Building Sustainable Building Sustainable CommunitiesCommunities

Presented by Bethany Prykucki and Bonnie Wichtner-ZoiaMichigan State University Extension

Conflict Smoothies

Facilitative Leadership

Advanced Facilitative Leadership

Today’s Plan

What and Why

Learning Objectives

Programs How Impact Activity

Group Discussion

What and WhyThe right tools for solving disputes within our communities are precision instruments such as reason, communication, empathy, curiosity and understanding. They are also the right tools for building a global civilization of peace and prosperity.

-Paul K. Chappell

Sustainability

Value of Soft Skills

Leadership Development

Leadership and Community Engagement Programs

Conflict Smoothies

……because conflict can be smooth.

Facilitative Leadership

......building group capacity.

Advanced Facilitative Leadership

…..navigating through conflict.

Logic Model Indictors

Short Term Outcomes(Learning)

Short term Outcome Indicators

Medium Term Outcomes(Behavior/Action)

Medium term Outcome Indicators

Long Term Outcomes Long Term Outcome Indicators

* Youth and adults gain knowledge and skills in managing conflict, civic participation, communication, leadership, and/or facilitation.

Number of youth and adults that gain knowledge and skills in managing conflict, civic participation, communication, leadership, and/or facilitation.

Youth and adults demonstrate and apply skills in managing conflict, civic participation, communication, leadership, and/or facilitation.

Number of youth and adults that demonstrate and apply skills in managing conflict, civic participation, communication, leadership, and/or facilitation.

1. Youth & adults are civically engaged as volunteers, decision makers, and community leaders.2. Communities thrive due to increased engagement by citizens with the knowledge & skills to create change.

1. Number of youth and adults civically engaged as volunteers, decision makers, and community leaders. 2. Number of thriving communities due to increased engagement by citizens with the knowledge and skills to create change.

Communicating through Conflict: A Conflict Smoothie Presentation

How

Assessing personal conflict modes

Improving listening skills

Building and practicing a variety of conflict management tools

Understanding groundwork necessary before resolution

Separating positions from interests

Utilizing a simple one-page framework to work through conflict

Why Conflict Training?CPP, 2008•85% of employees have to deal with conflict, 29% do so frequently

•22% say conflict has led to illness or work absence

•2.8 hours/week spent by employees - addressing workplace conflict

The most surprising assessment made by the CPP report is that the majority of employees have never received any kind of conflict management training.

They go on to say, “organizations that implement effective strategies for dealing with conflict will position themselves for tremendous gains in the years to come”.

“In a world drawn even closer by globalization, yet still fractured by historical and cultural division, evolution in conflict resolution management is critical.” –Hamlin University School of Law – Dispute Resolution

 

OPENING

Preserve the Relationship

 

LISTENING

Create Safety

Develop a Shared Purpose

DIALOGUE = Open, Honest

Communication

Apologize: When you’ve made a mistake, or done something inconsiderate or wrong, say sorry!

Tell the facts & impacts, on yourself & others, without judgment

Explain the outcome you wantI’d really like us to resolve this in a

way that works for both of us. 

Ask for other views, tentatively and with respect:

How do you see the situation? I wonder if maybe . . .Is it possible that . . . Do you see it differently?What am I missing? 

MSU Extension, February, 2013. References: Bushe, Clear Leadership; Kaner, Participatory Decision Making; Moore, The Mediation Process; Patterson et al., Crucial Conversations; Reese, Facilitator Excellence; Schuman, The Handbook for Working with Difficult Groups.

RESOLVING

Contrast: When you’ve been misunderstood, use “don’t / do” or “do / don’t” or “do / and.”“I don’t want you to think I don’t value our team; I do want us to talk more openly about our problems.

 

Probe: Can you tell me more? 

Restate: Is this what you said? 

Paraphrase: In other words, I’m hearing ____. Did I get it right?   

Summarize: From what you’re saying, I sense that you’re feeling ____, is that right? 

Reframe: I’m hearing that you’d like ______ to happen, right? 

Diagnosis & Intervention for complex problems:Data- Agree on which data are important & which criteria to assess dataRelationships- Improve communication & build positive attitudesInterests- Develop integrative solutions; focus on interests not positionsValues- Agree to disagree & look for superordinate goalStructures- Consider power dynamics & establish a fair process

Commit to stay in dialogue, by asking: “Are you willing to…?”

Recognize each others’ interests, the reasons behind the position each is taking; ask “Why do you want that?” 

Invent a mutual purpose with both/and thinking: “How can we satisfy both your needs and mine?”

“What do we both care about?”

Brainstorm both/and solutions. Getting through the ‘Groan Zone’:• Role storming• Gradients of agreement• Managing difficult situations

Online Conflict Smoothies Impact• 100% increased their confidence using Tell-Explain-Ask to start a

conflict conversation

• 100% increased their confidence towards using active listening skills

• 94% felt they could more easily distinguish between a persons positions and interests

• 83% are better prepared to use contrasting skills when in dialogue with others

• 78% will be able to address conflict more effectively because they are able to recognize underlying causes

Testimonials

“We learned about conflict and then were able to apply it; quick and to the point!”

“I like the practice pods, even if I didn’t get it right, I could see other examples to help me understand.”

“I liked that it started with a short discussion about feeling safe – a quality that is often overlooked.”

“Smooth delivery. Relevant examples. Ample time to practice.” 

Conflict Smoothie - Activity

What are the Facts?

The business person had just turned off the lights in the store when a man appeared and demanded money.

The contents of the cash register were scooped up, and the man sped away.

A member of the police force was notified immediately.

Facilitative LeadershipHow

Practice skills, techniques & tools

Lead a short discussion

Plan and lead a 45-minute

facilitation

Demonstrate 2 or more tools

Receive written and verbal feedback

Give feedback colleagues

Facilitative Leadership - Impact

Since you participated in the workshop, have you had the opportunity to practice Facilitative Leadership skills in your workplace or personal life?

Please indicate what you found most valuableabout this workshop:

… an explanation of and modeling of the tools.

… learning the impact of the flip chart.

… the freedom to explore our "mistakes"/adjust the rough patches. The feedback from others was useful. The pace of content delivery was well balanced by the practical application of knowledge.

... the people! The ideas, the networks! The supportive learning environment!

… this was very valuable to me. I learned some new tools, tips, processes that will help me in my work. This is not an area where I have had a lot of training. You made me feel very welcome.

… practice and feedback from the group with ever-present support from our "teachers.“ I liked having the same group throughout to build comfort with one another.

Facilitative Leadership - Activity

• Write three “shuffle” questions on the flip chart, then cover them. For example:• Share an experience you've

had facilitating a group.• How might you use your

facilitation skills in the future?

• What do you fear most about facilitating?

Advanced Facilitative Leadership

How

Pre-workshop assignment Readings and draft FL philosophy

Deeper understanding of oneself as a purposeful facilitative leader

Practice self-management skills

Group awareness – trust group, process and release control

Practice “standing in the fire” with a 45 minute co-facilitation

Group Facilitative Leadership

Sel

f-aw

aren

ess

Self-m

anagement

Group Awareness

Advanced Facilitative LeadershipPractice Co-Facilitations

Three phases Building trust Understanding interests Agreeing on a shared goal

Two breakout groups of 12 each

Two prescribed scenarios Climate change adaptation plan Gay/Straight Alliance - alternative prom

Verbal and written feedback

What went well? What could have been done better?

Pilot in December of 2014Total class size = 23

Advanced Facilitative Leadership- Impact

Advanced Facilitative Leadership

What did we learn?

“Conflict and debate can be good/healthy”“Emotions can be an asset”“Using fact/feelings/values can bring clarity to a situation”“Knowing and understanding core feelings helps to be able to identify them in myself and then others”“Lean into anxiety/compartmentalize it, stay in the moment, get through it – acknowledge it”“Hot button issues made me realize it’s not the other person. I now know it is my issue”

Advanced Facilitative Leadership

So what?

“Now that I can separate facts/feelings/values, I can be conscious of listening in a close way. I can be better prepared with staff.”“Doing self-reflection made me want to be prepared.”“Take it easy on yourself! Think of life as a learning lab. The point is not to be right, but to be yourself in the journey.”

Advanced Facilitative Leadership

Now what?

“The answer lies with the group. Our job is to create an environment to bring that out.”“I see the need for flexibility.”“Don’t give up when there is a disconnect to culture.”“All people have inherent capacity.”“I can release control and ask ‘the group’ for help.”“I know how to lead quietly.”“I will put on my own oxygen mask first.”

Advanced Facilitative Leadership Testimonials

“A HUGE thank you to your team on developing this workshop.”

“Your team created a very open and welcoming environment, essential for learning and success.”

“I liked this better than the original facilitation class I was in three years ago!”

“Loved practical situational practices, pre-readings, lectures and reflections.”

“I learned more than I expected!”

Advanced Facilitative Leadership-Listening Activity

Facts - Just like the exercise we did earlier from Conflict Smoothies

Feelings – Jot down the emotions you hear

Values – What core principles or underlying personal driving forces do you hear behind the feelings

Adapted from University of Minnesota Extension. NELD North Central 2014 Chicago Workbook. Created by Jody Horntvedt and Toby Spanier

Group Discussion

How can programs such as these assist with long-term community sustainability?

What do you see as the value of this type of programming?

How can Extension communicate the value of leadership and soft-skill programming to communities?

What is working in your communities?

Questions?

Contact Information:

Bonnie Wichtner-Zoia

zoiay@msu.edu

(989) 345-0692

Bethany Prykucki

prykucki@msu.edu

(231) 258-3320