Successful ATOD abuse prevention systems promote community ownership, inclusion, and participation. Conflict is bound to emerge with this approach to prevention because people with diverse views and perspectives are encouraged to participate in group processes such as planning, problem solving, and decision making. The purpose of this workshop is to provide partnership members with an opportunity to learn negotiation and conflict management techniques.
Conflict and negotiation is related to many units throughout the Institute. In particular it may be helpful in areas related to the sessions on valuing cultural diversity and community mobilization.
The room should be set up in rounds of tables with movable chairs if possible. Participants will be working in small groups and must be able to work without the other group overhearing what they are saying. A large room where the groups can be separated will work but if the room is too small, a breakout room will be needed.
The Conflict Clinic, Inc. (1991). Conflict: Causes and interventions. In Designing and managing public involvement processes. An institute designed for the National Conference on Peacemaking and Conflict Resolution, 4-6 June, 1991, Charlotte, NC. Fairfax, VA: George Mason University, The Conflict Clinic, Inc., 13-18.
The Conflict Clinic, Inc. (1991). Cultural dynamics of conflict. In Designing and managing public involvement process. An institute designed for the National Conference on Peacemaking and Conflict Resolution, 4-6 June, 1991, Charlotte, NC. Fairfax, VA: George Mason University, The Conflict Clinic, Inc., 85-89.
Simpson, D. T. (1977). Handling group and organizational conflict. Reproduced from the 1977 Annual Handbook for Group Facilitators. J.W. Pfeiffer and J. Jones, eds. San Diego, CA: University Associates, 120-122.
Wood, J. (1977). Constructive conflict in discussion: Learning to manage disagreements effectively. Reproduced from the 1977 Annual Handbook for Group Facilitators. J.W. Pfeiffer and J. Jones, eds. San Diego, CA: University Associates, 115-119.
Even if every other ingredient for a successful development of a prevention system is in place, if the partnership cannot get community groups and members to work in a collaborative manner and to resolve conflicts successfully, its efforts are likely to fail.
It is crucial to begin to recognize and apply collaborative approaches to problems and conflicts.
Partnerships must approach negotiation of differences and problems with a win-win attitude to avoid entrenched positions and turf wars.
In this workshop, participants will begin to look at how negotiation strategies can be used to help resolve conflicts.
B. Objectives (PN-1)
Identify at least 3 characteristics of conflict and 3 characteristics of collaboration that could effect the functioning of partnerships.
Describe the 3 phases of a negotiation strategy.
Apply the negotiation strategy to a simulated conflict within a partnership.
Describe the use of 4 guidelines for negotiating conflicts.
Conflict is destructive when it deepens differences, destroys moral, breaks down communication, or reinforces narrow thinking.
Conflict can be constructive when it raises concerns and clarifies issues, broadens perspectives, and results in authentic communication.
Moving conflict toward collaboration makes good use of the positive aspect of conflict.
One of the ways to move toward collaboration is to apply good negotiation strategies and planning that lead toward win-win situations.
It is useful to understand the characteristics of conflict and collaboration in order to help create the conditions that can move conflict to collaboration.
B. Characteristics of conflict (win-lose) (Conflict and Collaboration, PN-2):
Inflexible positions are assumed.
Distrust is prevalent.
Contests of wills develop.
Each side is focused on its own interests.
There is a belief that only one side can win.
Differences are maximized.
The maintenance of relationships is unimportant.
C. Characteristics of collaboration (win-win)
Focus on interests, not inflexible positions.
Commonalities are emphasized.
Other people's interests are considered important.
There is a belief that both can win.
Options are invented for mutual gain.
The maintenance of relationships is considered important.
Trainer Note: Briefly review the 3 negotiation phases. Emphasize the preparation phase, which participants will be using in the next exercise. Tell participants they are going to have a chance to apply the preparation phase to a case study and have a copy of this entire sheet as a reference in their notebooks. HO-6.
D. Overview of the Negotiation Process (HO-6: Negotiation Strategy, PN-3)
The first phase is the preparation phase, where strategies are planned.
Next is the negotiation phase, where strategies are implemented. This is where the negotiation takes place.
Lastly, there is an outcome phase where strategies are evaluated.
E. Preparation Phase: The three major areas of consideration are self, others, and context. Things to consider in each of these areas are (PN-4):
Self
Clear definition of the problem as you see it
Clear definition of your needs (or the needs of the organization/stakeholders you represent)
The best possible outcome for you (your group)
The minimum you are willing to settle for
Areas of compromise
The goals and values of the stakeholders of your partnership
Your own resources
Others
Their needs
The goals and values of the stakeholders of their organization if different from your own
Their maximum and minimum outcomes as you assess them
Constraints for them
Pressures on them
Context
Nature of the relationship (part of your organization, different organization, ongoing, one-shot)
Timing (When does this need to be resolved? What happens if it is ignored? Is this the best time to try and resolve the conflict?)
Turf considerations (where to meet as well as threats to existing power and authority)
Internal structure (issues of power, authority relationships, history, coalitions, cultural considerations, etc.)
Negotiating parties (Are all stakeholders represented?)
Culture (Is there an existing level of trust, conflict? What are the operating norms likely to be?)
F. Negotiation Phase: The phase where the negotiation occurs. In addition to the negotiation guidelines, the following activities contribute to successful outcomes (PN-5).
Use of good communication skills
Clear, shared definition of the problem
Common points of interest identified
Presentation of needs and interests of each side
Description of situation, facts on which interest and needs are based
Statement of desired outcomes
Exploration of areas of compromise
Statement of mutual payoffs for a reasonable resolution
G. Outcome Phase: The phase following the negotiation. The desired outcome is a clear agreement in writing that represents a win-win mode for all stakeholders in the negotiation. Activities include (PN-6):
Development of a clear, written agreement, and
Evaluation of the negotiation process and outcome.
Tell participants they will now have a chance to apply the planning phase of the negotiation strategy to a simulated conflict within a partnership.
They will also have an opportunity to prepare and deliver one aspect of the negotiation itself.
The worksheets provided for the exercise can be used back home to help all sides in a conflict prepare themselves to negotiate differences.
B. Run the Exercise (HO-1: Case Study, Group A, 20 min.)
Divide participants into two groups, A and B (HO-2: Case Study, Group B).
Make sure each participant has a copy of case studies for A and B.
Tell group A the following:
"You are the group described in case study A. The people you are negotiating with are in Group B and represent the group described in case study B."
Tell Group B the following:
"You are the group described in case study B. The people you are negotiating with are in Group A and represent the group described in case study A."
Point out the worksheets in their books, and call to their attention that there are an elaboration of the items under the preparation phase in the Negotiation Strategy PN-3/HO6 (HO-3: Worksheet -Conflict Resolution, Group A).
Tell Group A to use the worksheet for Group A and Group B to use the worksheet for Group B (HO-4: Worksheet -Conflict Exercise, Group B).
Explain that they are to use the work sheet in their small group to:
Plan their strategy for negotiating with Group B, and
Prepare a statement about the common points of interests between the two groups.
Tell them there will not be time in the actual workshop to negotiate, but they will be asked to:
Report their strategy to the large group, and
Verbally deliver their statement about common points of interest between the two groups to the other group as though they were in a negotiation meeting.
As the two groups work, check with each to make certain they understand the assignment.
C. Process the exercise (40 min.)
Have Group A report their strategy. They can summarize the significant answers to the questions on the worksheet.
Ask Group B for reactions and comments.
Have Group B report their strategy as above.
Ask Group A for reaction and comments.
Ask both groups to pretend they are in a negotiation meeting and have them take turns delivering their statements on their points of common interest.
Trainer Note: You are now going to look at the negotiation and outcome phases. Present the following guidelines for effective negotiation and lead a discussion on how these could be followed in the actual negotiation between groups A and B. Explain that these add to, and expand on, some of the items under the negotiation phase in the Negotiation Strategy PN-3/HO-6.
Content Points
A. Negotiating guidelines (HO-5)
Clarify the nature of the conflict-is the disagreement about facts, methods, goals, or values?
Separate the person from the problem-use good communication skills, and attack only the problem, not the person.
Focus on the interest, values, and needs that underlie your own and the other's position.
Use creativity to develop a number of options to reconcile differing interests.
Develop objective criteria for assessing the results.
Directions
B. Outcome phase
Ask the group to imagine that the conflict was resolved one way or the other. Let them choose which way if they want to. If they can't reach agreement, you decide.
Have the group discuss what the outcome phase would involve given the conflict resolution they selected.
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