processing "'-"'-"'c "'-I Response Leamer Guide l .. I Conflict Resolution ·♦ Attributes of an Effective Listener ❖ They keep Bf open, curious mind. ❖ They listen for new ideas everywhere, integrating what they hear -with what they .· · · already know. , · ❖ They are self-perceptive and thus listen to others -with their total being. ❖ They become personally involved -with what they hear. ❖ They mamtain conscious perspective on what is occurring, rather than remaining . ·. uncooscious and missing important details. ❖ ,They look for ideas, organization, and arguments, and Hsten to the essence of things. . . . . . . . . . ❖ · Knowing that no two people listen in the same way, they stay mentally alert by . . outlining, objecting, approving, an~ adding illustrations of their own. · · ❖ They'lll"e intrespective and have the capacity and desire to critically ex.amine, understand, and attempt to tran.sfonn some of their values. animdcs. and relationships within themselves and others. · ❖ · They focus their attention on the speaker's ideas, while listcmng -with feeling and . · intuition. 0 0 • Conflict Resolution . • Active Listening Guidelines for Active Listening. · ❖ Listen careful!Y • words, music, dance. •❖ Briefly suspend judgment of the person and their idea _ ❖ Respond with a non-evaluative statement ~epeating what you qeard from the oth~r person. ·. . .· . ❖ C.ontinue in a nonjudgmental climate summarizing and testing for understanding, . ❖ Create an empathetic climate (helping ·atmosphere) orientated toward assisting the other person in taking responsibility for solving .their problems. . · ♦·· Benefits of Active Listening © Calms the situation (Defuses anger). · © Provides time to think. .. © Sidesteps rhetorical and/or leading questions. © Prevents misunderstanding.· © Gets accurate and specific information. © Builds trust. © Avoids the destructive results .of defensiveness. · © Sets the stage for constrUctive resolution of conflict . . . Conflict Resolution Techniques . Bureau Of Mediation Services . Leamer Guide · Conflict Resolution Active Listening Skills . · ♦ Active Listening Listen, paraphrase ~r summarize, seek clarification, support and encourage. Examples: ❖ "Tell. me more ... " . ❖ "Would you explain, .. " ❖. "What do you think ... " · ❖ · "Could you build on that?" ❖ "Let me see ifr hear you correctly; .. " ❖ ."I understand you to mean ... " Res.ponses to Real Attacks/Abuse by Levels of Intensity: · ❖ "Before I respond, let me.make sure I heard you correctly." ... ❖ "I'm disturbed by what you said and I'd like to avoid being defensive, let me see if I understand your concerns." · ❖ ·"I'd like to see if I understand what you are saying, but I don't appreciate personal attacks and ifit continues I will break off the conversation." · ❖ Break off the conversation and resched~e it for another time. Conflict Resolution Techniques 0 0 • • • Conflict Resolution Becoming a Better Listener Concentrate on what is being ~aid --content and intent. Obsenre f~cial expression and body language. ·. Resp OD. d by using your eyes, voice, gesture~, and posture to communicate empathy · and understanding ... Reflect the information you hear by repeating or paraphrasing it. Elicit more information by asking questions. Control the desire to interru~t,.passjudgment, or change the subje~t. T a·ke advantage of the lag ti~e between mental ~ctivity and speaking time to notice. the speaker's language, nuances, and body language . Conflict Resolution Techniques Bureau Of Mediation Services Learner Guide • ./ Conflict Resolution Listening -Feedback Methods ·· To get additional facts and feelings. To help explore all sides of a problem. -· · To reflect back to the person the impact their words have had upon the group. • 1 To respond to a person's feelings rather than to their words. To ·pull important ideas, facts, etc., together. To establish check points for further discussion. To review progress. Conflict Resolution TcchniQues ❖ "If! understand you co_rrectly, your idea is .... " ❖ ''Can you clarify this f;r me?n ❖ ''Do you.mean thaL.?" ••• . . "Is this how you see the · problem?" ❖ "You feel. strongly that .. " ❖ "You do not believe that. .. " ❖ "You feel that .this is something we all should look into." ❖ "Here are the key ideas we have expressed so far." ❖ "We seem to be 8.l?reed on these -. -. points:"· 0 0 0 Conflict Resolution ♦ Guidelines: ♦·Initiating Skills "Win Yourself a Hearing" ❖ Keep your emotions under control. ❖ · Take ownership of what you say by using "I" statements. ❖ Don't attack or accuse. • . ❖ · · Briefly state your main concern. • ❖ Set a constructive, problem solving tone. ❖ Seek their ideas,Jeaving the door open for further discussion, _ Conflict Resolution Techniques Bureau Of Mediation Services I I" Leamer Guide .. Conflict Resolution Perceptions ♦ Common Problems In conflict situations, parties can see, hear, and understand the same information but give it totally different interpretations or values. . .' ♦ Possible Caus_es ❖ People see things differently. ❖ People have prior experience and exposure to other data. ❖ People are interested iri different things .. · ❖ People collect evidence to support pnor views. ❖ People ignore or dismiss non-conforming data ❖ People selectively filter or recall incoming data ., ♦ . Possible Approaches . ❖ Understand what causes different approaches. ❖ Be aware of your own bias. ❖ Understand how others see things. / Find examples of their perceptions. / Write our contrasting perceptions. /· Role reversal · ✓ Put yourself in the other persons place. ✓ Speak in the first person. ✓ Argue their side of the case. . . . . . .· · ❖-Demonstrate to them that you lll)derstand their perceptions. ❖ Explain your perceptions. ❖ -Enlist neutral help. Conflict-Resolution Techniques 0 0 0 • • Conflict Resolution ❖ Types of Conflict Intervention Possible Interventions Reach agreement on what is important. Agree. on process to collect data Develop common criteria to assess data Use third party experts to gain outside opinion or break de~dlocks Agree to dis agree Control expression of emotions through procedure ❖ • Promote expression ofemotions by legitimizing feelings and· providing a process Clarify perceptions -build positive perceptions ❖ Improve quality, quantity of commu~ication ❖ ... • Block negative repetitive behavior by changing structure . Encourage positive problem· solving attitudes Avoid defining problems in terms of value Allow parties to agree to disagree Create spheres of influence where one set of values dominate Search for subordinate . . Conflict Resolution Techniques Bureau Of Mediation Services Leamer Guide • Conflict Resolution Breaking Deadlocks ♦ Consult with the other party ❖ Ask the other party to assess the deadlock with you, how you reached deadlock; and ideas for getting past it. · · · ❖ Agree on a process for deciding troublesome issues. ♦ . Stand in each others' shoes ❖ Restate the other party's concerns; ask ifs/he will do the same for you (use flip chart). ❖ . Ask the other party what s/he would do ifs/he were you. ♦ Break the flow of unproductive communication .. · ❖ Take a break. ❖ Set a: time limit on discussion of the issue. ❖ Note troublesome issues .in notes or ori a flip chart and move on to another, less . · volatile isS11e. · · · ·· · · · ♦-. C~ange the game .· . . . ❖ Add parties (another party, attorneys, experts), chang~ pace, change communication rules, change seats .. ❖ · Get additional information. ♦ Examine the "options" .❖ 13A TNA -13est Alternative to Negotiated Agreement · ~:-WATN.b.-Worst Alternative to Negotiated Agreement · +~ Bring in a n·e:u~al third party Conflict Resolution Techniques 0 0 0