Post on 24-Feb-2016
description
Conflict Management: A Proactive Approach for Leaders
Sue Theiss, MA University Ombuds OfficeOregon State University
What’ an Ombuds? Understanding the ABC’s of Collaborative
Conflict Resolution 10 Tips for Managers and Leaders Addressing Cases of Bullying Case Study Discussion and Debriefing Q & A
Agenda…
Compete/Dominate
Accommodate
Avoid
Compromise
Collaborate
Conflict Resolution Strategies
(Thomas & Kilmann)
Getting pushy
CollaborationFoster a culture of
community, respect for diversity and open dialogue, and encourage cooperative resolution.
• Mindset: Conflict = Opportunity
• Identify Interests vs. Positions
• 3 Times Rule (pull weeds from the root)
“If we don’t change the direction we are going, we are likely to end up where we are heading” – Chinese saying
Keys to Effective Resolution
“The real voyage of discovery consists not in seeking
new landscapes but in having new eyes” – M. Proust
Active Listening Avoid using poor listening habits Listen for the whole message Ask questions Practice reflective listening & reframing
Get the Picture
Inferences
Topic Content issue
Relational Interpersonal needs
Identity How do I look to others?
Process How things happen
Goals (Wilmot & Hocker)
Anger
Achieve Rapport
Boil Down the Issues
Clarify Goals and Interests
Develop a Game Plan
Know your ABC’s
#10
Make conflict management a part of your strategic
planning.
Sue’s “Top 10” Prevention Tips
# 9
Assess and Manage Your Conflict Climate
How do you measure service? Conflict Climate – relational conditions, practices,
and expectations Systemic issues? Keep a list.
Sue’s “Top 10” Prevention Tips
#8
Be a good bystander.
Sue’s “Top 10” Prevention Tips
# 7
Understand various forms of aggression and learn when and how to intervene.
• Disruptive behavior• Safety first• Bullying
Sue’s “Top 10” Prevention Tips
#6
Agree on assignment of credit up front.
Sue’s “Top 10” Prevention Tips
#5 Value Employees
How to Receive Feedback (L. Webb):a. “Thank you” b. Acknowledge what was saidc. Agree with what you cand. Add to or change the topic
…and remember… 4 pats to a poke
Sue’s “Top 10” Prevention Tips
#4
Be wary of Attribution Errors (Sillars)
Consider Is it possible?
Is the process fair?What are all the reasonable
options?
Sue’s “Top 10” Prevention Tips
#3
E-Mail/texting: To Use? or Not To Use?
Sue’s “Top 10” Prevention Tips
Sue’s “Top 10” Prevention Tips
#2 Provide an effective channel for upward feedback.
#1
Model the conflict management behaviors that you want to see in
others.
Sue’s “Top 10” Prevention Tips
What Matters?
The impact of bullying on the individuals and the organization
How we communicate the problem
How we work with managers who can make a difference
Using the right framework and tools for success
The Process of Bullying
“Bullying occurs when someone [or group] is
systematically subjected to aggressive behaviors” which lead, either intentionally or unintentionally, to a stigmatization and victimization of the target (Einarson, 1999)
Bullying as a ProcessWhat is it?
Direct
Verbal assaults, threats, retaliation, negatively altering job assignments, intimidating physical demeanor
IndirectInappropriately influencing others’ actions, denial of behavior and/or redirecting blame
Acts of Aggression
Predatory Dispute-related Chronic Opportunist Accidental Substance-Abusing
Types of Bullying
It all looks the same to the
target.
A. Aggressive Behavior
B. Bullying
C. Stigmatization
D. Severe Trauma
Stages of Bullying(Einarsen, 1999)
Repeated aggressive behaviors
Collateral impact
Abuse of power
Structure that inhibits resolution
Lengthy resolution process
Conditions that Define Bullying in Academia
High Argumentativeness vs.
Dysfunctional Verbal Aggression
Collegiality sometimes leads to avoidance
Organizational tolerance is communicated through policies and norms
Tenure & Graduate students…adversarial processes & power imbalances
What’s Different About Universities?
Early intervention
Create a safe environment
Initial assessment of individuals & groups
Consider boundaries and circumstances
Provide education and coaching
Provide structure and follow-through
Move to more formal response when necessary
Collaborative Strategies
What not to say
What to say
Create a safe space
Review options
Create a road map
Working with Victims/Targets
Create a safe space
Assess the climate
Explore resources and options
Create a road map
Working with Managers
Perceived Bullies
◦ Listen◦ Assess dynamics
and respond appropriately
◦ Provide education and resources
◦ Step back when appropriate
Bystanders
◦ Provide a safe place to talk
◦ Consider affect on the team
◦ Educate◦ Empower◦ Your suggestions?
Working with…
University Ombuds Office
The 18th Camel…