Silent Scenario Simulation

Duration:

1 hour

- Introduction & Explanation: 10 minutes

- Activity: 35 minutes

- Reflection: 15 minutes

Goals and Outcomes:

Goals:

● Recognize the five styles and evaluate cooperative methods.

● Develop a skill for listening, control of time and discussions, draw people in,

minimize disruptions, communicate clearly, and flexibility.

● Use 4C Framework for structure in a workshop; interesting activities; pay

attention to organizational planning.

● Detailed planning and agendas, material preparation, after-workshop reviews,

and facilitating reflective learning.

Outcome:

1. Enhanced Conflict Awareness: Participants will gain awareness regarding the

psychosocial dynamics of conflict, as well as the positive and the potential short- and

long-term effects of using an avoiding approach.

2. Team Interaction Development: By drawing on their past experiences, the

audience will understand the value of good communication and learn strategies to

foster it even in uncomfortable situations.

3. Critical Reflection Skills: Participants learn to assess their own approaches to

resolving conflicts, which will help them in the future to judge better whether to avoid

conflict or when to deal with it directly.

Procedure/ Mechanics: Introduction & Explanation: 10 minutes

Avoiding Style occurs when a person chooses to avoid facing a conflict or problem

instead of facing it head on. This may include passing off or ignoring the issue,

avoiding conversations, or acting as if the problem doesn't exist or is unimportant.

This approach doesn’t really fix the main problem, even though it might ease tension

for a little while. It can bring short-term relief and make things feel okay for the

moment, but the issue usually sticks around. By putting it off, you often end up

making things worse. In the end, avoiding conflict just leaves the tension hanging

and can cause bigger problems later on.

The Avoiding Style may be useful in various situations involving conflict

resolution. It helps to prevent the situation from growing worse right away by allowing

them time to gather themselves before their emotions flow out of control. This can

help calm a heated situation and allow everyone to gather themselves.

It can often be possible to keep peace in a group or relationship when things

are unclear by avoiding arguments. People may avoid causing tension or raising

negative emotions by delaying solving the current issue. The avoidance approach
not only saves people time and energy, but it also allows them to consider the

situation and decide on the best course of action without impulsive behavior.

Last but not least, in delicate circumstances where a direct confrontation can

strain relationships or worsen the problem, this strategy might minimize possible

harm. However, the avoidance approach can lead to misunderstandings, unresolved

issues, and eventually dislike if it happens repeatedly. It's important to recognize

when avoiding a confrontation is beneficial and when doing so could cause more

serious problems later on.

Activity (Silent Scenario Simulation): 35 minutes

General Mechanics

Participants will be given different conflict scenarios, and they will have to

respond using the avoiding style. Each scenario will challenge them to decide

whether to directly engage, ignore the issue, or take a passive approach.

Instructions

- Form a group with 3-4 members and each group will be given a different

scenarios. They’re going to discuss the given situation for 10 minutes, either

to avoid the conflict, engage and communicate, or to take a passive approach.

- After the roleplaying they will discuss, which of the five dominant conflict

styles did they use to solve the conflict.

Scenarios:

Group 1: Case: Family Business Dispute

A gathering in the family-owned manufacturing business reviewing the quarterly

affairs of the family-owned concern brings out conflict among the siblings, Chris and

Morgan, to establish their vision regarding the company's future. Chris, operating

head, wants to enter new markets. There is significant demand for products in these

areas, as can be gathered from reports. Morgan's sense of savvy lies in upping

current operations and intensifying customer connections. For a very long time, this

had been a family business during which they kept harmony. Argument flared with

accusations, and the atmosphere was becoming uncomfortable for others in the

family, especially given the length of time they valued harmony in their business.

As your cousin and for as long a time as an employee, you realize that the best

course of action is to neither to challenge nor confront but, instead, send Chris off so

that his presentation of his proposal may be followed by Morgan doing the same for

his, thus opening the dialogue for general outlines of the company's core values and

long-term goals into the overall end. The changing focus helps ease the tension,

pushing the family to look at a balanced approach that encompasses both the

expansion and the improvement of the existing operations. In this process, you help

develop collaboration and harmony, so that the legacy is strong, while the mounting

issues ahead are worked through.

Group 2: Case: Miscommunication at the Office

Background: You are part of an office project team. There's a kind of

miscommunication concerning a crucial deadline. One of the team members, Alex,

had submitted the report without completing it, hence delayed. The team is angry,
yet instead of passing the issue further, they should display the avoiding style to

handle the situation.

Group 3: Case: The Unspoken Problem

There are four classmates, Maya, Ethan, Sarah, and Liam, preparing to build a

model of the solar system for a science project. In the first meeting, Sarah and Ethan

immediately latch onto the discussion of dividing out the tasks, but Maya is silent, not

wanting to offer her opinions. It is Ethan who finally asks Maya if she wants to do all

the painting; at this Maya shrugs and leaves the decision entirely up to them.

Liam then questions her as to why she does not say something about the situation.

Her silence, he states, is making things harder for them. Not even Sarah and Ethan

are amiable towards her and feel concern because they do not like to argue, but they

need to have an idea of what her preferences are so as to avoid confusion and

failing to give equal attention to their works.

After some prodding, Maya reveals she really is good at painting and volunteers to

do the designs for the planet, which the others are more than willing to accept. This

is reflective enough of how Maya's avoidant behavior had made things tense, but

when she finally spoke out, then they could all really communicate in a much more

productive manner. So the lesson learned here is that avoiding conflict doesn't solve

anything. In fact, open communication does.

Group 4: Case: Group Project Disagreement

You are a member of a group working on a school project. One member, Sarah, did

not really contribute that much in doing the work but claims that her name should be

included so that she can have an equal credit like others. The others are distressed

but instead of confronting her, the group will use avoiding style to address Sarah's

side of the issue.

Reflection (15 minutes)

Questions and Answers:

1. Did using the avoiding style help you maintain peace, or did it create

other challenges?

The avoiding style helped maintain peace in the short term by preventing

immediate confrontations. However, it created challenges because the root of

the conflict remained unresolved, leading to lingering tension and frustration.

2. How did the group’s dynamic change when the avoiding style was

applied?

The dynamic of the group became less aggressive, but there was also a

certain tension in the air. Some members were annoyed by the inability to

reach a solution over the issue, and some continued to be, however, that did

not in any way help address the issue.

3. What was the outcome of the scenario when you avoided addressing the

conflict?
 The result was that the conflict was not addressed, and even though the

tension eased, the issue was still there. Consequently, the members of the

team felt uncomfortable, as they were aware that the conflict was likely to

arise in the future.

4. What would have happened if the group addressed the conflict directly

instead of avoiding it?

If the group had addressed the conflict directly,it is probable that the root

cause of the problem would have been dealt with. Since members would have

communicated openly, they would have been able to comprehend their

respective perspectives better, thus minimizing frustration and enhancing

interaction in the long run.

5. Was avoiding the conflict beneficial to the team’s long-term goals? Why

or why not?

The team’s long-term goals have not been aided by conflict avoidance. While

it helped ease the stress in the short term, the lack of resolution could

jeopardize teamwork and performance in the future. If the issue had been

dealt with at an earlier stage, the teamwork would have been easier and

better targeted towards the achieving of the agreed goals.

6. How did you feel when you avoided addressing the conflict directly?
 While suppressing the conflict gave a momentary sense of relief to the team

members, as it lessened the immediate discomfort that was present, it,

however, remained uncomfortable in the long run, as there was an issue that

had not been resolved and the unresolved tension and displeasure posed the

threat of future problems.

Lesson Learned from the Activity:

Through this activity, it became evident that while conflict avoidance can be effective

in sustaining a temporary peace, it seldom promotes a long-term solution. It was

discovered by the participants that in some cases, avoiding may help in saving the

principal from the immediate discomfort but often leaves a bigger issue unattended,

which causes vulnerability or disorientation later on. The point to be taken here is

that while it is useful to avoid confrontations for certain peace situations, one should

not attempt to always employ this method in resolving any major or even recurrent

issues.

Impact of the Activity on Avoiding Style:

The activity underscored the weaknesses of the avoiding style. It demonstrated that

while it may ease the pressure in the short run, it does not solve the problem.

Contributors came to the vote that the avoidance may be effective for brief periods of

time, but this can be hardly deemed resolution of the problem because conflict in its

true sense calls for a communicative and participative approach. This enabled them

to draw the line on effective application of the avoiding style.

Target Audience

The target audience for this seminar would be professionals at the workplace,

such as office staff, team leaders, or project managers who repeatedly come across

conflicts and do not know how to address them. More specifically, these people can

find it hard to deal with interrelations and misinterpretations efficiently without

creating more tension by directly confronting the issue.

Needs and Pain Points:

1. Conflict Resolution Skills: Many professionals find it difficult to handle

conflicts in a non-hostile manner, leading to stress or a dip in team morale.

2. Non-Confrontational Approaches: Some employees may want to know how

to avoid direct conflicts with fears of victimization or spoiling working

relationships, and, therefore, need to learn effective techniques for avoidance.

3. Emotional Intelligence: Professionals need tools to manage their emotional

responses in tools situations where the goal is to keep peace and, at the

same time, not lose sight of the issue at hand.

Interests:

● Learning styles of conflict resolution-and those not confrontational.

● Applying the knowledge gained from practical experience through role play

toward achieving workplace harmony.

● How to prevent unnecessary escalation of conflicts.

Why Will They Come?

Participants will come because this workshop provides them with:

● Practical Tools: The simulation offers a hands-on opportunity to practice

non-verbal and verbal avoidance strategies in a controlled environment.

● Conflict Management Insights: Participants will learn how to navigate

conflicts without worsening the situation or directly confronting it, a skill that is

valuable for maintaining professionalism.

● Improved Team Dynamics: The activity will help them manage difficult

situations, which can lead to better collaboration and more harmonious work

environments in the future.

 GROUP MEMBERS:

Alquiroz, Marc Theodore

Arboleda, Shane
Azurin, Kim Claudette
Dela Cruz, Jonaryn
Dogillo, Angeline
Martinez, Marianne
Quintela, Queen
Rull, Joy Angelee
Soldao, Khyrstine Ruth
Tuyugon, Kristina Casandra