1. How to Manage Conflict:
An Inevitable Part of
Data Governance
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2. Conflict is Inevitable!
•Enterprise versus project
•Data ownership
•“I am right”
•Politics!
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3. SCENARIO 1
Enterprise versus Project
Enterprise Data Governance
Project Member:
Professional
We completely support enterprise
“We are chartered to work wide data governance. However, we
together with projects like have very tight deadlines and
yours so that projects define, budgets so we’ll work together as
integrate and use data in a long as you don’t impact our deadline
common, consistent, and dates, tasks, resources, or budgets
powerful way across the in any way.”
enterprise.”
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4. What is the first thing to do in a conflict?
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5. Handling Conflict
Step 1. Don’t react
Step 2. Step to their side
Step 3. Reframe
Step 4. Build a golden bridge (truly win-win)
Step 5. Bring them to their senses, not their knees
From “Getting Past No: Negotiating with Difficult
People” By William Ury
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6. Step 1.
Don’t React - Observe
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7. Facts and Stories
Facts - indisputable
Stories – villain, victim, hopeless *
* From “Crucial Conversations: Tools for talking when
Stakes are High”, by Patterson et al.
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8. Don’t React
Thoughts
Event /Feelings
Stories (Tapes)
Emotional
Mess!!!! Physical
Reaction
Outwards or
Inwards
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9. Respond
Thoughts
Event /Feelings
Stories (Tapes)
Emotional
Physical
Response Awareness
Intelligent Stop!!! –
Actions observe.
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10. Data Mining! SCENARIO 2
“Mine”
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11. Step 2. Disarm
Step to the Other Side
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12. Sponsorship/Motivation Model
NAME AND ROLE OF PERSON
What does this person want?
How will this program How is this program
help this person? an obstacle?
What is wanted from this person?
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13. SCENARIO 3
I am right!
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14. Who’s Perspective Is “Right”?
Project View Enterprise Wide View
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15. Who’s Data Is “Right”?
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16. Step 3. Change the game
•Open it up
•Don’t get stuck!
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17. Position Versus Interest
INTERESTS A INTERESTS B
POSITION A POSITION B
Shared Purpose – Crucial Conversations
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18. POLITICS! SCENARIO 4
Cordial hypocrisy versus
honest assessment?
Fernando Flores “Building Trust”
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19. Step 4 Make it easy to say yes
Build a golden bridge (truly win-win)
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20. What did he do?
A. Blame someone else
B. Resign
C. Fix issue first, then communicate
D. Communicate openly (email everyone), then fix
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21. Step 5
Bring them to their senses, not their
knees
(using power, not force)
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22. Warn, Don’t Threaten!
What will happen if we don’t reach agreement?
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23. When All Else Fails?
Know your BATNA
(Best alternative to a negotiated agreement)
YA FIRED!
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24. Will You Use This Framework?
Step 1. Don’t react
Step 2. Step to their side
Step 3. Reframe
Step 4. Build a golden bridge (truly win-win)
Step 5. Bring them to their senses, not their knees
From “Getting Past No: Negotiating with Difficult People” By William Ury
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25. What difficult conflict, issue, or
situation have you encountered
or are you encountering?
How can we apply this framework?
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26. Questions and More Info?
www.universaldatamodels.com
lsilverston@univdata.com
Chapter on Human Dynamics in,
‘The Data Model Resource Book, Volume 3’
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