Fight Different: Conflict Management for Mega Projects

I’m glad you’re going to start this course because it means you want to get yourself ready to make a difference. The overall goal of the course is for you to learn and reflect on how to show strategic leadership in complex conflicts. That means you’re definitely going to help advance your own work and career, but you’ll also see ways to make your part of the world a better place. If you’re facing a complex conflict, you have a problem, and a problem well understood is a problem half solved. That’s why we’re going to start with understanding the root of the problem that causes complex conflicts in the first place.

Module One will look at the nature of the problem that creates complex conflicts in the first place. You will learn what it means to show strategic leadership in a conflict, how to get the right mindset, and how to overcome the “Coherence Trap.”

Learning Outcomes

· Know a working definition of strategic leadership

· Describe what strategic leadership in conflict means for leaders, professionals and participants

· Explain what strategy looks like in conflicts

· Understanding the importance of your own mindset in navigating challenges

· Describe a few examples of the benefit of releasing the need to control situations

· Understand the psychological term “coherence”

· Learn one important thinker related to the concept of coherence

· Describe the Coherence Trap

· Know the five stages of the Coherence Trap

· Understand the results of the Coherence Trap

· Reflect on your current ability to avoid the Coherence Trap

· Create ways to ensure you avoid the Coherence Trap

Content Outline

· Lesson One: Showing Strategic Leadership

· Lesson Two: Getting the Right Mindset

· Lesson Three: Overcoming the Coherence Trap

Learning Outcomes

· Know a working definition of strategic leadership

· Describe what strategic leadership in conflict means for leaders, professionals and participants

· Explain what strategy looks like in conflicts

· Reflect on what all this means to you and your goals

Content Outline

1. The goal of strategic leadership

2. What it means for leaders, professional advisors and participants

3. Strategy is a process

4. Wrap Up

5. Quiz & Self-Reflection

Learning Outcomes

· Understanding the importance of your own mindset in navigating challenges

· Describe a few examples of the benefit of releasing the need to control situations

· Reflect on what all this means to you and your goals

Content Outline

1. Mindset is everything

2. An Airport Lesson

3. Loosen Your Need for Control

4. Wrap Up

5. Quiz & Self-Reflection

Learning Outcomes

· Understanding the importance of your own mindset in navigating challenges

· Describe a few examples of the benefit of releasing the need to control situations

· Reflect on what all this means to you and your goals

Content Outline

1. Mindset is everything

2. An Airport Lesson

3. Loosen Your Need for Control

4. Wrap Up

5. Quiz & Self-Reflection

In Module Two we’re going to spend some time talking about the nature of complex conflicts. If we take some time to examine what creates them and makes them tick, we’re going to be much more effective at getting ourselves to a mental state where we can think about them in a focused manner.

In this module you’ll learn how to define a conflict, why conflicts are not the same thing as negotiations, and ways that our framing of reality can get in the way of showing strategic leadership.

Learning Outcomes

· Know and be able to apply a working definition of conflict

· Know and be able to apply a working definition complex

· Understand an example of complex conflict

· Be aware of a related approach to complex conflict

· Understand the difference between constructive and destructive conflict

· Reflect on how the differences between complicated and complex impact your work

· Understand the different definitions of negotiation and conflict

· Explain why negotiations and conflicts are different sizes

· Explain the difference between rational and non-rational behaviour

· Describe the difference between directed and organic outcomes

· Explain why negotiations and conflicts have differing time constraints

· Explain why negotiations fail to account for the importance of people & issues

· Explain the biggest difference between win-win and lose-lose in a conflict

· Describe the difference between agreement and engagement

· Discover a working definition of frames

· Understand why frames lead to the Coherence Trap

· Identify the seven main types of frames that can occur in conflicts

· Self-reflect on how you use frames and ways to not over-use them

Content Outline

· Lesson Four: Defining “complex conflict”

· Lesson Five: Conflicts are not negotiations

· Lesson Six: Reality vs. Frames

Learning Outcomes

· Know and be able to apply a working definition of conflict

· Know and be able to apply a working definition complex

· Understand an example of complex conflict

· Be aware of a related approach to complex conflict

· Understand the difference between constructive and destructive conflict

· Reflect on how the differences between complicated and complex impact your work

· Reflect on what all this means to you and your goals

Content Outline

1. A useful definition of conflict

2. Unpacking our definition of conflict

3. Constructive vs. destructive conflict

4. Conflict resolution

5. Complicated vs. complex

6. Wrap Up

7. Quiz & Self-Reflection

Learning Outcomes

· Understand the different definitions of negotiation and conflict

· Explain why negotiations and conflicts are different sizes

· Explain the difference between rational and non-rational behaviour

· Describe the difference between directed and organic outcomes

· Explain why negotiations and conflicts have differing time constraints

· Explain why negotiations fail to account for the importance of people & issues

· Explain the biggest difference between win-win and lose-lose in a conflict

· Describe the difference between agreement and engagement

· Reflect on what all this means to you and your goals

Content Outline

1. Conflicts are not Negotiations

2. Different definitions

3. Interests vs. Values

4. Rational vs. Non-Rational

5. People vs. Issues

6. Different Sizes

7. Directed vs. Organic

8. Different Time Constraints

9. Agreement vs. Creative Engagement

10. Win-win vs. Lose-Lose

11. Wrap Up

12. Quiz & Self-Reflection

Learning Outcomes

· Discover a working definition of frames

· Understand why frames lead to the Coherence Trap

· Identify the seven main types of frames that can occur in conflicts

· Self-reflect on how you use frames and ways to not over-use them

· Reflect on what all this means to you and your goals

Content Outline

1. Frames Can Lead to Coherence Trap

2. Identity frame

3. Characterization frame

4. Conflict management frame

5. Fact-finding frame

6. Social control frame

7. Power frame

8. Risk frame

9. Wrap Up

10. Quiz & Self-Reflection

So far, we’ve talked a lot about the problem but not the solution. This module is going to talk about what practical things we can learn from the science on the topic of complex conflicts. Some extraordinary minds have gone on before us, and we’re going to take a minute to cherry-pick the good stuff before we lay out our roadmap for action.

Einstein reportedly said, “Look deep into nature, and then you will understand everything better.” And indeed, the science points in the same direction: complex conflicts behave very much like other natural systems. If that’s true, then we should be able to learn a lot from how science makes sense of those natural systems and apply it to complex conflicts.

In this module we’ll look at how to make sense of complex things in general, a specific scientific approach that has been successfully used to examine complex conflicts, a specific methodology that will help us, how design thinking can apply to complex conflicts, and the seven steps we can use to implement all of this at a practical level.

Learning Outcomes

· Start getting comfortable with tools to deal with complexity

· Understand different approaches to scientific truth

· Explain emergence and the impact of time

· Understand the critical importance of perception

· Understand the nature of participating in a conflict

· Describe how sensemaking brings meaning to observation

· Reflect on what all this means to you and your goals

· Understand the basics of non-linear dynamical systems

· Learn some examples of complex natural systems

· Be able to define “systems”

· Be able to define “non-linear"

· Be able to define “dynamic”

· Be able to define “emergence”

· Reflect on what all this means to you and your goals

Content Outline

· Lesson Seven: Sensemaking

· Lesson Eight: Nonlinear Dynamical Systems

· Lesson Nine: The Graph Model for Conflict Resolution

· Lesson Ten: Design Thinking

· Lesson Eleven: The Seven Principles of Focal Thinking

Learning Outcomes

· Start getting comfortable with tools to deal with complexity

· Understand different approaches to scientific truth

· Explain emergence and the impact of time

· Understand the critical importance of perception

· Understand the nature of participating in a conflict

· Describe how sensemaking brings meaning to observation

· Reflect on what all this means to you and your goals

Content Outline

1. A New Approach to Thinking About Complexity

2. The Science Challenge

3. Unfolding Over Time

4. Perception is Reality

5. How Sensemaking Works

6. Wrap Up

7. Quiz & Self-Reflection

Learning Outcomes

· Understand the basics of non-linear dynamical systems

· Learn some examples of complex natural systems

· Be able to define “systems”

· Be able to define “non-linear"

· Be able to define “dynamic”

· Be able to define “emergence”

· Reflect on what all this means to you and your goals

Content Outline

1. An Important Detour

2. A useful way to understand complexity

3. Systems

4. Non-linear

5. Dynamic

6. Emergence

7. Wrap Up

8. Quiz & Self-Reflection

Learning Outcomes

· Describe how the Graph Model for Conflict resolution can measure a complex conflict

· Explain where the GMCR is a helpful approach

· Describe the main limit to the GMCR

· Explain why the GMCR’s limitation can also be its strength

· Reflect on what all this means to you and your goals

Content Outline

1. One Way to Measure Complex Conflict

2. A Helpful Methodology

3. Its Limits Are Its Strength

4. Wrap Up

5. Quiz & Self-Reflection

Learning Outcomes

· Identify three types of logical reasoning

· Explain where the types of logical reasoning are most useful

· Explain the connection between abductive reasoning and design thinking

· Describe a practical example of design thinking that saved lives

· Explain the difference between problem clarification and roadblock identification

· Describe the four steps of design thinking

· BONUS: Describe three other examples of applied design thinking

Content Outline

1. What We Can Learn from Design

2. Different Types of Logic

3. Design Thinking, Explained

4. Problem Clarification, not Roadblock Identification

5. Get All the Inputs

6. Create & Evaluate

7. Exit Ramp

8. BONUS: Other Applied Examples of Design Thinking

9. Wrap Up

10. Quiz & Self-Reflection

Learning Outcomes

· Apply what the science tells us about complex systems to conflicts

· Explain the seven steps of Focal Thinking

· Describe examples of the seven steps in complex conflicts

· Explore ways you can immediately apply them in your situation

Content Outline

1. What Studying Nature Has Taught Us So Far

2. Step One: Don’t Overcontrol

3. Step Two: Don’t Oversimplify

4. Step Three: Interactions Over Outcomes

5. Step Four: Small Nudges Over Big Wins

6. Step Five: More Complexity

7. Step Six: Power Versus Influence

8. Step Seven: Resilience Over Consistency

9. Wrap Up

10. Quiz & Self-Reflection

Module Four will be an opportunity to get very practical.

We will look at why our human nature can get in the way of showing strategic leadership, how to create a human landscape model that focus on Key strategic Moments, how we can change the interactions that are happening between people, how we can navigate are your own office environment, how to stay resilient as a team, and ways that we can all connect and support each other.

Learning Outcomes

· Understand why “natural” approaches may seem counterintuitive

· Explain why the need for coherence can be an obstacle

· Describe why complexity can be uncomfortable

· Explain the need for, and barriers to, collaboration

· Explain the role of humility

· Give examples of why persuasion is critical to conflict management

· Describe the danger of focusing on big wins

· Describe the role of a “Human Landscape Model

· Explain how complex system “inflection points” relate to conflict Key Moments

· Know how to organize your human landscape model by Key Moments

· Understand the difference between power and influence in a conflict

· Apply power and influence to Conflict Drivers and Conflict Influencers at each Key Moment

· Know what information to gather on Conflict Drivers and Influencers

· Use the included Key Moment briefing document

· Explain the system-based reason for changing patterns of interaction

· Describe what the desired future state actually is

· Explain the reason for creating coalitions

· Define commonalities, threads, and the difference between them

· Know how to use the Key Moment Tracker strategically

· Describe examples of Conflict Influencers and Drivers

· Describe the connection between persuasion and the definition of conflict

· Explain the role emotion in conflict persuasion

· Describe possible organizational and structural barriers to persuasive communication

· Outline and describe the five steps of the persuasive communications journey

· Understand where initial resistance to your ideas may come from

· Explain what “normative” means and how that applies to design

· Explain why design is disruptive in an organization

· Explain the impact of the dynamic nature of design

· Outline and apply the eight steps to Kotter’s organizational change management

Content Outline

· Lesson Twelve: Human Nature is the Obstacle

· Lesson Thirteen: Create a Human Landscape

· Lesson Fourteen: Change the Interactions

· Lesson Fifteen: Being Persuasive

· Lesson Sixteen: Navigating Your Office Environment

· Lesson Seventeen: Create the Team Dynamic

· Lesson Eighteen: Stay Resilient, Stay Connected

Learning Outcomes

· Understand why “natural” approaches may seem counterintuitive

· Explain why the need for coherence can be an obstacle

· Describe why complexity can be uncomfortable

· Explain the need for, and barriers to, collaboration

· Explain the role of humility

· Give examples of why persuasion is critical to conflict management

· Describe the danger of focusing on big wins

Content Outline

1. Our Own Human Nature Is What Traps Us

2. Fighting Need for Coherence

3. Discomfort with Complexity

4. High Degree of Collaboration

5. Discomfort with Humility

6. Undervaluing Persuasion

7. Undervaluing Nudges

8. Wrap Up

9. Quiz & Self-Reflection

Learning Outcomes

· Describe the role of a “Human Landscape Model

· Explain how complex system “inflection points” relate to conflict Key Moments

· Know how to organize your human landscape model by Key Moments

· Understand the difference between power and influence in a conflict

· Apply power and influence to Conflict Drivers and Conflict Influencers at each Key Moment

· Know what information to gather on Conflict Drivers and Influencers

· Use the included Key Moment briefing document

Content Outline

1. Get the Big Picture

2. Organize by Key Moments

3. Separate Power from Influence

4. Conflict Drivers

5. Conflict Influencers

6. Do your Homework

7. Key Moment Tracker

8. Wrap Up

9. Quiz & Self-Reflection

Learning Outcomes

· Explain the system-based reason for changing patterns of interaction

· Describe what the desired future state actually is

· Explain the reason for creating coalitions

· Define commonalities, threads, and the difference between them

· Know how to use the Key Moment Tracker strategically

· Describe examples of Conflict Influencers and Drivers

Content Outline

1. It’s Time to Shake Things Up

2. Decide On the Future State

3. Create Coalitions

4. Finding Commonalities and Threads

5. Use Your Key Moment Tracker

6. Examples of Influencers & Drivers

7. Wrap Up

8. Quiz & Self-Reflection

Learning Outcomes

· Describe the connection between persuasion and the definition of conflict

· Explain the role emotion in conflict persuasion

· Describe possible organizational and structural barriers to persuasive communication

· Outline and describe the five steps of the persuasive communications journey

Content Outline

1. Why Persuasion Matters

2. Conflict Persuasion is About Emotions First

3. Organizational Challenges with Persuasion

4. The Persuasive Communication Journey

5. The Role of Research

6. Wrap Up

7. Quiz & Self-Reflection

Learning Outcomes

· Understand where initial resistance to your ideas may come from

· Explain what “normative” means and how that applies to design

· Explain why design is disruptive in an organization

· Explain the impact of the dynamic nature of design

· Outline and apply the eight steps to Kotter’s organizational change management

Content Outline

1. Not Everyone is Going to Get It

2. Design is Normative

3. Design Challenges Authority

4. Design is Disruptive

5. Design is Dynamic

6. Using Organizational Change Management

7. Wrap Up

8. Quiz & Self-Reflection

Learning Outcomes

· Understand the importance of team resilience

· Learn practical steps to create a resilient team dynamic

· Implement a collaborative decision-making approach

Content Outline

1. The Group Needs to be as Resilient as You Are

2. Creating a Creative Dynamic

3. A Practical Roadmap to Collaborative Decision Making

4. Wrap Up

5. Quiz & Self-Reflection

Learning Outcomes

· Understand the role of agile monitoring

· Explain the three steps of the Resilience Cycle

· Know how to connect with other Focal Thinkers

Content Outline

1. Agile Monitoring

2. The Resilience Cycle

3. Wrap Up

4. Quiz & Self-Reflection