You're facilitating conflict resolution, but a stakeholder won't budge. How do you navigate the impasse?

If you can't change the people, change the people! We can try to change people but they must want to change....if they don't, it doesn't matter what you do, they will remain a problem.

Understand the positions of all stakeholders involved. Encourage the resistant party to express their concerns and interests clearly. Listen actively and validate their feelings without agreeing outright. Build trust and show empathy to open the door for negotiation. Tailor your approach based on understanding their motivations and fears.

Ask deeper questions to uncover the root cause, compel the stakeholder to provide their resolution, and then begin to collaborate. Ensure baselines and non-negotiable components are established. Avoid any straw man debates and agree to a timeline of outcome if it’s a competitive issue.

Even before listening the crux of any issues is ...relationship building.. relationship building shouldn't happen at the problem resolution stage rather it has to be an ongoing process Sometimes, breaking an impasse requires time. Stay patient and continue to engage in dialogue, showing commitment to finding a resolution

To understand a stakeholder's position in a conflict situation, here are some empathetic questions I would ask: 1.What are your main concerns about this issue? 2.What outcomes are you hoping for? 3.How do you think we can best address your concerns while considering others' needs? By asking these questions with genuine curiosity and a desire to understand, I can foster a more empathetic and constructive dialogue, which is essential for finding mutually beneficial solutions in conflict resolution.

Involve a neutral third-party mediator who can facilitate the conversation without bias and help both sides see different perspectives. And then Explore Alternatives.... Discuss potential alternatives and compromises that address the core interests of all parties involved. Encourage creative thinking and brainstorming for solutions.

Establish the underlying principles of the why the stakeholder won’t budge to allow the process of change to take place. Proposed changes without understanding the underlying resistance to change will result in wasted time and further conflict. Leadership is the ability to influence change in the right direction , bringing an understanding of the challenges and opportunities that are available by collective collaboration and cooperation will change the mindset. Leaders must be able to influence the benefit of exploring new ideas in a way that their colleagues are able to understand and adapt to the changing environment and cherish opportunities to find new solutions without fear of failure👊🏽

Remonter le temps et trouver la racine de ce qui nous oppose. Repartir d'une feuille blanche et neutre où chacun expose ses idées pour construire un nouveau projet intégrant les erreurs du passé à dépasser, avec une vision future commune.

Para explorar alternativas em um contexto de negociação ou resolução de conflitos, considere as seguintes estratégias: Brainstorming Conjunto: Envolva todas as partes interessadas em uma sessão de brainstorming para gerar ideias e soluções. Crie um ambiente onde todas as sugestões sejam bem-vindas sem julgamento imediato. Explorar Interesses Subjacentes: Em vez de focar nas posições, investigue os interesses subjacentes de cada parte. Pergunte "por quê" várias vezes para chegar ao verdadeiro motivo por trás de cada posição. Opções Mútuas: Desenvolva opções que possam atender aos interesses de ambas as partes. Busque soluções de ganho mútuo que ofereçam benefícios para todos os envolvidos.

J'ai constaté que le fait de co-construire ensemble une vision des valeurs propres à un projet ou une idée est très prometteur pour raccrocher tout le monde au wagon. En effet, les brain-storming et partir de ce que projettent les collègues et certainement le meilleur moyen de susciter l'engagement pour le projet à venir. En plus, ça permet d'améliorer celui-ci avec des perspectives que nous n'avions même pas envisagé seul. L'union fait la force ! Par ailleurs, travailler ensemble c'est aussi être dans la reconnaissance des compétences et des atouts de l'autre. Et la verbaliser peut également beaucoup aider dans la conduite du changement.

Neutrality does not mean ignoring what is right; it means helping everyone see the big picture fairly. It involves recognizing valid points from all sides and ensuring the solution is just and fair. By staying neutral, a facilitator can help find a resolution that respects everyone's rights and responsibilities.

Il n'y a pas de solution parfaite, la solution parfaite et celle qui intègre la majorité des ok et les concessions neutres. Se fixer sur les objectifs communs à atteindre et proposer ensemble des solutions, en mettant de côté son égo. Une personne neutre en médiateur peut nous accompagner à trouver notre solution "parfaite".

When facilitating, maintaining neutrality is crucial. It allows facilitators to change the conversation and help parties see the issue objectively. Neutrality provides a solid base for facilitators to support a systems thinking approach, helping the different parties to understand the complexity of the situation through different perspectives, and consider the bigger picture. Facilitators can help parties see how their views and others' contribute to the overall situation. This broader perspective promotes collaboration by showing stakeholders where their interests may be interconnected. It may involve summarising disagreements without favouring any side and asking open-ended questions that encourage reflection.

Parler à la 1ère personne du singulier : je au lieu du tu, moins accusateur. Exprimer son ressenti avant de juger l'autre. Ce n'est pas baisser sa garde, c'est expliquer ce qui ne NOUS convient pas. Chacun peut ainsi baisser le niveau des tensions et mieux comprendre l'autre. Tirer parti de ce qui a été exprimé pour repartir sur des bases saines et des projets communs où chacun pourra s'exprimer sans frustration, avec bienveillance.

Empathy is quite disarming. The parties involved in the conflict are likely to put their arms down for an objective conversation.

By being empathetic..Highlight the benefits of reaching an agreement and the potential downsides of remaining at an impasse. Take the help of a neutral party here.... Reframe the issue in a way that highlights mutual benefits and shared goals, which can shift the focus from differences to collaboration.

Prendre le temps de l'écoute, reformuler pour s'assurer d'avoir bien compris ce que l'autre à voulu nous dire, parler de ses propres ressentis/émotions/impression à la première personne permet de sécuriser l'autre dans le fait d'être pris en compte tout en mettant de côté l'accusation réciproque. Inutile de faire monter la pression. Et si le dialogue n'est pas possible dans l'immédiat : différer est la meilleure option, avec une date et un moment fixé clairement.

Whilst it is important to be empathetic and understanding, it is also important to establish clear boundaries when facilitating. Make it clear that although all viewpoints are valid, the main objective is to reach a resolution that satisfies everyone. Systems thinking can help the parties understand the limits and connections between different perspectives, promoting a better overall understanding. If one party's refusal to cooperate hinders progress, it may be necessary to assertively redirect the discussion, or suggest taking a break for reflection and to cool off. Clarifying boundaries (both emotional and systems-based) help maintain a positive atmosphere and keep the process moving forward.

Definir limites claros é essencial para uma comunicação eficaz e uma relação saudável, seja no contexto profissional, pessoal ou de negociação. Aqui estão algumas estratégias para estabelecer limites claros: Comunicação Clara: Use uma linguagem direta e assertiva. Evite ambiguidades. Consistência: Mantenha seus limites consistentes ao longo do tempo. Negociação: Esteja disposto a negociar os limites, mas sem comprometer suas necessidades essenciais. Documentação: Registre os limites estabelecidos em contratos, acordos ou documentos formais para garantir que todas as partes estejam cientes e em conformidade. Feedback Regular: Revise e ajuste os limites conforme necessário, com base em feedback e mudanças nas circunstâncias.

Ma dernière expérience m'a montré qu'il est difficile de poser des limites claires. Jusqu'où peut aller le dialogue ? Quelles sont les sujets que l'on peut véritablement aborder en équipe ? Quand renvoyer à la hiérarchie et au respect du cadre sans paraître rigide et incapable de se remettre en question ? Quand est-ce que l'empathie et la compréhension atteignent leurs limites dans une vie d'équipe. Il s'agit-là d'un exercice sur le long-terme qui, de mon point de vue, varie et s'adapte selon les équipes concernées. Et c'est également une qualité qui s'acquière avec le temps et se travaille en continu.

Let's see a detailed plan for the next steps with an example: Schedule a Follow-Up Meeting: Example: Send out meeting invitations ensuring that all key stakeholders are available and informed of the revised agenda. Seek Additional Input: Example: Reach out to uninvolved parties who may have insights into the impasse. This could include colleagues, supervisors, or even external consultants who can provide fresh perspectives on the conflict. Consider Involving a Neutral Third Party: Example: Assess the possibility of involving a professional mediator or facilitator who can assist in guiding the resolution process objectively. Determine whether this would be beneficial given the complexity and depth of the impasse.

In my experience if you want to, you will find common ground with your opponents once you lift the conflict to a higher level. Means, find your values, goals which very often are similar. Once you agreed to them, you can discuss the next steps. Listening to understand helps as well to find the root cause of the conflict. Once you name it, it‘s probably tamed.

8. Involve third party or arbitration 9. Brainstorm widely 10. Gather more information to enable you get at the root cause of conflict 11. Strive for amicable solution by preparing different cause and effect analysis and the potential or present impacts on productivity or teamwork and motivation 12. Seek collaboration from all involved and especially the one who wouldn't budge 13. Challenge the one who wouldn't budge to point out the reasons for not budging and offer opinion on what he proposes or think should be the best outcome 14. Evaluate the proposal or opinion and asses the impact of any conclusions or decision to be taken 15. Deliberate and offer counter proposal or opinion and asses the impact 16. Make the best and last decis