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Conflict Transformation Training

Module Stucture

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Questions & Notes

Master Table: Module Breakdown

Module1 - Discovering the Heart of Conflict

Module 2

Module 3

Module 4 - Conflict Resolution and Interventions

Module 5

Module 6

Nonviolent communication

Materials needed

Master Course Content

Deck

Launch Event Presentation

Explore

Module 3 Materials

Thomas Killman

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Common Conflict Resolution Strategies

A wide variety of conflict resolution strategies may be used depending on one’s goals

and the nature of the conflict. The most common are these:

l. Avoidance:

• When an issue seems trivial.

• When one has no power or can't change.

• Where damage due to conflict outweighs its benefits.

• In order to cool down, reduce tensions or regain composure.

• When the need to gather information outweighs the need to make an

immediate decision.

• When others can resolve the conflict more effectively.

• When the issue is tangential or symptomatic.

2. Aggression:

• To achieve quick decisive action.

• In an emergency.

• To enforce unpopular rules or discipline.

• When the issues are vital and one knows one is right.

• To protect one's self against people who take advantage of noncompetitive behavior.

3. Accommodating:

• When one is wrong, or to show one is reasonable.

• When the issue is more important to others, in order to establish good

will.

• To build up credits.

• When one is outmatched or losing.

• To preserve harmony or avoid disruption.

• To help subordinates develop by letting them learn from their mistakes.

4. Compromising:

• When goals are moderately important.

• When opponents with equal power are strongly committed to mutually

exclusive goals.

• To achieve a temporary settlement of complex issues.

• To arrive at expedient solutions under time pressure.

• As a backup when competition or collaboration fails.

5. Collaborating:

• To find an integrative solution when both sides find it hard to

compromise.

• When the objective is to learn.

• To merge insights from different perspectives.

• When long-range solutions are required.

• To gain commitment by consensual decision-making.

• To empower one or both participants.

• To work through hard feelings.

• To model cooperative solutions for subordinates.

• To solve problems between people who work closely together.

• To end the conflict rather than paper it over.

• To increase motivation and productivity.

• When a team effort is required.

• When creative solutions are needed.

• When all other methods fail.

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