Getting To Yes” with Multigenerational, Multicultural Team...
Transcript of Getting To Yes” with Multigenerational, Multicultural Team...
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“Getting To Yes” with Multigenerational, Multicultural Team Members
Session #144
PRESENTED BY: MICHELE L. BEST, MASCP, PRESENTED BY: MICHELE L. BEST, MASCP,
MT(ASCP)
Corporate Director for Clinical Laboratories
DIMENSIONS HEALTHCARE SYSTEM
DEPARTMENT OF PATHOLOGY
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The New Heterogeneity of Our Workforce
� Age range of 22-70 (Four generations in the workforce)
� Female : Male ratio – 1:1
� Staff from at least 20 countries (Bangladesh, Nigeria, Jordan, Cameroon, Vietnam, India, Philippines, Bahamas, Jamaica, Colombia, Haiti, Botswana, Trinidad, Ethiopia, Sierra Leone, Pakistan, Japan, Liberia, Sudan, and United States)
� Many staff with English as second language
� Staff from all major religions
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Major Challenges of Multicultural, Multigenerational Workforce
� Interpersonal conflicts
� Communication/language problems lead to Communication/language problems lead to
misunderstandings and errors
� Different work habits and values
� Teamwork problems
� Lack of understanding about the differences
� Polarization; “silos” of similar groups/cultures
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Something to think about…..
Most people have between 29-35 active
biasesbiases
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Leadership Skills for the Diverse Workforce
� Leaders develop and articulate a unifying vision
� Leaders understand and value diversity� Leaders understand and value diversity
� Leaders treat all staff members fairly
� Leaders are interested in staff as individuals
� Leaders communicate in a diversity-sensitive manner
� Leaders recognize cultural and generational differences
� Leaders recognize sources of conflict and mediate appropriately
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Example of Unifying Vision
To create a work environment that
emphasizes our commitment to treating each
other with dignity, trust, and respect and by other with dignity, trust, and respect and by
recognizing each others’ beliefs, values, and
differences.
General Electric Diversity Council
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Teamwork Issues with Multicultural Teams
� Direct versus indirect confrontation
� Norms for problem solving� Norms for problem solving
� Time, sense of urgency
� Work norms and behaviors
� Attitudes toward hierarchy and respect
� English fluency, accents, different meanings
� Intergroup biases based on gender, religion, ethnicity
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Management Strategies
Direct vs. Indirect Refocus on higher goal
Norms for problem-solving Impose structure on process
Time, Sense of Urgency Impose deadlines
Work norms and behaviors Set performance expectations about
norms for attendance, tardiness
Attitudes toward hierarchy/respect Show respect and ask team members
to do the same
English fluency, accent Set norms for communications;
support staff with lack of fluency
Inter-group biases Set structure and expectations
strongly
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Cross-Cultural Communications Skills
� Active listening with paraphrasing
� Clarify understanding
Acknowledging trouble understanding others; ask for repetition� Acknowledging trouble understanding others; ask for repetition
� Setting norms for asking questions
� Not interrupting
� Avoiding derogatory or demeaning language especially stereotyping
� Avoiding racial, national origin identification terms
� Avoid slang and jargon
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Four Generations in the Workplace
� Traditionals (Pre-1945)- loyal, difficulty with change, value tenure, conforming
� Boomers (1946-1964)- strong work ethic, � Boomers (1946-1964)- strong work ethic, competitive, value recognition, in control, individualism, do not accept change well
� Gen Xers (1965-1980)- resourceful, free agent, problem-solver, independent, skeptical, risk-taker
� Millenials (1981-1995) - Information obsessed, need structure, instant rewards, value change, coddled, want to grow, work in teams
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Different Work Habits
� Traditionals- Follow the rules; adhere to timelines; resist
change
Boomers – Evaluate others on how hard/long they work; � Boomers – Evaluate others on how hard/long they work;
; want to run everything; live to work
� Gen Xers- skeptical; adapt to change; want choices in
how to do things; sense of entitlement; work to live
� Millenials- Need structure at work; pace themselves;
need much communication; technology-oriented
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Management Strategies
� Communications
- Traditionals- face to face or written
- Boomers- less formal, like staff meetings- Boomers- less formal, like staff meetings
- Gen Xers- love email/technology; bored at
meetings with lots of talking
- Millenials- immediate, email or text
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Management Strategies
� Coaching
- Traditionals – one on one
- Boomers – peer to peer
- Gen Xers – want to show their expertise; resistant to
coaching; have them find their own solution
- Millenials- expect more coaching and feedback
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Typical Generational Conflicts
� I want weekends off; why can’t I work from
home?
He/she has a poor work ethic� He/she has a poor work ethic
� Why don’t they want to stay late to cover?
� Why do we have to meet?
� Communications here are poor
� Staff do not follow our directions
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What is Conflict?
� Conflict is the expression of different ideas or
thoughtsthoughts
� It is just a difference in the way we see the
world!
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What Causes Conflict?
� Different/divergent goals and expectations
� Different perceptions� Different perceptions
� Different core values, beliefs
� Different work ethics
� Generational and cultural differences
� Incomplete communications/misunderstandings
� Semantic differences
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Resolving Intergenerational Conflict
� Determine if conflict is generational
� Consider the generational values at risk� Consider the generational values at risk
� Let staff air their different perceptions with neutral party
� Find fixes that may work for the different generations
� Find common ground; use their complementary skills
� Encourage them to learn from each other
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Mediation as Conflict Management Tool
Mediation- A process for resolving
conflict/differences using a third party conflict/differences using a third party
Goal of mediation- to help individuals
better understand and work with each
other to resolve differences
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Conflict Mediation Process for Cultural Conflicts
� Set ground rules for the session
� Get parties to focus on common values (respect, trust, teamwork)
� Each party expresses his/her problem with other person’s behavior
� Each party expresses his/her cultural perception of that behavior
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Conflict Mediation Process for Cultural Conflicts
� Determine if problem is due to cultural difference
� Discuss different cultural perceptions
� Identify any behaviors that can change
� Try to generate an agreement that may serve both parties’ interests
� Follow-up
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Human diversity makes tolerance more than
a virtue; it makes it a requirement for a virtue; it makes it a requirement for
survival.
Rene Dubos
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Case Study
Identify a work-related conflict in which you
have been involved. Think about the nature
and cause of the conflict.
� What did you do? What did they do?
� What conflict style did you use?� What conflict style did you use?
� What was the other person’s method of
managing the conflict?
� What is the cause and level of the conflict?
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Questions/Input???
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References
� Wilmot, William and Hocker, Joyce. Interpersonal Conflict. McGraw-Hill Publishers, 2005.
� Behfar, Kern, and Brett. Managing Challenges in Behfar, Kern, and Brett. Managing Challenges in Multicultural Teams, Research on Managing Groups and Teams, Volume 9, 233-262, 2006
� McCorkle, Suzanne and Reese, Melanie. Mediation Theory and Practice. Allyn and Bacon, Inc., 2004.
� Ketchum, Sarah M., Managing the multi-cultural laboratory, part I: tools for understanding cultural differences. Clinical Laboratory Management Review, 1992.