Tony has over 20 years’ experience in Business Development, Business Change, Consulting, and Project/Program Management working with public, private, and third sector organizations. So, make sure you’re prepared, tell yourself that disagreement doesn’t mean disrespect, and remind yourself that you’re all trying to solve a problem together. Discuss it regularly and display it on the wall – do anything you can to make the guidelines normal andĭon’t expect the resolution process to be easy or quick – expect emotions, difficult discussions and disagreement. Talk about your policy for dealing with conflict to make sure people understand it and see it as important. You need to assume the people in the team share your goals and trust that there’s enough goodwill to address any conflicts that arise Mistrust leads to destructive conflict and can destroy a group. To be effective, people need to feel like they’re working for the best interests of the group and the team’s objective. Discussing risks together contributes to an open environment Share as much information as you appropriately can – accepting this might be difficult if personal safety and security is an issue. Have a method for making difficult decisions and share that approach with the team – it will make the process transparent and easier for everybody, and help build trust The best outcome here generally ‘splits the difference’ so it’s perceived as being fair, even if no one is particularly happy with the final outcome. However, you shouldn’t accommodate a resolution just because you want an easy life Īnd c ompromising is the ‘lose-lose’ approach where neither party really gets what they want. This might seem like you’re being a ‘doormat’ but it’s the right strategy when you actually know you’re wrong or if you want to let the other person ‘win’ because you don’t feel that strongly about the outcome. It can involve negotiation and mediation which are most effective when both parties have something to gain and something to lose, so they allow each other to make a contribution to co-create a shared solution they can each support Īccommodating is when you give in to the demands of the other person – you’re co-operating but not being assertive. It works for high-stakes conflicts where getting the right resolution is too important for the issues not to be carefully examined. If the conflict doesn’t significantly interfere with team performance and you want the team members to handle it informally, on their own, it may be appropriate to ignore it Ĭollaborating is a potentially ‘win-win’ approach. This approach doesn’t intuitively feel right but can be effective when quick, decisive action is needed or the decision will be unpopular Īvoiding is only really appropriate when the pain of confrontation exceeds the potential benefit of resolving it. We welcome all feedback and suggestions - please contact us at to let us know what you think.Ĭompeting is the ‘win-lose’ approach – it’s about assertiveness, not co-operation. There are no specific pre-requisites to study this course. However, it’s equally relevant to the Product Owner’s role in the team. The course is aimed at the Agile Scrum Master. T he importance of emotional intelligence in effectively addressing conflict situations.T he techniques a Scrum Master can use to manage conflict within Agile teams.T he Scrum Master’s role in managing conflict.T he analysis techniques which can be used to troubleshoot and solve non-complex problems.T he different methods which can be used to deal with conflict.T he management behaviors which support effect conflict resolution.T he different strategies for managing conflict.The objectives of this course are to provide you with and understanding of: After that, it provides guidance on the techniques that you can use to resolve conflict situations. It outlines a management strategy for dealing with constructive and destructive conflict and introduces a range of troubleshooting methods to identify the cause of conflict, including the ‘5 Whys’ technique.
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