Summit 10 09 Work Climate Studies

WORK CLIMATE STUDIES

Assessing the Organization for Sources of Conflict

Debra Dupree, MFT 23250James Champion

Workplace Climate ConsultantsCredentialed Mediators

Certified Coaches

10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution1

But few know how much it is!

Dan Dana, Ph.D. 2001

Conflict Competent Organizations are all about the…

• People• Communication• Influence

10/7/093

Southeast Organizational Leadership Summit on Workplace Conflict Resolution

Some startling statistics Every year there are more than 1

million victims of workplace violence and harassment?

Fifteen percent of these are violent crimes and eighty percent of these acts are committed by males.

More than 1000 employees are murdered annually.

In North America workplace violence incidents are the second-leading cause of death in the workplace. ,

http://www.eeoc.gov/types/

What happens in most organizations…

So how much is conflict costing in your organization?

Most likely, in ways you may not even realize!

Wasted Time Bad decisions Loss of skilled

employees Restructuring Reassignment

Sabotage/Theft Low motivation Absenteeism/

Presenteeism Health costs Litigation

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Dan Dana, 2001

Reflection

Think about it…Recognize any of these factors in YOUR organization?

Have you heard…any of these complaints lately?

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Common Complaints “Something’s not right but I just can’t put my finger

on it” “We’re functioning but people don’t seem happy” “Productivity is okay but could be better” “No one appreciates our work. No one says thanks” “ I can’t seem to do anything right by my boss” “People are complaining” “Every one is so tense” “EEO Claims are mounting” “I can‘t believe it – a ‘hostile workplace”? “A vote of ‘no confidence’ in leadership?” What’s

going on?

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A methodology Takes a hard look at

yourself Asks some difficult

questions Gets at the heart of

the organization

A process Guided by a third-

party neutral Trained in conflict

management Expert at assessing

internal, interpersonal and organizational perspectives


WHERE AND HOW DO WE INTERVENE (differently)?


provide insight into an organization’s soul

1)What’s going on2)What’s not happening3)What is happening4) What’s needed for organizational and individual success to improve

the bottom line!

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USING LOGICAL & LATERAL THINKING

• Work climate studies use both logical & lateral thinking to analyze issues in conflictual situations and to generate options for change.

• Both play an important role in negotiation, mediation, and organizational analysis!

• What is logical vs. lateral thinking?

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LOGICAL & LATERAL THINKING

• Logical thinking is:– Linear– Traditional– Rational– Fact-based– Used to analyze facts– Used to assess liability– Used to understand

the positions of parties

• Lateral thinking is: – Creative– Innovative– Intuitive– Non-linear– Non-traditional– Used during brain-

storming

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Thinking outside the box!

• Looking for possibilities and proposals

– Can you solve a puzzle by connecting all 9 dots using ONLY 4 straight lines?

– Once you put your pen on the paper, you cannot take it off!

– You have 60 seconds!

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LATERAL THINKING – can YOU do it? 13

LATERAL THINKING 14

What about connecting them with only ONE line? 15

So thinking differently about Work Climate yet?

What is Work Climate?

Work Climate is the prevailing workplace atmosphere as experienced by employees

Climate captures what it feels like to work in a group

It’s the “weather” of the work place


Climate impacts how you feel and behave at work.

It’s like the proverbial ELEPHANT IN THE ROOM!

10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution

The Effects of Work Climate

a (-) work climate impedes performance and leads to increasing levels of absenteeism and turnover.

a (+) work climate leads to sustained employee motivation and improved performance.

influences the “discretionary effort,” or level of effort above and beyond job expectations, that employees exert.


What creates Work Climate?


Source:Gregory Rodway, MBA , Workplace Climate Consultant

Four Keys to Motivation & Performance


IndividualCharacteristics& Competencies

Job Requirements

Leadership & ManagementStyles

Work Climate

Motivation & Performance

Adapted from Watkin, 1999

What Do The Experts Say?

What the boss of a workgroup does is the most important determinant of

climate” (Stringer 2002, p.99)

“50 to 70 percent of employees’ perception of working climate is linked

to the characteristics of the leader” (Goleman, 2001, p.42)


Reflection

Think about a time when you were part of a great, high performing workgroup or team…..

What did the manager/leader do?How did the manager/leader behave?

Think about a time when you were part of a dysfunctional workgroup or team…

What did the manager/leader do?What opportunities for input did you have?Where did your concerns lead?


Revisiting MASLOW’S HIERARCHY OF NEEDSMotivation = "getting the desired outcomes from employees to attain

goals".

Using Maslow’s Hierarchy, we can begin to understand underlying currents to people’s behavior and attitude. Managers have used his theory for five decades to help diagnose their employees’ needs and motivate them. They include:

Physiological Needs

Safety & Security Needs

Belonging/Social Needs

Esteem Needs

Self-actualization Needs

9/22/2009San Diego County Fire Chiefs Association - Administration Section 23

Work Climate Studies Accomplish: Clarity and standards

Support, rewards and responsibility

Challenge and encourage pride and team commitment

Builds team and trust

Strong message to the workforce that the organization cares enough to do something to effect change(s)

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Connection before correction!

Acknowledge•Input•Contributions•Effort•Presence

Celebrate •Completion•Timeliness•Successes•Outcomes

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Work Climate Studies provide opportunities to:

Using Work Climate AssessmentsWhat are we trying to assess?

Performance assessment to determine what works and what doesn’t

Competency levels and developmental opportunities for learning and growth

Workgroup relations & communication challenges

Leadership development at any level Reporting relationships Allegations of inappropriate conduct that

may give rise to prohibited conduct (EEO) Organizational (re)structuring & best

practices 10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution26

Work Climate Study Methodology

Organizational Assessment

Employee Involvement

Historical Review Policy Review & Analysis Consistency of Practices

with Policies & Procedures

Trends in Employee Relations

Formal & Informal Complaint Review Processes

Organizational Strengths & Developmental Needs Assessment

Management Meetings One-on-One Interviews Focus Group Sessions Analysis of Employee

Perceptions Employee Surveys Gap Needs Analysis 360-Assessments in

Conflict Management & Leadership Styles

Workplace Diversity Intervention & Analysis

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Why look at “Climate”?

The better the leader/head understands their climate, the greater possibility of sustained success.

Leaders can then use underlying competencies to shape the climate by using effective leadership (and management) styles to achieve the 3 M’s:

motivate manage, and move

(Watkin 1999, p.13)


Work Climate Studies Isolate sources of conflict Rebalance the organization Promote development of

Individual Conflict Competence Team Conflict Competence

Build Leadership Capacity Build Organizational Capacity Redirect focus on mission, values, and

outcomes Build CONFLICT COMPETENT ORGANIZATIONS


The Company We Keep

City of Miami Police Department

Jackson Health Systems

Jackson Memorial Foundation

Foundation Health Services

Imperial Irrigation District

Southeastern Economic Development Corporation

So. California Association of Governments

Yangmin Stevedoring Services

Burgers & Beer10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 30

It’s Question Time…from me to you!

What’s one thing you learned?

NOTE: A Conflict Audit Questionnaire is available on demand

Debra Dupree1-800-743-1973

debradupree@relationshipsthatmatter.comwww.relationshipsthatmatter.com

James Champion1-305-871-4866

[email protected]

Debra DupreeYour Presenter

www.relationshipsthatmatter.com

1-800-743-1973

1-619-417-9690

[email protected]

A DVD of Debra’s presentation style is available

DEBRA DUPREE, founder of RELATIONSHIPS THAT MATTER, also established Vitali WORCS - Workplace Solutions in 1986, demonstrating early leadership in the application of conflict resolution strategies to workplace issues.

Debra thrives as a catalyst for communication, leadership, and problem-solving. She actively demonstrates collaboration through her work with numerous organizations.

She demonstrates over 25 years of proven leadership and success in employee relations, team building, leadership development and organizational change. She is a Certified Master Trainer for the Conflict Dynamics Profile and EDGE Systems certified leadership coach.

Debra possesses a Master's degree in Education - Counseling Psychology, University of California, Santa Barbara and Pre-doctoral training in Organizational Development & Disability Management, San Diego State University. Debra's commitment focuses on relationships in all walks of life...the workplace, families and divorce, and business partnerships...seeking healthy alternatives to breakdowns in communication.

Debra is available for Work Climate Studies, Coaching for Leaders & Executives, Conflict Coaching, Mediation & Facilitation, Performance Management, Conflict Management, Communications Styles, and Goal-Setting.33

References

Cloke, K. & Goldsmith, J. 2007, The Chronic Sources of Workplace Conflict: Strategies for Transformation, Prevention & Renewal , Washington, DC

Dana, D. 2001, Managing Differences, Kansas City, KS

Goleman, D. 2000, “Leadership that gets results”, Harvard Business Review, March–April

Goleman, D. 2001, “An EI-Based theory of performance” in The Emotionally Intelligent Workplace, eds. G. Cherniss & D. Goleman, Jossey-Bass, San Francisco

Johnson, S. & Rodway, G. 2002, “Creating a Work Climate that Motivates Staff and Improves Performance”, The Manager Volume 11 Number 3, MSH Boston

Stringer, R. 2002, Leadership and Organizational Climate, Prentice Hall, Upper Saddle River, New Jersey

Watkin, C. 2000, “The leadership program for serving headteachers: probably the world's largest leadership development initiative,” The Leadership and Organization Development Journal, Vol.21 No.1

http://www.eeoc.gov/types/

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SO NOW, ASK YOURSELF THESE QUESTIONS…

SAMPLE CONFLICT AUDIT QUESTIONS

So what are your answers?

How much does the organization spend on lawyers, litigation and human resources time related to conflict?

How much time does the average manager spend each week trying to prevent, manage, or resolve conflicts? At what salary?

What is the cost of stress-related illness and conflict-related turnovers?

How much employee time is spent on rumors, gossip, lost productivity and reduced collaboration due to conflict?

What customers, creativity and opportunities have been lost due to conflict?

Where might the organization be now had it not experienced these conflicts?

How are negative conflict behaviors rewarded?

How do leadership and management typically respond to conflicts? How might they respond better?

What do people do when they have conflict? Where do they go for help?

Is there an internal mediation process? Who is allowed to use it? How often is it used? Do employees know about it?

What skills do employees and managers need to resolve conflicts successfully?

What systems changes could reduce or help resolve conflict?

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Summit 10 09 Work Climate Studies

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