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Non-Violent Participant Guide

Non-Violent Participant Guide

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Published by: gpms410 on Nov 07, 2009
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Non-Violent ConflictManagement: AParticipant
’s Guide
 
Conflict ResolutionDealing with Anger Negotiation and Mediation
 
Non-
Violent Conflict Management: A Participant’s Guide
Page 1Tennessee Center for Child Welfare
Draft October 2008
TABLE OF CONTENTSPageIntroduction
…………………………………………………………………...
2Acknowledgments
……………………………………………………………
4Competencies in Non-Violent Conflict Management, Dealing withAnger, Negotiation and Mediation
……………………………………
5Module I:
………………………………………………………………………
6Resource 1: Conflict Characteristics
……………………………….
7Resource 2: Life Cy
cle of a Conflict (Six Phases)…………………
8Resource 3: What People Bring to the Conflict Situation
………..
9Resource 4: Operating Assumptions for Approaching Conflict
….
10Resource 5: Conflict Situations Worksheet
………………………..
11Resource 6: Change and Conflict Strategies
……………………...
13Resource 7: Different Kinds of Power 
……………………………...
14Module II:
……………………………………………………………………..
15Resource 8: Four Basic Needs
……………………………………..
16Resource 9: Six Steps For Effective Confrontation
……………….
17Resource 10: Defusing Skills
………………………………………..
18Module III:
…………………………………………………………………….
19Resource 11: Principled Negotiation
……………………………….
20Resource 12: Breakdown Form
……………………………………..
21Resource 13: Specific Mediation Skills
…………………………….
22Resource 14: A Mediation Model
…………………………………...
23Resource 15: Aspects of Cultural Norms and Values
…………….
25Resource 16: Nine-Step Process: Social Contracting
……………
26References and Bibliography
……………………………………………….
27
 
Non-
Violent Conflict Management: A Participant’s Guide
Page 2Tennessee Center for Child Welfare
Draft October 2008
INTRODUCTIONThe rationale for this set of modules is that conflict is inherent in everyfacet of the programs that are part of 
the Department of Children’s Services’
mission. These conflicts include (but are not limited to) conflicts between familymembers, between families and workers, between workers who collaborate oncases, between workers and their supervisors, between supervisors and their administrators, and between administrators and the media. Most writers in thefield recognize that workplace conflict is inevitable, and if unresolved, hasnegative impacts that reach far beyond the principal parties (Wilmot & Hocker,1998). Learning to manage conflict in a non-violent manner can increase theability to work more effectively with clients, staff, and other personnel. Theoriesof non-violent conflict management are based on the notion that becomingcomfortable with the existence of conflict is necessary in order to learn how tomanage it in a direct, yet supportive manner. The most effective way to addressthis topic is through a combination of skill-building and philosophical discussion,to enable participants to become invested in the idea that non-violent conflictmanagement is better, more effective, and more efficacious in the long run thaneither avoidance of conflict, or an aggressive approach that leaves someparticipant
s’
winners and others losers. Having workshops that specifically targetthe problems and challenges faced by child welfare employees is importantbecause generic material is often seen as too idealistic to be realistically possiblein the complex and chaotic world in which child welfare employees operate. Thematerial in these modules needs to be transformative. It must be presented in away that allows
participants’
time to process the material, so that it becomesmore and more useful over time.One of the main purposes of weaving this coursework into the trainingreceived by child welfare workers is that participants will become more effectiveat modeling (up and down the hierarchy) the kinds of conflict managementbehaviors that family members are encouraged to display towards their ownfamily members, especially children. If it is desirable for parents to explain why achild is in danger without belittling or verbally or physically abusing that child,then workers will be more able to teach parents that skill, if they are not belittledby their supervisors when they make a wrong decision. Also, supervisors will bemore able to effectively mentor and teach trainees if their managerial staff doesnot belittle them when problems emerge. From the newest line worker to theDirector of the agency, all employees can operate more effectively in a climatewhere non-violent conflict management is promoted.Child welfare is moving in a direction that promotes family decision-making and involvement with their treatment plan, despite the fact that initiallymany of these families are involuntary clients. In working with involuntary clients,research h
as demonstrated that “clues to more positive outcomes appear to be
based in family-practitioner interaction, including
motivational congruence”
(Rooney, 1992, p. 80). In other words, dealing with the conflict of being an

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