第２９回　NATIVE講師によるWORKSHOP報告（１月８日） / 参加者７８名

＜英語サークル　E’s club　第２９回workshopのご案内＞【日程にご注意ください】

みなさまこんにちは、E’s club幹事のKです。第２９回workshopの詳細をお送りいたします。

今回のマテリアルは前半をSさんに、後半をHさんに作成していただきました。
前半は英語で双六をします。後半は「対立の解決と協働」をテーマとしたディスカッションです。

[今週のマテリアル]
<first half>
みなさん、まだ１２月ですが、A Happy New Year!!
今回、First materialを作成させて頂きました、S　です。2012年もどうぞ宜しくお願いします。

今回のworkshopは新年が明けてまもないということもあり、正月恒例の双六（すごろく）ゲームをしたいと思います。

各升目に、質問があります。まずは質問を読み、それについて回答してください！

ルール：(1) 回答時間は１分以内でお願いします（短すぎるのもだめ！理由も含めて答えましょう）
(2) さいころの目が　１か２→１マスすすめる。
３か４→２マスすすめる。
５か６→３マスすすめる。
＊マスが少ない為、特別に設定させてもらいました。

(3) １人が、ゴールしたら、そこで終了！もし、時間が余っていれば、もう一度やってみてください。
双六用紙に、新しくルールを作るなどして、記入をするなり、グループでアレンジしてみてください。

楽しんで頂ければ、幸いです。童心に返り、さいころ振って遊びましょう！！

（双六はworkshop時に各テーブルに配布します。どんな質問があるかは当日お楽しみに。）

<latter half>

Agenda: How can we resolve conflicts and collaborate?

We
sometimes get stuck and come across conflicts at debates or negotiations
or any business situations. When we find differences in positions and
interests, how can we facilitate and resolve the problems?

Today I bring a tip to make the most of the situation.

KEYWORDS: Conflict Management, Leadership, Negotiation

Q1. What do you think of “resolving conflicts” and “negotiation?”

Q2. Do you have a strong leader in your company or university who turn tough situation into opportunities?

How does he/she, or probably yourself, successfully work on conflicts?
Please share your experience with your group.

Q3. Mark Gerzon, the author of the following article, says a leader should be “mediator.”

Do you think “mediator” is needed for you or your company to proceed with your business?
Do you hope to be the one?

Q4. “Mediator” in this paper is supposed to be an internal role working for his/her staff.

Do you think the “mediator” could be effective for external conflicts?
What kind of skills do we need to negotiate with other companies or at international situations to resolve problems?

————————————————————————————————-

Please find the audio material “8: Leading Through Conflict” by mp3 OR by Podcast at “HDR IdeaCast”:
http://itunes.apple.com/us/podcast/hbr-ideacast/id152022135

http://traffic.libsyn.com/hbsp/8__Leading_Through_Conflict.mp3

*The following description might be your help:
————————————————————————————————-

A HARVARD BUSINESS SCHOOL PRESS BOOK SUMMARY
Leading Through Conflict
How Successful Leaders Transform Differences into Opportunities

by Mark Gerzon

Focus Take-Aways

・ Everyone lives with conflict, but you can find an opportunity in it.

・ The “Demagogue” rules by fear and scapegoating, while the “Manager”
represents and advocates for a single constituency and perspective.
・
Instead be a “Mediator” who works for the good of all, sees underlying
systems, builds bridges and tries to transform conflict into
opportunity.

・ The mediator uses eight tools: “Integral vision,” “systems thinking,”
“presence,” “inquiry,” “conscious conversation,” “dialogue,” “bridging”
and “innovation.”

・ Integral vision is the ability to see every point of view.
・ Systems thinking shows how the parts of a conflict relate to each other.
・ The mediator uses presence and inquiry to gather the necessary facts.
・
People can choose how they speak to each other and how they listen.
Conscious conversation creates the foundation for dialogue.

・ Bridging means building alliances that enable innovative solutions to conflict.
・ Innovations are bursts of creativity that lead to new ways of negotiating.

Relevance
What You Will Learn
In this Abstract, you will learn: 1) How to identify the causes and consequences of conflict; 2) How to exercise leadership in a conflict; and 3) How to use eight principles of mediation to solve conflicts.

Overview
Author Mark Gerzon offers a how-to guide for resolving
conflict and a handbook for changing the way leaders think about it. His
book is a guide to hands-on action, and its conflict management tools
can be applied to many contentious situations. Gerzon explains how to
identify the reasons conflicts occur and how to diagnose their
consequences. He tells leaders to drop the “demagogue” and “manager”
leadership models, and become “mediators” instead. These
conflict-healers use eight crucial tools to solve disputes: “Integral
vision,” “systems thinking,” “presence,” “inquiry,” “conscious
conversation,” “dialogue,” “bridging” and “innovation.” Gerzon explains
how to muster each strategy and adds guidelines for coping with a
conflict as it happens.

Abstract
Managing Conflict
Conflict is inevitable and
unavoidable, but it is manageable. Leaders must learn to face the facts
of conflict, understand them and help the combatants resolve their
differences. Today’s leaders must become “Mediators,” who can transform
conflicts into opportunities. The mediator is the most effective model
of leadership, but there are others, including:

・ The “Demagogue” – The leader in this model rules through fear, and
exploits conflict by blaming, dehumanizing and ultimately destroying
“the Other.” Demagogues are, of course, dangerous and disruptive. They
are the antithesis of mediators. Demonizing another person or group is
particularly dangerous today, because people must deal with more
differences (cultural, professional, ideological and so on) than ever
before. The “Other” is omnipresent.

・ The “Manager” – Leaders using this model view the world from a single
perspective and function as champions for that viewpoint. In the old
days, managers could impose a perspective, direction or decision to
settle a conflict. However, under new organizational models, managers no
longer control their turf. Viewing conflicts from just one perspective
is no longer tenable. Today, managers cannot think of conflicts as
distinct rather than interrelated. Resolving them requires widespread
collaboration among various constituencies. The old-fashioned manager
model is all but obsolete.

The Mediator
Unlike the demagogue or the manager, the mediator
sees and acts for the good of all. He or she learns continuously and
thinks in terms of systems. Mediators bridge divisions and develop
trust. The mediator depends on eight guiding precepts:

Precept 1: “Integral Vision”
The mediator must be a witness who
sees the total picture. The mediator must capture and hold a vision of
the entire conflict, with all of its divisions and consequences. For
example Nada al-Nashif, a United Nations official in Baghdad, lived
through a bombing that killed 22 of her co-workers. She personally
loathed the “brazen” occupation of Iraq, yet, anti-American forces
almost killed her. She saw all sides of the conflict. Thanks to
“integral vision,” she could keep this encompassing perspective fresh in
her mind.

Precept 2: “Systems Thinking”
Systematic thinking is holistic.
It considers every element of a conflict in terms of its relationship to
other elements. It assembles a puzzle by seeing how the pieces relate.
It does not say that one piece is more important than any other.
Although the puzzle may be complex, systematic thinkers work to make it
simple (without oversimplifying). They recognize that they are part of
the system, so they step “outside of the box” to view themselves,
continually asking, “And then what?” At GS Technologies, CEO Rob Cushman
squared off against U.S. Steel Workers Local 13 President John
Cottrell. The two thought that they had nothing in common, until foreign
competition threatened them both. Thanks to dialogue and systems
thinking, the company and the union resolved their conflict, modernized
the plant and boosted productivity.

Precept 3: “Presence”
The mediator must be fully present,
completely balanced in the here and now, in order to stay calm despite
the turbulence of the conflict. Being still and present, the mediator
feels the conflict’s emotion, but does not get carried away by passion.
The mediator’s thoughts, words and actions are directed toward changing
conflict into something constructive. The fully present mediator is
“awake,” open to what is happening and able to respond to the moment. To
build your presence, nurture awareness, use quietness, practice
patience, “become a reliable witness” and be clear about your motives.
In a dramatic example of maintaining presence, Tajae Gaynor, then 16,
held his dying best friend in his arms. A kid whom his friend had beaten
in a fight came back and stabbed him to death. By the street’s violent
code, Gaynor could have sought revenge. Instead, he entered a teen
mediation program. He developed his calm presence, became a leader and
trainer at the program, majored in psychology at college and was hired
as the director of a conflict resolution program in New York City’s “at
risk” schools.

Precept 4: “Inquiry”
Do not begin to advocate for a solution to a
conflict until you have all the information you need from every
participant and a clear plan to resolve the conflict. Mediators must ask
questions that get results, which requires humility. To ask questions
is to acknowledge that you do not know the answers and need to learn. It
means taking the risk of hearing what you do not want to hear, such as
ideas and facts that challenge your assumptions and beliefs. The
mediator asks questions and listens to the answers, encouraging the
parties in a conflict to do the same. The nature of the questions is
critical. Avoid accusations or statements disguised as questions. Every
question has work to do in getting the necessary answers. However, an
inquiry is not an interrogation. Questions must be sincere efforts to
draw more information, to shed light, not blame. Listen deeply and
attentively. Frequently, the fact that the parties see the world
differently is at the root of a conflict. They have different facts and
divergent ways of framing the facts. To lead through conflict, inquire
respectfully about these differences. The inquiry process must continue
until all of the answers are clear. Inquiry is a potent tool, as shown
by Muhammad Yunus. He listened carefully to people whose voices were
seldom heard: poor villagers living marginal lives in the developing
world. He found that their inability to get access to tiny sums of
credit trapped them in poverty. He founded Grameen Bank, which made $2
billion worth of microloans available. The loans are used to help
villagers start small enterprises and work themselves out of abject
poverty.

Precept 5: “Conscious Conversation”
Conscious, respectful, fully
present conversation is the best medicine for conflict. As a mediator,
teach conflicting parties that they can choose what to say and what to
hear. Help them find constructive communication styles. Guide fights so
they yield to respectful conversation and learning. Conscious
conversation gets beyond parliamentary rules. First, everyone agrees on
ground rules that include respect, fairness, genuine listening,
receptivity, confidentiality and a real effort to participate. The
essence of conscious conversation is getting people to recognize that
they can control how they communicate.

The argument moves along a spectrum from brawling with words through
debating, discussing, negotiating and reflecting quietly. Don’t neglect
reflection; silence can be soothing amid heated conflict.

Precept 6: “Dialogue”

Dialogue is a two-way exchange, a communication based on inquiry and
trust. Dialogue helps people understand the difference between
“positions” and “interests.” Dialogue lets the parties find ways to
achieve their individual interests, even if they must climb down from
previously held positions. Thus, dialogue is a uniquely powerful form of
conversation. It is where trust begins to build, and to form the
foundation of alliances and innovations. In dialogue, the underlying
assumption is that no one has the whole answer, but many people may have
parts of it. Thus, dialogue is a collaboration, an exploration of what
the participants have in common. It involves deep listening and sharing
assumptions. Participants must see matters holistically, and be willing
to accept that another person’s idea may be best. Dialogue has no
winners or losers; it does not seek to conclude the conversation, but to
keep it going. The objective is to find new opportunities and
possibilities. Judge Hamoud al-Hitar opened a dialogue with five members
of Al-Qaeda who had been imprisoned in Yemen. He first promised that if
they could convince him that their ideas were right according to the
Koran, he would join them. In turn, they promised that if he could
convince them violence was wrong, they would renounce it. The dialogue
lasted for months before the Al Qaeda members renounced violence.

Precept 7: “Bridging”
Mediators build human bridges,
collaborations, partnerships and alliances. These relationships enable
healing, understanding and cooperation. The important principles in
bridging are to build links step by step, to focus on the practical and
to learn by doing. A human bridge can transform a conflict, perhaps by
offering new information that allows the participants to reframe their
debate and find fresh pathways. They may form partnerships and
collaborate on projects to try to turn a conflict into an opportunity.
Bridging has helped address conflicts worldwide. Research proves the
undeniable benefits of collaboration and teamwork. Jeffrey Garten, dean
of Yale’s School of Management, discovered that teamwork at the top
increases corporate success. The world is simply too complicated for one
heroic CEO to run a major corporation. Frederick Smith, Federal
Express’s CEO, works with a team of chiefs, including the CFO, CIO,
general counsel, and chief of marketing and communications. Similarly,
GE CEO Jeffrey Immelt says, “Running GE is not a one-person job.”
Corporate leaders increasingly try to bridge functional, national and
cultural divisions. Juergen Schrempp, DaimlerChrysler’s CEO, states, “If
you put 10 people of different cultures around the table and they try
to find an answer to a problem, at the end of the day you get a better
one [than by] putting 10 Germans, or 10 Americans or 10 Italians around
the table.”

Precept 8: “Innovation”
When all seven of these tools are used
in concert, “the potential breakthrough that emerges” to produce
possible solutions is innovation. It “embodies the shared hopes and
dreams of many, if not all, key stakeholders and inspires them to
action.” Clearly, an innovation that evolves from collaboration amid
contention is more than just another good idea. It is a new way of
addressing the conflict. This may involve “redesigning the system” or
“changing the rules.” For the innovation to succeed, the parties must
take ownership of it, advocate it to their constituencies and make it
effective. That doesn’t mean just achieving “buy-in”; it means helping
people generate a solution together by gathering data, sharing inquiry
and spawning leadership. For it to work, they must meld perspectives and
tactics, nurture new ideas and follow through on the agreement. In one
southwestern U.S. town, a conflict between those who favored teaching
evolution in high school biology classes and those who favored teaching
creationism seemed utterly polarized. Then, dialogue and collaboration
led to an innovative solution: the school would teach students about the
conflict itself. Sometimes innovation gives birth to collaborative
projects, and new or renewed organizations; sometimes it results in
agreements or even new laws. For innovation to work, however, the
mediator must practice humility and collaboration. Credit should go to
teams, not to individuals. These eight precepts can open a new dimension
in a conflict: the gateway to opportunity. Sometimes a conflict may
seem too sharp or bitter to address. But imagine how the world might
change if society could educate the next generation to address the fact
of conflict. Imagine if students learned how others view the world, if
they had access to public dialogue, if the media focused on deep
analysis instead of polarization and sensationalism. Imagine if public
bodies handled conflict with the tools of the mediator. Imagine if
political campaigners listened respectfully to each other, took an
integral and systematic view, engaged in dialogue and worked toward
innovative solutions.

In Times of Crisis
On a more immediate level, you can handle
conflict more capably if you are prepared. Even in the heat of the
moment, you can be an effective mediator if you keep certain strategies
and principles in mind. These rules include taking your time, centering
in on your objective, understanding your opponents, avoiding being
insulting, deciding which arguments merit your response and being fully
informed before you try to mediate.

About The Author
Mark Gerzon, president of the Mediators
Foundation, specializes in helping leaders of conflicted groups and
organizations. He is founder and co-director of the Global Leadership
Network. His books include A House Divided and Listening to Midlife