The 5 stages of conflict Tutorial

Ever wondered how conflicts escalate? Discover 'The 5 Stages of Conflict'—from initial disagreement to resolution. This insightful guide offers practical advice on how to navigate each stage effectively. Whether you're dealing with workplace tensions or personal relationships, this video is a must-watch for better communication and stronger connections. Dive in to explore strategies that transform conflict into collaboration!

  • 09:45
  • 3 views
résultat(s)
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Disagreement,
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interpretation,
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tension,
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blocking,
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and resolution.
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I will describe these 5 stages and give you some advice on
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how to get out of the conflict at each of these stages.
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Yes,
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it's never too late.
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First stage,
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the disagreement.
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Disagreement can be about the perception,
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the objective,
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the method used,
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the values,
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the way to cooperate.
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We are not yet in conflict if Charles and Rebecca are able to maintain communication
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while respecting differences of opinion on all these points.
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Here are 3 points that will help Charles and Rebecca avoid conflict.
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One,
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remembering the final vision of the company towards
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which everyone is working its very purpose.
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Charles and Rebecca can put aside their disagreement for a
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moment to step back and refocus on the company's mission.
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Our company's mission is to
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ease the customer experience.
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Does refocusing on this mission help to put our
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disagreement into perspective or even to find solutions?
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Another strategy that will help to avoid going
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from disagreement to conflict at this stage,
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refocusing on the values promoted by the company.
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If the company's values are availability,
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commitment,
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and transparency,
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conflict management will not be the same as if the values were
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performance,
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fairness,
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and quality.
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So
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you can use the company values as a beacon in the event of a disagreement.
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Generally speaking,
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refocusing on everything that is shared
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mission,
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values,
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past successes,
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objectives
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will help you take a positive step back.
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I also advise you at this first stage to encourage a factual
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and dispassionate expression of everyone's divergent
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and convergent opinions on the subject
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and to make sure that no power dynamics are settling.
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Then
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by listening to each other,
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find common ground or a negotiated compromise.
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Be open to external advice,
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non-judgmental advice from colleagues,
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the manager,
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the client
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can dispassionate,
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the disagreement and greatly help in avoiding conflict.
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Let us now look at stage 2 of the conflict interpretation.
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Interpretation is unfortunately often automatic and unconscious and requires
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a real dialogue to avoid being led by it.
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In our interpretation reflex,
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we think
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if Pamela says this,
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acts like this,
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it is because.
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If Stephen criticizes my way of doing things,
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it is because he thinks he is superior.
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If Rebecca doesn't say hello,
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it's because she doesn't respect me.
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If Javier was talking to the boss,
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it's to get the job.
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If Claire hasn't offered to help me on this case,
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despite my difficulties,
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it's because she doesn't want to help me.
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Infinite interpretations in his book The Four Agreements,
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Don Miguel Ruiz advises us,
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Don't make any assumptions.
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To avoid making interpretations,
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gather the courage to ask questions.
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To avoid the other person interpreting what you say,
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have the courage to express your true desires.
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We assume the other person's intentions,
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we believe that we can read their thoughts,
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and we're often far from the truth.
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And if our interpretation is negative,
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then emotions will be on the brink of emerging.
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To avoid getting caught up in our interpretations,
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I invite you to go back to the facts,
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to stay in the facts,
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to put clarity where interpretation brings fog.
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Do not hesitate to ask the other person
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without judgment about their attitude and intention.
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Why did you say that?
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What is your intention when you do this?
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Do not admit to express your own wishes clearly.
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I want you to help me on this issue.
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Asking,
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clarifying,
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requesting,
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this is what will prevent slipping into interpretation at this second stage.
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Moving on to stage 3 of conflict,
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tension.
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Most of the time we make disagreement with each other a personal matter.
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It is hard to bear that the other person disagrees
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with us and that their opinion takes precedence over mine.
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Our assumptions,
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our interpretations raise internal tensions and even generate some emotions
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that are only based on the wrong interpretations.
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We begin to feel hurt,
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victimized by the other person.
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Power games are usually created at this moment.
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The person who feels the most dominated for hierarchical,
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social,
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cultural reasons or because their personality is more introverted,
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will feel the most tension,
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anxiety,
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frustration,
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feelings of injustice.
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Sometimes the other party,
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not very attentive,
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will not even feel the discomfort,
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especially if this discomfort accumulates without being expressed.
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At this stage,
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dialogue is still possible,
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usually in the presence of a third party.
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In addition to encouraging the expression of disagreement,
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you will also have to allow the expression of
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needs and of what hurt one or both parties
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so that the tension can be deflated and a respectful relationship can be restored.
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After this third stage where the tension appears,
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let's move on to the next step.
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Step 4,
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blocking.
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Blocking can take the form of a non-communication or a breakdown.
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The non-communication,
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we don't talk to each other any more,
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adds to the incomprehension
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and the unsaid.
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Negative feelings continue to swell,
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feeding on any interpretation and judgment of the other.
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The problem is no longer the situation,
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the initial disagreement.
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The problem is now the other person.
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To whom we refuse to talk and we devalue internally
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or with colleagues making the situation worse for everyone,
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the blocking can also take the form of a breakdown in the confrontation,
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sometimes following a period of silence.
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One ends up saying words or acting in such a way that the escalation takes place.
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We hurt each other.
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We focus exclusively on the other's wrongs by wanting to impose our vision,
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our solution,
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and obtain reparation for the wrongs we feel we have suffered.
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At this stage,
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it is often impossible to talk without expressing all the
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tension of judgment and stigmatization of the other person accumulated
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in the previous stages.
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The effects are overly sensitive if people are interdependent in their work,
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if they have to work together on files,
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a third party will most often be necessary
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to go out of the conflict.
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Unless
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one of the two parties,
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at least one,
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has the emotional intelligence to enter into an emphatic listening of the other
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despite their apparent hostility,
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let the other person let off some steam first,
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reformulate their opinions and welcome their
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wounds without justifying or defending yourself.
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The goal at this stage will be to restore communication
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by sympathetically addressing emotional wounds and avoiding aggressive words,
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judgments,
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and other attacks.
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It will sometimes be necessary to allow each person to individually first purge
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their wounds and anger with a competent and listening third party manager,
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HR or coaching professional.
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After step 4,
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known as blocking,
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let's move on to step 5,
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the resolution.
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The ideal resolution is when a solution is found,
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a solution that's agreed upon by the parties
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and which allows for a positive relationship in the short and
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long term.
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The real resolution is finding a solution and embracing it,
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even if it is a compromise that is not ideal for everyone.
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Even if they don't get exactly what they want,
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employees say that they prefer a solution
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to the uncertainty of an unresolved conflict.
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Then
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the tension can be gradually reduced over time if everyone implements
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the decision and communicates constructively again without hurting each other.
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In some cases,
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resolution may involve separating the people in conflict.
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Some will choose to leave or change jobs so that they no longer need to cooperate.
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Time and distance will reduce the tension.
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We have therefore seen the five stages of conflict
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and how to intervene at each stage at the moment of disagreement,
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interpretation,
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tension,
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blocking,
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and resolution.

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