SBM Stress Management by elfphabet5

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									Small Business Management Education Academic & Student Affairs- Office of the Chancellor

SBM Stress Management
Course Information Administrative Data Course Title - SBM Stress Management Number - SBMT2534 Total Credits - 1 Course Description This class is designed to improve the ability of the business owner to deal with the stress of small business ownership and to achieve the proper balance between work and family. The class will focus on identifying stressors for the owner or manager, factors creating the stress, and strategies for managing work related stress. Performance Expectations Units A. Stress Management 1. 2. 3. 4. 5. 6. 7. 8. Identify stress symptoms Identify business stressors Identify personal stressors Determine factors creating stress Determine manageable stress factors Identify personal priorities Identify strategies for managing stress factors Develop strategies for relaxation

Instructor Information Instructor Name: E-mail Address: Instructor Office Information

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Small Business Management Education Academic & Student Affairs- Office of the Chancellor

Room: Campus: Address: City: Office Phone: Fax: Office Hours: Grading Information Grading Rationale: Grades will be assigned based on student effort and quality of assignments completed for this class. Grading Scale Pass/Fail At least a C grade requirement A 90% of the points given for assignments B 80% of the points given for assignments C 70% of the points given for assignments D 60% of the points given for assignments F Less than 60% of points given for assignments Policies and Information

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Small Business Management Education Academic & Student Affairs- Office of the Chancellor

Minnesota West Community & Technical College 1593 11th Ave. Granite falls, MN 56241 SBMT 1310 Conflict Resolution 1 Credit

Deb Munsterman November 1, 2000 (800) 657-3247

COURSE DESCRIPTION: This course covers techniques for resolving conflict and negotiating collaborative solutions in workplace settings. Conflict resolution and negotiation strategies are essential for supervisors and other person in leadership positions. Emphasis will be placed on selecting and applying conflict resolution and negotiation strategies that are appropriate for a given situation. Students will learn to effectively confront conflict in its early stages and to negotiate solutions beneficial to all persons involved. COURSE FOCUS: The course will focus on the practical application of skills necessary to effectively deal with conflict in the workplace and negotiation strategies for mutually beneficial solutions. Students will assess their current conflict resolutions and negotiating styles and will participate in hands-on activities in class and in the workplace. TEXT AND REFERENCES Lebedun, Jean. PH. D. MANAGING WORKPLACE CONFLICT American Media Publishing COURSE GOALS 1. Identify conflict resolution strategies and their effects.. 2. Identify negotiation strategies. 3. Identify the different types of disagreements. 4. Explain the four steps of conflict resolving. 5. Identify ways to break an impasse. 6. Identify types of manipulation. 7. Identify how you deal with conflict. 8. Define Conflict. 9. Understand the difference between disagreement and conflict. 10. Develop strategies for high-stress times. 11. Understand conflict is a fact of life. 12. Understand the positive side of conflict. 13. Differentiate between assertive and aggressive behavior. 14. Understand and avoid the negative styles of conflict. 15. Understand and evaluate what happens when a conflict escalates. 16. Demonstrate negotiation skills, 17. Demonstrate conflict resolution skills. 18. Demonstrate effective interpersonal skills. 19. Conduct a negotiation session.

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Small Business Management Education Academic & Student Affairs- Office of the Chancellor

20. Communicating advice and criticism. 21. Develop long-range planning for conflict. 22. Develop short-range planning for conflict. 23. Raise awareness of your own cultural viewpoints and stereotypes. 24. Raise awareness of cultural differences. 25. Learn to accept human differences as inevitable. 26. Recognize typical values, habit patterns and concerns of major culture groups:

CALENDAR OF ASSIGNMENTS, EXAMS, DUE DATES FOR PAPERS, ETC.: 1. Worksheets and Case Studies (200 points) 2. 1Tests (100 points each) 3. Site visit to evaluate student’ application of skills learned during course. (100 points) 3. Paper 2-4 pages (100 points) Use a conflict from your work situation. Exam the effect that conflict has on your working atmosphere and what steps you used or will use to resolve that conflict. What is the benefit of that conflict resolution? 4. Class Participation (40 points) GRADING POLICIES AND EVALUATION PROCEDURES (include attendance policy): Grading of student performance will be done through assignment of point values to successfully completed student outcomes. Point values will be converted into a percentage to compute the letter grade earned: 90-100% = A, 80-80% = B, 70-79% = C, 60-69% = D, Below 60% =F. STUDENT CONTRIBUTIONS Students will be expected to attend all classes, participate in class activities, participate and implement input into class discussions and hand in outside assignments.

This document can be made available in alternative format, allowing ample time for adaptations, to individuals with disabilities by calling Deb Carrow at 1-800-658-2535. For TTY Communications call the Minnesota Relay Service at 1-800-627-3529. An Affirmative Action Equal Opportunity Educator/Employer. ADA Accessible

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Small Business Management Education Academic & Student Affairs- Office of the Chancellor

Minnesota State Colleges & Universities 30 7th Street E, Ste 350, St. Paul MN 55101-7804

Phone: 651-297-1484 Fax: 651-296-3214 www.academicaffairs.mnscu.edu Page 5 of 49

Chapter 1
Taking a Positive Approach to Conflict
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How We Usually Deal with Conflict
Ignoring the Situation Ignoring a conflict is one of the most common responses people have when confronted with a conflict situation. Face it the situation will only get worse. Conflict seldom resolves on its own. Becoming Aggressive

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Dealing Effectively with Conflict
The healthy approach to managing conflict is open, yet respectful. Conflict is an opportunity.
When viewed as an opportunity it is a signal that a problem needs to be solved.

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The Three Myths of Conflict
It’s Not “Nice” to Have Conflict Conflict Is the Same as a Fight (It Has a Win/Lose Result) A True Team Has Only Harmony, Never Conflict.

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Finding the Positive Side of Conflict
We can bring up opposing ideas and know others will listen. We can have spirited arguments without attacking each other We can resolve problems in a way that preserves the team spirit. We can find creative solutions by combining various viewpoints. We can respect each other for our differences, although we don’t always agree. We enjoy our jobs more—and the people with whom we work. Tension usually surrounds conflict. Many times tension is released in negative ways.
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Avoid Negative Styles of Conflict
Many people deal in negative ways with the tension that often results from conflict.
Firecracker Cold shoulder Backstabbing Memory lane Social zinger Trivia Fights Having the last word These styles have a common core: Denial

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Sharpening Your Focus
Focus on issues, not personalities. Focus on the future, not the past Focus on solutions, not blame.

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Chapter 2
Analyzing Conflict Situations

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Defining Conflict
Conflict is a struggle between two parties who perceive their goals as incompatible. Conflict always has two sides. The definition states they are perceived In managing conflict, your job is to find ways that those goals can become compatible so both achieve, part, most or all of what they want.
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Analyzing The Emotional Side of Conflict

Most conflicts typically have two dimensions: The issue (The What) The emotions (The How) The issue is the source of the conflict, a triggering event. The issue can usually be expressed in five words or fewer You can count on seeing emotions in every conflict. Steps to deal with emotions. Identify your own emotions Listen for the emotions of the other person. Allow appropriate time for emotions to be expressed. Phone: 651-297-1484 Fax: 651-296-3214 Minnesota State Colleges & Universities Separate emotions from the issue. www.academicaffairs.mnscu.edu 30 7th Street E, Ste 350, St. Paul MN 55101-7804
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Analyzing Conflict Situations
Deal with emotions first. Who can you resolve the emotions?
Only the owner of that emotion. You cannot talk other people out of their emotions. It is better to listen with empathy, letting the other person express emotions.
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Identifying the Four Types of Conflict
Conflict Conflict Conflict Conflict over over over over facts or data process or methods purpose values

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Conflict Over Facts or Data
Sometimes each party has different data, or different interpretation of the same data.

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Conflict Over Process or Methods
We have a clash on how to reach our destination. When you know there is a conflict over methods, take the time to compare the methods side by side. Be willing to combine elements of both methods.
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Conflict Over Purpose
This type is very serious because the two parties don’t even agree on why they are doing their work.

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Conflict Over Values
This conflict is the most serious one because values are principles of life.
Honesty Kindness Preserving Life Strengthening Families

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Controversy comes in the application of values. Conflict over values are the most emotional and most difficult to resolve.

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Chapter 3
Setting the Stage for Productive Conflict
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Using the Three R’s of Conflict Management
Responsibility Relationship Real Problem

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Taking Responsibility
Taking responsibility means communicating directly instead of backstabbing. Statements of irresponsibility
“I couldn’t say anything.
I don’t want to hurt her feelings.” “I am afraid he’s get mad if I say something.”

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First step is to take the initiative in addressing the conflict. Being responsible means that you are part of the solution, not part of the problem.

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Maintaining Strong Relationships
Build relationships before conflict happens. Preserve relationships during a conflict.
It is possible to be right and yet now make the other person wrong.

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Focusing on the Real Problem
People in conflict often shift their attention to secondary conflicts that have nothing to do with the real problem.
“trivia fights” snaps over small point.

Another way we get sidetracked from the real problem is by concentrating on a symptom rather than the underlying cause.
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Long-Range Planning for Conflict
Writing a Mission Statement
Basic Requirements are:
Express a higher purpose Make it easy to remember and restate Encompass all tasks and personnel Focus on the people you serve

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Short-Range Planning for Conflict
Building Your Courage
Knowing when you need to overcome your fear and take the risk is an important part of conflict management.

The “What If?” Game
What if I don’t bring up the Conflict?
Worst that could happen: Best that could Happen:

What if I do bring up the conflict?
Worst that could happen: Best that could Happen:
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Developing Your Communication Skills
Three W’s
Who? Speak to the key person When? Discuss the issue within 24 hours. Where? A neutral place is a good choice.

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Chapter 4
Resolving Conflict in Four Easy Steps
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Using the Four-Step Process
Your Turn (Inviting the other Person to speak first. My Turn (now I get to make my case) Mutual Planning (working together to explore Follow Through
(taking action and evaluating the

solutions)

success of the resolution)

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Your Turn
This process draws on the skills known as active listening.

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My Turn
It’s best to have each person’s side on the issue stand out distinctly.
Guidelines for completing My Turn successfully.
Get to the point; be brief Focus on the issues; avoid personal accusations. Speak your view firmly and persuasively. Include Feelings
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Mutual Planning
This step has two phases:
Brainstorming Negotiating

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Something subtle happens during brainstorming: The parties in conflict begin to work together. Remember conflict starts as perceived incompatible goals. After brainstorming the parties can begin to negotiate.
Negotiate on: Positions or Common Ground

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Follow Through
Frequent complaint about conflict resolution is that it just doesn’t last. Pin down dates, times and behaviors People usually follow through when they know exactly what’s expected. Schedule an evaluations meeting.
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Five Possible Outcomes
Withdrawal
Occurs when both sides agree to drop the conflict entirely.

Agree to disagree
This provides closure in cases that couldn’t end any other way.

Acquiescence
Occurs when one side accepts the proposal of the other side.

Bargaining
Is a midpoint between what the two people proposed in the first place.

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Collaboration

Occurs when the two sides in the conflict use synergy to blend their ideas into a new plan.

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Chapter 5
Developing Strategies for HighStress Times
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Dealing with Difficult People
Getting the right Mind-Set
Although the difficult person may say something excessive the choice to get frustrated is yours.

Avoid the Hook
Sorting Fogging Time Out Broken Record Requesting Flushing

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Sorting
You can choose to mentally sort out, or ignore, ugly words. Be careful of your non-verbals Sorting is a skill that helps you identify what is worth your attention.
Calmly and self-confidently answer only the part of the person’s comment that you choose to consider important. You are in control of your own communication and your own emotions.

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Fogging
When you realize that you need more time to make a decision—spread some fog Fog is vague and wispy The purpose of fogging is to buy some time, not give the person the brush-off
Use fog when you need to:

Check the facts Check with a person in higher authority Include other people in the planning Phone: 651-297-1484 Fax: 651-296-3214 Minnesota State Colleges & Universities Wait for other developments www.academicaffairs.mnscu.edu 30 7th Street E, Ste 350, St. Paul MN 55101-7804 Page 40 of Receive a phone call with updated information 49 Think things over and weigh your decision.

Time Out
Call a break before things get out of hand. The choice of timing is yours. Trust your judgment.
Caution: Avoid adding a statement of attack.

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Broken Record
State your point calmly and repeatedly in spite of the oppositions you hear.
Be careful not to sound stubborn or pigheaded Persistence pays off.
Caution: Watch your nonverbal communication. Keep your vocal tone respectful. Keep your hands relaxed Be assertive not aggressive.
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Request
Sometimes it is best to state what you need, clearly and firmly. It is honest, straightforward—the essence of assertiveness. Be sure to use the “I” statement
Caution: Leave out any disclaimers
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Flushing
You respond to the exact words the person used. Respond to what is said, not to what is meant. Take it very literally.

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Chapter 6
Living with Conflict

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Getting Carried Away with Emotions
Return to the Your Turnstep Take more time to listen and defuse the situation. Avoid criticizing the person who is extremely emotional. Express your own feelings in a responsible way. Avoid apologizing for your feelings.

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Aiming for a Quick “Right” Answer
Let both sides explain their views completely. Identify the validity in the other person’s view. Combine the two views whenever possible. Using brainstorming to develop cooperation. Aim for a resolution that both sides “own”.
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Getting Stuck on Positions
Remember that arguing a positions leads to win/lose. Find the common ground. Be patient, letting trust and cooperation build. Try a time-out to get a fresh perspective. Have a third party step in (as a last resort)
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Breaking Promises
Always get a clear, specific agreement. If the agreement isn’t honored, ask directly: “What happened?” Express your expectations firmly. Play a broken record if necessary. State consequences if necessary.
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