Enhancing organizational conflict consulting effectiveness
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Transcript of Enhancing organizational conflict consulting effectiveness
Dr. Neil Katz with Suzzette Harriott
Dept of Conflict Analysis and Resolution, Nova Southeastern University
Association of Conflict Resolution Conference, Minneapolis, 2013
Enhancing Organizational Conflict Consulting
Effectiveness:
Utilizing Multiple Frames and Reframing in Action
Gain knowledge of consulting strengths and vulnerabilities in relation to dominant frames
Acquire ability to analyze complex situations through reframing
Develop appreciation of multi-role and multi-frame use for managing organizational consulting challenges
Enhance sophistication/creativity of strategic thinking and consulting actions
Workshop Outcomes
Introduction to workshop
Survey to chart strengths & vulnerabilities
Orientation to the four frames Structural Human resource Political Symbolic
Use/misuse of the four frames-films, cases, role plays
Application to YOUR Challenges
Agenda
Determine cognitive and behavioral disposition toward one or more of the frames
Raise awareness of your strengths and opportunities for growth
Commit to working on multi-frame competencies Individual and group profiles
Please complete survey…..
Survey
Developed by Lee Bolman, Terrance Deal and John Gallos
Academic backgrounds in Public Administration, Sociology, Education
Based on abundant, credible research
Developed for Leadership/Management
Adapted for Managing Conflict and Change
Reframing Organizations
“The truly effective “leader” will need multiple tools, the skills to use each of them, and the
wisdom to match frames and situations.”~~Bolman and Deal -Bolman and Deal
Reframing Organizations
A cognitive and behavioral disposition
A mental map to read and negotiate a particular “territory”
Know where you are and what you need to do
Allows you to respond automatically to situations and events
Windows and Lenses: Enables you to see certain things Allows for heightened focus and clarity
Frames
Analyze events from multiple perspectives To explore “what is really going on” To paint a holistic picture
Allows us to consider different options
Enhances effectiveness of strategy/action
Effective leadership associated with usage of multiple frames and “principled flexibility”
Reframing
Sensemaking (C.Argyris, J. Gallos)—notice something, decide what to do about it (interpreting), determine what to do about it
Reflective Practitioner (D. Schon)—think deeply before taking action, reflect how things are going as you act, and adjust if necessary—continuous learning and adaptability key
Dance Floor and Balcony Metaphor ( R. A. Heifetz)
Framing/Reframing Process
Use The Four Frames as a guide…..
Read The Hospital Case
What issues need to be addressed?
What are the critical first steps that the Leadership Team should take?
Leadership in Action: The Hospital Case
Four Frames Approach
Metaphor: Factory or well-oiled machine
Roots: Management Science/sociology
Key question: What is the most helpful design/structure to achieve goals?
Focus: roles, reporting lines, policies, procedures, tasks, data, measurement, rational analysis
Structural Perspective
Design important to achieve goals/objectives
Rational thought fosters good decisions, predictability, order and agreements
Specialization and division of labor critical
Control and coordination necessary
Problems and performance gaps due to structure
Structural Key Assumptions
Function as an architect, designer, planner
Clarify goals, roles, expectations, regulations
Establish/reaffirm procedures & policies and lines of responsibility/accountability
Focus on tasks, facts, logic: not personalities or emotions
Design environment and implement structure to fit circumstances and align with goals
Strive for agreements using objective data
Structural Strategies
(to address confusion and chaos)
Metaphor: Extended Family
Roots: Social Psychology
Key Question: How well does leadership and organization meet human needs?
Focus on caring, relationships, teamwork, communication, motivation, satisfaction, feelings, involvement, empowerment, commitment, trust
Human Resources Perspective
Work/Institutions exist to serve human needs
A good fit benefits both: individuals find meaning and satisfaction and leaders get the talent and energy they need to succeed
Investment in people demonstrated through training, coaching, empowerment, affirmation and rewards
Goal of actions: high morale and commitment, productivity
Human Resource Key Assumptions
Serve as facilitator, catalyst, coach, mentor
Recognize rapport/involvement as keys to success
Tend to human interactions and relationships
Respond to needs to ensure loyalty/commitment
Support and empower people Communicate warmth and concern Keep communication lines open Listen/respect their aspirations, interests Give people resources, autonomy, & opportunity to
do their work and self-actualize
Human Resource Strategies
Metaphor: Jungle to compete and survive
Roots: Political Science
Key question: How does one handle conflict and gather/distribute resources
Focus on: Building a power base through networking,
coalitions & alliances Getting access to and influencing key players Effective negotiation and bargaining Controlling the agenda Shaping how the conflict is waged Minimizing losses and maximizing gains
Political Perspective
Individuals and interest groups have enduring differences
Most important decisions involve the allocation of scarce resources – who gets what
Scarce resources and enduring differences ensure conflict and make power and influence critical factors
Goals & decisions emerge from stakeholder negotiating, and jockeying for position
Survival and justice key
Political Key Assumptions
Serve as advocate, master negotiator
Recognize political reality and deal with conflict
Know the players and build linkages to key stakeholders and interest groups
Build power base and use power carefully
Create arenas for negotiation/compromise
Rally troops against outside enemy
Persuade first, negotiate second, coerce last
Political Strategies
Metaphor: Organization as theatre/temple
Roots: Social and cultural anthropology
Key question: What are the shared values and symbols and what gives hope, meaning to people
Focus on creating meaning, belief, and faith; understanding role and power of culture; utilizing ceremonies, rituals, stories and myths to inspire
Symbolic Perspective
What is most important about any event is not what happened, but what it means
Events have multiple meanings because people interpret experience differently
In the face of uncertainty and ambiguity, people need and create anchors to resolve confusion, provide direction, hope and faith
Symbolic Key Assumptions
Interpret experience for meaning and purpose
Function as prophet, playwright, poet
Articulate a persuasive, inspiring vision
Communicate passion/ be visible & energetic
Show people how they and their work contribute
Study and use culture
Use dramatic, visible symbols (stories, rituals, artifacts) to involve and motivate people
Symbolic Strategies
“When the world seems hopelessly confusing and nothing is working, reframing is a
powerful tool for gaining clarity, regaining balance, generating new options, and
finding strategies and actions that work.”
~~L.Bolman and T. Deal
Power of Reframing
Nelson Mandella
Video Clip