The Synthesis of Conflict Management and Employee Engagement · Conflict Management The practice of...
Transcript of The Synthesis of Conflict Management and Employee Engagement · Conflict Management The practice of...
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The Synthesis of
Conflict Management
and
Employee Engagement Presenters
Linda Stracke
Federal Senior Executive/
Executive Leadership Coach
Michael West
Executive Leadership Coach/
Dispute Resolution Professional
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Understand the concepts of conflict management
and employee engagement
Understand the neuroscience of employee
engagement and conflict
Explore how synthesizing conflict management
and employee engagement can promote
organizational effectiveness
Objectives
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Definitions from Webster’s New World Dictionary, Second College Edition
CONFLICT
con•flict’–n. 1. A sharp
disagreement or collision
in interests, ideas and/or
principles... resulting in
emotional disturbance...
When a person’s sense
of self-worth is
perceived to be
threatened or at risk.
does not
necessarily
equal
OPPOSITION
op’po•si’tion–n. 1.
Resistance,
contradiction,
contrast, differences...
Some of the most
creative ideas come
from the synergy
of opposition.
Opposition v. Conflict
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Conflict Management
Conflict management
Conflict prevention
Conflict resolution
Understand the concept of conflict
preferences
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Conflict Management
The practice of recognizing and dealing
with opposition (and/or conflict) in a
rational, balanced and effective way.
Conflict management implemented within
a business environment usually involves
effective communications, problem
resolving abilities and good negotiating
skills to restore the focus to the
organization’s overall goals.
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Conflict Prevention
“any structural or intercessory means to keep
tension and disputes from escalating, and to
progressively reduce the underlying
problems that produce these issues and
disputes.”
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Conflict Prevention
Direct prevention
– measures that are aimed at preventing
short-term, often imminent, escalation
of a potential conflict
Structural prevention
– focuses on long-term measures that
address the underlying causes
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Conflict Resolution
Is it more than “mediation”?
Conciliation
Conflict Coaching
Facilitation
Facilitated dialogue
__________________
__________________
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Management Preferences Avoid
Accommodate
Collaborate
Compete
Compromise
Thomas Kilmann
Conflict Preferences
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Employee Engagement
OPM Definition
“The employee’s sense of purpose that is
evident in their display of dedication,
persistence and effort in their work or
overall attachment to their organization
and mission.”
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The interplay among three factors:
purpose
trust, and
discretionary effort and interest in the
results
Jan Hills, Founder, Head Heart + Brain
Employee Engagement
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The engaged brain
The disengaged
brain
Neuroscience of Engagement
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Relationship with the
immediate supervisor is
the strongest of all
drivers of employee
engagement
Neuroscience of Engagement
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Reasoned persuasion alone is seldom
sufficient to convince a party in conflict of the
logic of mediating.
There is no initial neuro-chemical inducement
to negotiate
The first response of most people to a real or
perceived threat is an emotional one, triggered
neuro chemically in the brain, to either fight,
flee the situation, or freeze.
Neuroscience and
Conflict
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“S.C.A.R.F.”
Status
Certainty
Autonomy
Relatedness
Fairness
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“ …in agencies where there are more
employees filing complaints, there may not
be the same level of engagement that is
fostered in agencies where employees file
fewer complaints.”
Source: EEOC Complaint Data, Annual Report on the Federal
Workforce Fiscal Year 2005
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There is “a statistically significant negative
correlation between the number of
employees who file an EEO complaint in an
agency and the agency’s average level of
employee engagement.”
The higher employee engagement score, the
fewer number of employees file EEO
complaints.
Source: 2008 MSPB Report. The Power
of Federal Employee Engagement
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Commonly Heard
“I was denied training.” (Q: 47)
“I don’t feel I am listened to and so I
filed an EEO complaint.” (Q: 48)
“It isn’t fair the way I was treated. I don’t
know why I was treated this way. It
must be because……” (Q: 49)
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7 Levels of Effectiveness
Synchronicity
Innovation
Engagement
Courage
Frustration
Fear
Hopelessness
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How often is “relationship” a part of the conflict?
Question?
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7 Levels of Effectiveness
Synchronicity
Innovation
Engagement
Courage
Frustration
Fear
Hopelessness
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Leader Competencies
Functional
Technical
Relational
Emotional
Conversational
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Language relates to conversations and
relationships.
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The quality of language = quality of
conversations = depth of relationships
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Relationships provide the foundation for what
can be achieved by an organization through
its people.
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Extraordinary results are created by creating
extraordinary relationships.
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Desired
Outcome
Employee
Engagement
(and/or)
Conflict
Management
Implement the
design
Create
processes
and
systems
Assess or
diagnose the
current situation
What We Typically Do
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RELATIONSHIPS
The missing – essential component – to engaging the
employee is:
Desired
Outcome
Employee
Engagement
(and/or)
Conflict
Management
Imple-
ment the
design
Create
processes
and
systems
Assess or
diagnose the
current
situation
Relationships
What Can We Do Instead
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Develop the soft skills with the hard
skills.
Know your yourself.
Know your people.
Increase the level of dialogue.
BUILD THE RELATIONSHIPS!
What Are We Suggesting?
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What Are We Suggesting?
Broaden the scope of conflict management
and employee engagement to the relationship
level.
Create a holistic approach to conflict through
the choice of more than one ADR option.
Create a support system that links conflict
management and employee engagement.
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“In organizations, real power and energy is
generated through relationships. The
patterns of relationships and the capacities to
form them are more important than tasks,
functions, roles, and positions."
Margaret Wheatly, "Leadership and the New Science””
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Questions/Thoughts?
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Five Ways Neuroscience Can Improve Your Engagement Results. Jan
Hills, Founder, Head Heart + Brain
Language and the Pursuit of Leadership Excellence. Chalmers Brothers
and Vinay Kumar
Leadership and the New Science: Discovering Order in a Chaotic World.
Third Edition. Margaret Wheatly
Neuroscience of Engagement. David Rock
The Seven Levels of Personal, Group and Organizational Effectiveness.
BEabove Leadership. www.beaboveleadership.com
2008 MSPB Report. The Power of Federal Employee Engagement
References