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Managing Conflict and Collaboration<\/h1>\r\nMeeting conflict derives primarily from individual thinking styles, individual behavior, group dynamics, and other situational factors, including the facilitator and their environment. The meeting facilitator is NOT responsible for resolving conflict. However, they MUST have a procedure (and therein confidence) for managing conflict, arguments, conflicting claims, and contradictory evidence.\r\n\r\nAs a meeting facilitator, you empower participants by enhancing their ability to understand and communicate with each other. You also inspire them to think creatively about their business. But not all participants respond to messages the same way. You will find two primary thinking patterns in people\u2014horizontal and vertical thinking.\r\n
\r\n

There are No Safe Places, Only Safe People<\/h2>\r\n<\/div>\r\n

Managing Conflict Rosetta Stone<\/h3>\r\n

Remove Distractions<\/i><\/h4>\r\nTherefore, my cardinal rule will be to not embarrass people. Not because we are professionals or compassionate. Rather, in the role of meeting facilitator, embarrassment is the single most powerful cause of a participant being distracted.\r\n

<\/a>'Politikos<\/em>'\u2014The Science of People<\/h3>\r\n

Praise in Public, Discipline in Private<\/h4>\r\nThe term \u2018Politikos<\/em>\u2019 translates as \u2018the science of people.\u2019 Find comfort in knowing that you will deal better with participants as you gain more experience and come to recognize common patterns of behavior that occur predictably. In the meantime, keep one fact constant; participants cause problems for a finite period. Often a participant causing problems becomes productive in a different situation. Do not label people permanently. There are no 'problem people,' only 'people with problems,' and that means all of us at one time or another.\r\n\r\nThe unit of measurement for assessing problems becomes the extent to which the participants behavior is distracting. Assume that people have good intentions and focus your energy on discovering what is causing the difficulty. 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