Conflict Management: A Proactive Approach for Leaders
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Transcript of Conflict Management: A Proactive Approach for Leaders
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Conflict Management: A Proactive Approach for Leaders
Sue Theiss, MA University Ombuds OfficeOregon State University
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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…
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Compete/Dominate
Accommodate
Avoid
Compromise
Collaborate
Conflict Resolution Strategies
(Thomas & Kilmann)
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Getting pushy
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CollaborationFoster a culture of
community, respect for diversity and open dialogue, and encourage cooperative resolution.
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• 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
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“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
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Inferences
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Topic Content issue
Relational Interpersonal needs
Identity How do I look to others?
Process How things happen
Goals (Wilmot & Hocker)
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Anger
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Achieve Rapport
Boil Down the Issues
Clarify Goals and Interests
Develop a Game Plan
Know your ABC’s
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#10
Make conflict management a part of your strategic
planning.
Sue’s “Top 10” Prevention Tips
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# 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
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#8
Be a good bystander.
Sue’s “Top 10” Prevention Tips
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# 7
Understand various forms of aggression and learn when and how to intervene.
• Disruptive behavior• Safety first• Bullying
Sue’s “Top 10” Prevention Tips
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#6
Agree on assignment of credit up front.
Sue’s “Top 10” Prevention Tips
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#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
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#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
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#3
E-Mail/texting: To Use? or Not To Use?
Sue’s “Top 10” Prevention Tips
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Sue’s “Top 10” Prevention Tips
#2 Provide an effective channel for upward feedback.
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#1
Model the conflict management behaviors that you want to see in
others.
Sue’s “Top 10” Prevention Tips
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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
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“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?
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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
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Predatory Dispute-related Chronic Opportunist Accidental Substance-Abusing
Types of Bullying
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It all looks the same to the
target.
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A. Aggressive Behavior
B. Bullying
C. Stigmatization
D. Severe Trauma
Stages of Bullying(Einarsen, 1999)
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Repeated aggressive behaviors
Collateral impact
Abuse of power
Structure that inhibits resolution
Lengthy resolution process
Conditions that Define Bullying in Academia
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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?
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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
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What not to say
What to say
Create a safe space
Review options
Create a road map
Working with Victims/Targets
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Create a safe space
Assess the climate
Explore resources and options
Create a road map
Working with Managers
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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…
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University Ombuds Office
The 18th Camel…