archive-org.com » ORG » C » CARITAS.ORG

Total: 817

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Personal Conflict Style Inventory - Peacebuilding
    of ways of responding to conflict and this tool is designed to help identify how they respond to conflict as soon as it occurs and after it has been going on for a while Also point out that it s important for people doing conflict transformation and peacebuilding work to know how they personally react to conflict in order to deal with conflicts in a healthy constructive way when they arise during their work III Have participants read the questionnaire and follow the listed instructions Allow sufficient time for answering the questions IV After participants have answered the questionnaire go through the scoring procedure if participants have difficulty with it V Debrief after the questionnaire by going through the different conflict styles and identify strengths and weaknesses for each one Tell them it s unnecessary to share their preferred conflict styles and that each conflict style has its strengths and weaknesses which makes them better in some situations than others Ask participants to call out strengths and weaknesses for each conflict style Write their responses on the blackboard or flip chart You may also encourage discussion Debriefing You might wish to have participants reflect on the cultural appropriateness of the inventory and how their responses to conflict are culturally influenced The following questions could be used for reflection In what circumstances are each of the five styles appropriate In your own cultural context what values do you place on each style Note Some participants may be uncomfortable with sharing but others may want to share Individuals will often talk in small groups with neighbours about their results Handout Personal Conflict Style Inventory Sheet Source This activity is included in Peacebuilding A Caritas Training Manual Originally from Kraybill R Mediation and Facilitation Training Manual Akron PA Mennonite Conciliation Services 1987 Retrieved

    Original URL path: http://peacebuilding.caritas.org/index.php/Personal_Conflict_Style_Inventory (2016-02-13)
    Open archived version from archive


  • Green Card, Red Card - Peacebuilding
    on the wall Make sure participants have understood practice a couple of rounds for demonstration V Divide the pairs into 3 groups Pairs in the first group will have to split the amount in only one round these players cannot talk Pairs in the second group will have 5 rounds Thus they will split the total amount in five parts These players cannot talk Pairs in the third group can talk and have the power to decide the number of rounds they wish to use to divide the cash amount This decision can also be taken during the process not necessarily at the beginning for instance a pair can decide to play 20 dollars in the first round then decide for 10 dollars in the second and so on Important Players in this pair cannot discuss or anticipate what card they will play They can only discuss the number of rounds and the actual amount of each round VI Let them play starting from the first group Other participants observe VII Repeat the procedure with the second and third group Allow as much time as needed especially for the third group of pairs Debriefing The following questions are not normative You can use these and or other questions as the situation and your judgement requires How do you feel How do you feel about this activity How do you feel about your pay off How do you feel about your partner How do you feel about you and the way you acted through the play What happened What happened at the beginning of the play What interesting things happened during the play this question is more suitable for pairs who played more than one round How did the interaction with your partner evolve What differences could you notice between the first second and the third group of pairs What was your strategy How could you implement it How did you react to your partner s plays How did he react to yours What have you learnt What learning points can you highlight from this activity What is the difference when you can decide the number of rounds and the amount at stake in each round What strategy works best when you have only one round What strategy works best with five rounds What strategy works best when you can decide the number of rounds to play How does this relate How does this activity relate to any interaction in real life If you relate the cash at stake in this activity with any shared and conflicting interests you may have with another party how does what you have learnt help you Do you have any examples of how a cooperative or competitive approach have characterised one of your interactions with another party How does cooperative and competitive approaches influence business or private relationships What if What happens if real money or relevant interests of yours are at stake What if you could talk with your partner and discuss what cards

    Original URL path: http://peacebuilding.caritas.org/index.php/Green_Card%2C_Red_Card (2016-02-13)
    Open archived version from archive

  • Soft vs. Hard - Peacebuilding
    participants Time 10 20 minutes 5 min for reading and familiarising with the table the rest for the shouting fight Materials Copies of the Handout Positional Bargaining Soft vs Hard Process I Divide the plenary in two teams Ask them to sit facing each other II Distribute copies of the handout to each group III Tell one team that they will have to support Soft positional bargaining the other will be for Hard positional bargaining Their task is convince the other team of the validity of the method they support Allow sufficient time for preparing IV Give a Start to let the confrontation start Let each one to express freely do not try to control the dynamics of interaction V Give a signal to stop the confrontation Ask participants to return to their original seats and think in silent for one minute to what emerged during the activity VI Invite those who want to share their thoughts Handout Positional Bargaining Soft vs Hard Soft Positional Bargaining Hard Positional Bargaining Participants are friends Participants are adversaries The goal is agreement The goal is victory Make concessions to cultivate the relationship Demand concessions as a condition of the relationship Be soft on the people and the problem Be hard on the people and the problem Trust others Distrust others Change your position easily Dig into your position Make offers Make threats Disclose your bottom line Mislead as to your bottom line Accept one sided losses to reach agreement Demand one sided gains as the price for agreement Search for the single answer the one they will accept Search for the single answer the one you will accept Insist on agreement Insist on your position Try to avoid a contest of will Try to win a contest of will Yeld to pressure Apply

    Original URL path: http://peacebuilding.caritas.org/index.php/Soft_vs._Hard (2016-02-13)
    Open archived version from archive

  • Role Sketches - Peacebuilding
    year old housewife with a husband and two kids It is 7 00 pm you have just rushed home with your two kids the day has been hot and hard Your day started at 6 00 am when you woke up to prepare breakfast for all the family and prepare the kids to go to school You woke them up dress up walked them to school From there on you have been running all day to provide the necessities for you family and house As usual in the afternoon you walked the kids to visit their grandmother She is old and sick you prepared dinner for her and on the way back home you stopped for a while at the park in order to let the kids meet their friends and play Now you rushed home to find your husband nervous and quarrelling over you because it s late and dinner is not ready This seems to have become a routine he just doesn t seem to understand that you ve run the whole day Sketch 2 Boss and employee deadlines and holidays Role 1 Boss You are Yoshi 36 year old single You are managing director of a communication and graphics firm Your firm is composed of a small team of three creative thinkers and designers plus one administrative and one PR staff You are working 12 hour a day in a row and are engaged 24 7 You do not have time for social life let alone a relationship Your firm is your life and it s a lot of fun Your firm deals with highly aggressive competitors and just being in the market is a daily fight You ask your staff to be committed to their work but do not require them to be in the office 8 to 5 as you know that creative staff need the right time and environment to generate ideas But when it s needed they shouldn t watch the clock and be ready to work on weekends You are now having a conversation with Haruki your guy on virtual reality He is managing a major project for an emerging light beverages company big deal You noticed he wasn t much focused on his work in the last couple of weeks and had some delays too You are keeping an eye on him as you cannot afford one of your staff being like that Interestingly he is now asking for 10 days off starting from the next week He probably wants to go on holiday with his family You do not know if to laugh or get real angry this guy does not seem to understand that he has a deadline for the end of the month for his project It is time to straighten up this guy Role 2 Employee You are Haruki 33 year old married with two kids You work for a graphics and communication emerging firm where you are in charge of virtual reality projects Your boss Yoshi

    Original URL path: http://peacebuilding.caritas.org/index.php/Role_Sketches (2016-02-13)
    Open archived version from archive

  • Get that Budget! A Three-party Negotiation - Peacebuilding
    What coalition did you try to form and why What happened when you tried to form a coalition How could you get the best possible deal given the budget allocation conditions decided on by Caritas In your opinion which team did best and why When did things change during the negotiation What have you learned from this activity How important is it to form coalitions in multiparty negotiations Can you give any examples of multiparty negotiations in the real world Do you have any examples of multiparty negotiations in which you are were involved What tends to happen in situations like this in the real world How does the situation described in this role play relate to the situations you deal with What if you could meet with the other parties on other occasions What if you could communicate freely with all the parties as many times and for as long as you wanted What if you had more deal cards What if the money were real What if you could communicate with the other parties only through written messages How would you behave differently if you were to do the role play a second time What advice would you give to someone who is going to do the role play for the first time What would you change in the role play situation and rules to make it work better Note This role play has built in inefficiency which makes it difficult for the parties to arrive at an agreement RDAF and FAVOW can reach a fairly good agreement together without needing to involve MOSD They can form a coalition and get most of the budget Then they will only need to negotiate with MOSD on how to share out the remaining budget 242 000 236 000 6 000 However MOSD wouldn t like to be left out so they d probably try to break up any coalition between RDAF and FAVOW by making an attractive offer to one or the other For example if RDAF and FAVOW agree to form a coalition and share the budget equally between them 118 000 each MOSD could offer RDAF 130 000 for agreeing to form a coalition with them Thereby MOSD would get 38 000 168 000 130 000 38 000 via a coalition and a portion of the remaining budget to be divided between the three agencies a portion of 242 000 168 000 74 000 The same is true if a coalition agreement between RDAF and FAVOW were to allocate a bigger portion of the budget to either of them MOSD can always go to either party and make an offer that would make it more profitable for this party to break up the coalition Likewise if RDAF and MOSD or FAVOW and MOSD tried to form a coalition the party that was left out could always try to break it up by making offers based on the budget allocation conditions stipulated by Caritas Alternatives If you don t

    Original URL path: http://peacebuilding.caritas.org/index.php/Get_that_Budget%21_A_Three-party_Negotiation (2016-02-13)
    Open archived version from archive

  • From Getting To Yes: Introducing Principled Negotiation - Peacebuilding
    us I could think of going there earliest by April next year not before with all the things we have to do Besides the ticket is expensive and I don t think we can afford another such a trip this year No way If you don t want to see them just say it I will arrange the trip just for me and the kid And what about the kid Shouldn t he be at school at that time Why don t we use Easter holidays next year I could think of postponing this trip maximum to Christmas holidays this year and it goes on These two interactions between individuals are similar in that each side takes a position argues and defends it eventually each side makes concessions to the other in order to reach a compromise Roger Fisher and William Ury and generations of negotiators with them call this style of negotiation positional bargaining Any way or method of negotiation could be judged by three criteria its capacity to produce a wise agreement when this is possible its efficiency it shouldn t be too difficult and time consuming to reach agreement its capacity to improve the relationship between the parties or at least to not damage it For Fisher and Ury positional bargaining is likely to score poorly on all three When people argue over positions they have a tendency to dig in or radicalise their position to become defensive and identify themselves with their position The more they do this the more it is difficult to change their positions at the risk of loosing face By paying primary attention to their and the other side s position they tend to overlook the underlined concerns of the parties their interests or needs Thus producing a wise agreement can become very difficult Positional bargaining can be very inefficient too Consider the example of Sasa and Selma each of them has started from extremely low Sasa or high Selma offers knowing that if they will have to make concessions to the other side in order to reach agreement starting extreme will increase the possibility of having a final price closer to their satisfaction e g if I am Selma and my first offer is 2 000 I am more likely to reach agreement around 1 000 than if I start from 1 200 In other terms you are likely to start from a position extremely favourable to you you will stubbornly hold to it and try to deceive the other as to what you really want by making small concessions This is inefficient and it will probably take a lot of time and effort to reach agreement Consider now the second example with Anne and Michele This bargain over when to go to visit Anne s family can easily embitter them it looks like a contest of will and each of them reiterates what he she will or won t do It doesn t look like they are looking for a

    Original URL path: http://peacebuilding.caritas.org/index.php/From_Getting_To_Yes:_Introducing_Principled_Negotiation (2016-02-13)
    Open archived version from archive

  • Emotions as Obstacles and Assets - Peacebuilding
    5 8 Note Alternatives to this process include You can merge the two handouts and have each sub group work on both obstacles and assets After the IV step of the process above described you can invite each group that has worked on emotions has obstacles to merge with a group that has worked on emotions as assets and invite them to share their findings Handout Emotions as Obstacles in Negotiation Emotions can be obstacles towards reaching a wise agreement in negotiation in at least 3 ways They can divert attention from substantive matters When you get upset it becomes more difficult to deal with the substance of the negotiation you are too busy dealing with your emotions The other side too will have to deal with your emotions The same goes when the other side gets upset she and you will have to deal with her emotions and you too Thus when emotions play both sides attention shifts from the substance at stake to protecting oneself and attacking the other They can damage a relationship Emotions can limit your capacity to think and act wisely When you get angry you may say or do something that damages the relationship In a split second you can destroy a relationship e g business friendship family that has been developed over years They can be used to exploit you When you feel an emotion it shows It is hard to maintain a poker face when anger happiness resentment or desire storm inside of you When you cannot control your emotions your words face or body language will tell what you feel to the other side And the other side may use this information to exploit you Your task Develop and articulate 3 examples that illustrate how emotions can be obstacles to reaching a wise agreement in negotiation Refer to one or more of the three ways described above Prepare to present your examples to the plenary Discuss and identify other ways emotions can be obstacles towards reaching a wise agreement in negotiation Prepare to present and sustain your results to the plenary Handout Emotions as Assets in Negotiation Emotions an help us achieve a wise agreement and improve relationship in negotiation in at least 3 ways Positive emotions can help meet substantive interests Positive emotions toward the other side can reduce fear and suspicion They can help you work side by side with the other focus together on the problems to solve and start looking at each other as colleagues more than adversaries With positive emotions you might feel the confidence and trust to try out new ideas without fearing that the other side will immediately take advantage of it You will listen better increasing your capacity to understand the other side s underlying interests thus increasing your potential to reach an agreement that is mutually satisfactory and stable Positive emotions can enhance a relationship A person to person interaction can become enjoyable With positive emotions towards the other you might come

    Original URL path: http://peacebuilding.caritas.org/index.php/Emotions_as_Obstacles_and_Assets (2016-02-13)
    Open archived version from archive

  • Personal Conflict Style Inventory Sheet - Peacebuilding
    cost and provides pro bono permission to reproduce its materials for certain purposes www ConflictStyleMatters com Retrieved from http peacebuilding caritas org index php Personal Conflict Style Inventory Sheet Categories ACTIVITY NEGOTIATION Views Page Discussion View source History Personal tools 91 105 69 17 Talk for this IP Log in create account Navigation Homepage Contents Help pages Random page About this site Search CARITAS French version Spanish version Contact us

    Original URL path: http://peacebuilding.caritas.org/index.php/Personal_Conflict_Style_Inventory_Sheet (2016-02-13)
    Open archived version from archive



  •