Embrace Conflict. Improve Collaboration.

One of the largest problems that we face on teams and within organizations is the allusion that communication has taken place. In most cases, when we are faced with the necessity to confront emotionally or politically risky issues we tread lightly in order to avoid hurting feelings. Conflict plays an important and necessary role in the the design process. Healthy conflict increases trust, creates effective dialog and improves collaboration.

During this session we will discuss examples and key skills that will help you:

• argue effectively while maintaining the correct level of candor and respect
• approach difficult issues like dealing with an unrealistic scope/schedule, holding teammates accountable when they perform poorly, or stakeholders that aren't providing sufficient leadership for a project
• create successful conflicts that get relevant information in the open
• encourage teammates to effectively share their opinions and articulate theories

Transcript

1. @BERMONPAINTER
2. HUMANS HOPES. DREAMS. FEELINGS.
3. HUMANS COMPLICATED.
4. LIZARD BRAIN PRE-HISTORIC HOLDOVER
6. PHYSIOLOGICAL SAFETY BELONGING SELF-ESTEEM COGNITIVE AESTHETIC SELF-ACTUALIZATION TRANSCENDENCE
8. PHYSIOLOGICAL SAFETY BELONGING SELF-ESTEEM COGNITIVE AESTHETIC SELF-ACTUALIZATION TRANSCENDENCE
10. PHYSIOLOGICAL SAFETY BELONGING SELF-ESTEEM COGNITIVE AESTHETIC SELF-ACTUALIZATION TRANSCENDENCE
12. CONFLICT THE BIGGEST PROBLEM IS EFFECTIVE COMMUNICATION.
13. The single biggest problem in communication is the allusion that is has taken place. – George Bernard Shaw
15. CONFLICT FIGHT OR FLIGHT
16. EXAMPLES A client asks you to make the logo bigger.
17. EXAMPLES A client continually sends you wireframes in Powerpoint and injects solutions to their own problems.
18. EXAMPLES A core stakeholder disengages from a project that desperately needs their direct and input.
19. EXAMPLES An executive shows a design to their spouse who doesn’t like the colors. The executive then requests that you change the colors to appease their spouse.
20. EXAMPLES A teammate isn't pulling their weight on a project.
21. EXAMPLES Your product manager is allowing multiple stakeholders to drive the direction of a project causing scope creep that has the potential to cause the project to go over budget and ship late.
22. LACK OF CONFLICT HIGH COST. LATE DELIVERY. LOW MORAL.
23. SUCCESSFUL CONFLICT CONTENTION ≠ CONFLICT
24. The road to real alignment is often paved with conflict. – David Novack
25. EFFECTIVE CONFLICT BEING HONEST AND RESPECTFUL
26. WE ALLOW OUR LIZARD BRAIN TO CONTROL US WE FAIL BECAUSE
27. WE ARE UNPREPARED WE FAIL BECAUSE
28. WE MISUNDERSTAND WE FAIL BECAUSE
29. WE EMBRACE SELF-DEFEATING BEHAVIOR WE FAIL BECAUSE
30. UNDERSTANDING HOW YOU COMMUNICATE FIGHT OR FLIGHT
32. FLIGHT
33. SARCASM OR SUGARCOATING FLIGHT
34. AVOIDING AND SHIFTING FOCUS FLIGHT
35. DISENGAGING AND SILENCE FLIGHT
37. FIGHT
38. FORCING OUR OPINIONS FIGHT
39. STEREOTYPING PEOPLE FIGHT
40. THREATING AND BELITTLING FIGHT
42. LIES WE TELL OURSELF FANTASIES MIXED WITH TRUTH
43. IT’S NOT MY FAULT FANTASIES AND LIES
44. IT’S YOUR FAULT FANTASIES AND LIES
45. THERE’S NOTHING MORE I CAN DO FANTASIES AND LIES
46. SHARED UNDERSTANDING USEFUL TECHNIQUES
47. HUMANIZE HOPES. DREAMS. FEELINGS.
48. TAKE NOTICE BEHAVIORAL CUES
49. PHYSICAL CUES SWEATY HANDS, DRY MOUTH/EYES
50. EMOTIONAL CUES ANGER, HURT, FEAR
51. BEHAVIORAL CUES RAISING VOICE, POINTING FINGERS, GOING SILENT
52. USEFUL TECHNIQUES EMBRACING CONFLICT
53. JUST THE FACTS USEFUL TECHNIQUES
54. MIRRORING USEFUL TECHNIQUES
55. PARAPHRASING USEFUL TECHNIQUES
56. CONTRASTING USEFUL TECHNIQUES
59. IDEA IDEA IDEA IDEA
60. IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
61. IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
62. IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
63. FIN.