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PDB MBTI Conflict management

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by

Britt Thyssen

on 11 December 2013

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Transcript of PDB MBTI Conflict management

& Conflict
Differences Create Conflict
MBTI & conflict, Conflict resolution model,
Individuals & conflict, Teams & conflict







What is conflict?
Conflict Management
How do we deal with our differences?
Conflict Resolution Model
3 stages
Conflict and Individuals
Conflict & Team
Our conflict team type
Professional Development Breakfast
William Ury, author of "Getting to Yes," , specialist in conflict resolution in the Middle East
4 dichotomies <-> 4 conflict pairs
"What We've Got Here is a Failure to Communicate"
E-I
Since the natural drive for Extraversion is immediacy, E’s tend to want conflict addressed immediately. And since the natural drive for Introversion is reflection, I’s tend to want conflict addressed after careful thought and consideration. Then toss in a pinch of projection. When you have a preference for E, if you don’t speak up in conflict, it often means you’re not engaged or interested. When you have a preference for I, if you jump right into a conflict, it often means you have completely had it. This is then what prompts E’s to say to I’s, “You’re avoiding the issue!” Or I’s to say to E’s, “ Calm down – you’re in my face!”
http://www.psychometrics.com/
N-S
T-F
THINKING
What the conflict is about
Opinions and principles
Analyzing and tolerating differences
Succinct delivery
Maintaining a firm stance
FEELING
Who is involved
Needs and values
Accepting and appreciating differences
Tactful delivery
Ensure give and take

=> How we respond to conflict

"The dichotomy in which people have
the greatest difficulty using their non-
preferred function"

Seek solution Seek clarification
Sort it out Work it through
Focus on past and future Focus on present
Concerned with output Concerned with input
Satisfied when it's over Satisfied when it's addressed
J-P
When Entering the War Zone
BEFORE
"Are there any issues you'd prefer NOT to discuss at the team session?"
WHILE
Rules of engagement!
Is this discussion positive and constructive?
"So what do you think you could do yourself to improve the situation?"
Is the atmosphere getting aggressive, but the content is important?
Break/cancel
Think of different ways to create space
ex. small groups, flip, fish bone,...
Is the team unaware of team dynamics?
Exercise and brief, ex. selection of job applicant, save a fictive person from a cave
AFTER
Follow up with team manager
After action review on specific conflict situations
Exercise!
Britt Thyssen
Occupational Psychologist
Change location
Active listening
Breaks
Mediator
T value
- alternatives
- objectivity
F value
- stakeholders
- win-win
Decision principles
One step at the time
Next steps
Close the book
Full transcript