{"id":251,"date":"2020-09-14T17:46:24","date_gmt":"2020-09-14T15:46:24","guid":{"rendered":"http:\/\/orgs.noblogs.org\/?p=251"},"modified":"2020-09-14T17:46:24","modified_gmt":"2020-09-14T15:46:24","slug":"conflict-resolution-guidelines-abc-technics","status":"publish","type":"post","link":"https:\/\/orgs.noblogs.org\/it\/post\/2020\/09\/14\/conflict-resolution-guidelines-abc-technics\/","title":{"rendered":"Conflict resolution guidelines (ABC technics)"},"content":{"rendered":"

https:\/\/en.wikipedia.org\/wiki\/Conflict_avoidance<\/a><\/p>\n

source: https:\/\/tilia-formation.fr\/quest-ce-que-la-t-c-c\/<\/p>\n

Conflict resolution guidelines<\/strong>
\n==============================<\/strong><\/h2>\n

Principle
\n———<\/p>\n

Acknowledge that conflicts happen.<\/p>\n

Resolve conflicts as close as possible to the people involved. Begin
\nwith the people directly involved, and escalate from there as needed.<\/p>\n

We have mutual responsibility and care for each other. We act in good
\nfaith and work to be constructive, empathic, and honest.
\nWe resolve conflicts with both our individual needs and the needs of the
\norganisation in mind.<\/p>\n

When disagreement becomes conflicted and is blocking progress, is
\nhurtful or harmful, a resolution needs to be found. We engage to the
\nbest of our ability to resolve conflict, and seek help when needed.<\/p>\n

Anyone affected by a conflict can escalate an issue that is not being
\nresolved at the current level of engagement.<\/p>\n

Resolution means the parties involved feel heard, the agreed outcome or
\nchange is clear, and normal decision-making and activity within the
\nworkgroup or organisation at large is possible. If a conflict continues
\nto negatively impact an individual or the team, it is not resolved.<\/p>\n

Process
\n——-<\/p>\n

We endeavour to resolve conflicts at the lowest possible escalation
\nstep, but agree to escalate conflicts if they are not resolved.<\/p>\n

1. Personal reflection & individual support: Think through what
\nhappened. Take time and space to process and clarify your thinking if
\nyou feel confused, overwhelmed, or are experiencing strong emotions.
\nTalk to a trusted colleague to work through your own perspective and
\nexperience. Ask yourself what part you played in it, what you could have
\ndone different, and what your needs are to improve the situation. If you
\nfeel you need to go beyond individual work to resolve the problem,
\nescalate to the next step.<\/p>\n

2. Direct communication : As long as you feel safe and the power balance
\nand tone is encouraging constructive discussion, approach the person in
\nquestion and talk it out. Be mindful of picking a good time and place
\n(privacy, lack of time pressure, mutually agreed location, if possible
\nto meet in person). If you don\u2019t feel like you can work it out
\none-on-one for any reason, escalate to the next step.<\/p>\n

3. Supported communication: Bring in a colleague (preferably two) which
\nyou and the other party trust to act as a mediator and host a
\nconversation with the people involved. Mediator’s role is to support the
\nparticipants in coming to their own solutions. If the colleagues feel
\ninsufficiently resourced, or you\u2019ve tried and it didn\u2019t resolve the
\nconflict, escalate to the next step.<\/p>\n

4. Workgroup or Coordinators group \/ topic-relevant colleagues: If the
\nprevious steps have not resolved the conflict, reach out to the
\nworkgroup team. Together you will try to find a mutually agreeable next
\nstep, such as hosting a mediation themselves, or inviting an external
\nmediator or other expert in. If the above steps are not successful in
\nresolving the conflict, the situation will be escalated beyond the
\nconflict resolution process and become an employment matter. At this
\nstage, the coordinators will be engaged to gather all the information
\nabout the situation and figure out next steps. Irresolvable conflicts
\nmay lead to someone leaving the organisation, referral to external
\nauthorities if relevant, or systemic\/structural changes to our organisation.<\/p>\n

Processing a tension
\n====================<\/p>\n

Notice, Understand and Act principle<\/p>\n

NOTICE tension<\/p>\n

UNDERSTAND: (one can use the ABC model here)
\n–> Observe the situation
\n–> Observe your emotions
\n–> Understand your beliefs
\n–> What do you want?<\/p>\n

ACT:
\n\u2022 Leave situation
\n\u2022 Change situation
\n–> take action OR
\n–> make a request
\n\u2022 Accept situation<\/p>\n

ABC model
\n=========<\/p>\n

ABC = Antecedent \u2192 Belief \u2192 Consequence<\/p>\n

A – Activitating Event (also sometimes described as a ‘Trigger’)
\nB – Beliefs (for example, the thoughts that occur to you when the
\nActivating Event happens)
\nC – Consequence – how you feel and behave when you have those Beliefs
\n(consequences may be divided into two parts: your actions and your
\nemotions)<\/p>\n

A: Write down the event or situation that triggered your thoughts and
\nfeelings.<\/p>\n

B: Write down the thoughts that went through your head when the
\nactivating event occurred (or after it)<\/p>\n

C: Actions: How did you act then?
\nEmotions: What did you feel then?<\/p>\n

The ABC model encourages you to think about what your options are for
\ndealing with negative thoughts both by using balancing thoughts to
\naddress your thought processes and by thinking about practical actions
\nthat you might take to improve or cope with a problematic situation you
\nfind yourself in.<\/p>\n

If on reflection you consider that the Beliefs are not justified, then
\nyou might think of some Balancing Statements which you can remind
\nyourself of when the activating event occurs to help keep what is
\nhappening in perspective.<\/p>\n","protected":false},"excerpt":{"rendered":"

https:\/\/en.wikipedia.org\/wiki\/Conflict_avoidance source: https:\/\/tilia-formation.fr\/quest-ce-que-la-t-c-c\/ Conflict resolution guidelines ============================== Principle ——— Acknowledge that conflicts happen. Resolve conflicts as close as possible to the people involved. Begin with the people directly involved, and escalate from there as needed. We have mutual responsibility and care for each other. We act in good faith and work to be constructive, empathic, … <\/p>\n

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