Active Listening Skills Lesson 2

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來自 University of California, Irvine 的課程

Conflict Resolution Skills

443 個評分

University of California, Irvine

Conflict Resolution Skills

443 個評分

課程 2（共 4 門，Specialization Conflict Management）

Resolving conflict in a positive manner is a skill than can be developed and practiced. Being heard can be one of the most important goals of someone engaged in conflict. Knowing how to listen and deploy appropriate communication tactics is determinative of whether a conflict will have a positive or negative resolution. Examine listening skills, appropriate and strategic verbal and non-verbal communication skills, and how to assemble a conflict management plan likely to yield positive resolutions. Upon completing this course, you will be able to: 1. Use active learning skills when dealing with conflict 2. Choose appropriate communication tactics when dealing with conflict 3. Create a usable plan for managing conflict

從本節課中

Active Listening Skills

In this module we will begin by examining active listening skills as a means of reaching a resolution. We will then shift our attention to recognizing conflict and knowing when to intervene. Lastly, we will discuss the five approaches to conflict.

Active Listening Skills Lesson 11:21

Active Listening Skills Lesson 24:49

Case Study: Knowing When to Intervene1:08

Case Study: Using Active Listening Skills1:49

Case Study: Managing Conflict1:30

Book Review: MGMT2:27

Interview with Julie Espy6:53

Interview with Patrick Gough8:12

Active Listening Skills Debrief3:37

與講師見面

Najla DeBow
Instructor
University of California, Irvine Extension

Active Listening Skills, Lesson 2.

Objectives for Lesson 2.

Apply active listening skills when dealing with conflict, recognize conflict, and

know when to intervene.

Name the five approaches to conflict.

When do you intervene?

There will be times where conflict falls into the realm of destructiveness,

despite your best efforts to maintain a harmonious workplace, and

promote constructive conflict.

You may witness the conflict, be approached by someone with a grievance, or

a dispute may be brought to your attention by an uninvolved third party.

In any case, you should always acknowledge and make a record of the problem.

It will be your decision whether and when to intervene in a conflict, and

this will depend on a number of factors such as the severity of the conflict,

the number of people involved, the level of disruption, and the core issues.

Lesser conflicts will sometimes sort themselves out, or

can be resolved with a little outside perspective or input.

More severe conflicts will need to be addressed in a proper manner.

So you need to ask yourself the following questions.

Is the workplace being disrupted?

Is productivity being affected?

Is a threat being imposed to other employees?

If the answer is yes to any of these, you'll have to intervene.

There are several different types of intervention and responses to conflict.

One of the questions you have to ask yourself is how you approach conflict.

What is your natural source or natural state of behavior?

So how do you approach conflict?

Having made the decision to intervene in a conflict, you need to be

clear on how you will help the feuding parties move towards a solution.

There are five specific approaches that are universally used to deal with and

resolve conflict.

Let's take a look at each style.

Collaboration, which is also known as win-win.

Both parties worth together to create a collaborative solution.

The needs of both groups are treated with equal importance.

This approach helps build commitment and reduce bad feelings, but

it can take some time.

Compromise, or win some-lose some.

Both parties make some concessions to avoid damaging power struggles or

to quickly reach a solution.

This approach can become manipulative and create a cynical climate.

Competition, I win-you lose.

One party uses force or coercion to reach a resolution.

This approach is aggressive and inflexible and

can result in escalating conflict or retaliation.

Accommodation, lose-win.

One party consents as a gesture of goodwill and

allows the other party to have his or her way.

This approach can be used if the personal relationship

is more important than the issue to losing the party.

The downside to accommodation is that the yielding party can lose credibility.

Avoidance, lose-lose.

Either party avoids the issue.

This strategy is used if the issue is of low importance or

if either party fears the risk of damage to relationships or themselves.

Feelings of frustration and resentment can often result for this approach.

When looking at the possible approaches, it is best to take each option and

decide on the circumstances that you know.

Which approach will be the best strategic tactic?

Which will provide the best long-term solution?

Approaching conflict from this angle allows you to manage the long-term effects

and will build credibility over time.

What's most important is to set the stage for

taking your desired approach at the right time under the best conditions.

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