In.terp.novation

 

MANAGE CONFLICT

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Conflict is simply a struggle caused by differences in opinions, values, interests, or needs. Conflict can exist within the case, within the case presenter, between group participants, between the leader and participant(s), between co-leaders, and concerning contexts and narratives of the interpreting field. Conflicts may stem from leaders, presenters, participants, and elements of the cases that have differing personalities, goals, values, expectations, priorities, and training.

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Supervision leader Audrey Loudenback believes that every case is based on conflict. Since cases are presented for analysis, the supervision process uses reflection-on-action to identify, reflect on, manage, and resolve conflict. This process occurs within a group where differences exist. These differences can positively or negatively affect the group's dynamics, creating cooperation that expands and deepens reflection-on-action or layering on new struggles that hinder some or all of the group, their interactions, and the case analysis. 

 

As a supervision leader,

• I acknowledge that no case or group is conflict-free.

• I acknowledge that conflict can be uncomfortable and messy.

• I believe that conflict can be constructive and leads to growth. 

• I am (and will continue to develop my) cultural competence, understanding that culture shapes perceptions and responses to conflicts.     

• I will model a calm and object curiosity by listening to understand.

• I will assist the group by naming the conflict's struggles and differences.

• I will guide the discussion toward problem-solving and away from blame.

• I will recognize when conflict needs intervention or not, acting as required.

• I will follow up to ensure relationships remain positive and productive.

• I acknowledge that I am a human who can be triggered and make a mess of things.

• I commit to being transparent and reactively repairing as needed.

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