A Balanced Perspective:

1. A Balanced Perspective: Identifying Hot Buttons andInterpreting Opinions Janna Mattson, MLS Heather Groves Hannan, MLIS Ian Reynolds, Talent Acquisition Manager, Human Resources George Mason University

2. OBJECTIVES Janna • Incident Overview • Colleague relationships: scholarly literature Heather • Role of the supervisor • Solutions Ian • Identifying Hot Buttons Exercise • Q & A

3. Like a deer caught in headlights… As a new librarian only a couple of months into my new job, an argument between staff members during a meeting caught me by surprise. I thought to myself, “Is this what it’s really like here?!”

4. Fight or flight… • I wanted to say something, but was so uncomfortable and new to the university. • As the argument continued, I started eyeing the door. • I couldn’t focus on the meeting’s objective but only on the uncomfortable dynamics in the room.

5. Trapped! Some of us started to leave, but we were stopped by someone who outranked us.

6. Denouement • The meeting FINALLY ended after we came to a rushed decision. • Everyone seemed disgruntled and unhappy. • I felt frustrated that I had not spoken my mind.

7. And then I thought… “Should I say something to my supervisor? I don’t want to be one of ‘THOSE’ people.”

8. New at the Library, Old Politics • Turf wars and personality conflicts hinder progress. • Discourages newer staff to speak up

9. My Decision • Interpersonal skills are crucial both on and off the service desks. • What was my part in the failure of this meeting? • Took my concerns to my supervisor.

10. A Case for Collegiality “Allowing conflicts to fester only promotes sabotage within your organization and the breakdown of optimum service.” -Bob Kieserman, Arcadia University

11. Collegiality “Collegiality takes courtesy to respect, community to trust, acknowledgement of an individual’s presence to acknowledgement of that individual’s contributions, and conversation to consultation and sharing of knowledge.” -Maria Anna Jankowska & Linnea Marshall, University of Idaho Library

12. What can I influence? No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary human beings perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each one's strength to help all the others perform. The purpose of an organization is to enable common people to do uncommon things. (Peter Druker)

13. Tactics: • Be friendly • Bargain • Reason • Be assertive • Sanction/Authorize • Assume role of higher authority. • Partner/Build an alliance

14. Try to accomplish: • Bring out the strengths of my employee through the use of appropriate influence tactics. • Employ the use of appropriate tactics to influence positive citizenship behavior.

15. The ball is in your court. • How a leader responds to and handles conflict reflects his or her perceived effectiveness • Analyze difficult situations (e.g. identify ways people create and use conflict) • Manage anxiety to engage situations constructively • Constructive responses to difficult situations support success on the job and career advancement • Conduct skilled, productive critical conversations • Build strategies for creating an atmosphere of positive communication

16. Steps to a solution. • Expect that difficult situations will take time to resolve. • Recognize your role. • Know Your Limits • Once you have done what you reasonably can do, don't beat yourself up if the outcome is not totally satisfactory to each party. • Don't let the problem become your problem. Your job is to problem-solve, not to simply take on your team’s problems.

17. Effective Communication What could have made it better? • Time / Location • Plan Ahead • Monitor • Control • Be Specific • Be Appropriate

18. EXERCISE

19. Outcomes • “You Gotta Have Work Friends” published in Virginia Libraries, Vol 56:2, 2010 (You Gotta Have Work Friends) • Janna: empowerment to be more assertive, understanding of different workplace personalities • Heather: not much has been shared regarding civility in a “library” workplace, always appreciate working collaboratively to achieve the best outcome

20. A Balanced Perspective: CONTACT INFORMATION Janna Mattson, Social Sciences Liaison Librarian, GMU/Prince William Campus (jmattso1@gmu.edu) Heather Groves Hannan, Head of Mercer Library, GMU/Prince William Campus (hhannan@gmu.edu) Ian Reynolds, HR Employee Specialist, George Mason University (ireynol1@gmu.edu)

21. REFERENCES • Biz/Ed. Training staff to cope with change. Retrieved October 21, 2008, from http://www.bized.co.uk/educators/16-19/business/hrm/lesson/training1.htm • Interpersonal Communication Programs, Inc. Communicating effectively in difficult situations. Retrieved October 21, 2008, from http://www.difficultsituations.com • Jankowska, M. & Marshall, L. Why Social Interaction and Good Communication in Academic Libraries Matter. The Reference Librarian, 83/84, 131-144. Retrieved September 25, 2008 from Haworth Press Journals database. • Kieserman, B. People Matters. The Bottom Line: Managing Library Finances, 20, 174-176. Retrieved September 25, 2008 from Emerald database. • Lambert, J. & Meyers, S. (1999). 50 activities for conflict resolution. Worcester, MA: HRD Press. • Morelli, J. (2008) Dealing with difficult people. Holistic Solutions. • Separated Parenting Access & Resource Center. Examples of Body Language. Retrieved October 21, 2008, from http://www.deltabravo.net/custody/body.php • University of Kansas Counseling and Psychological Services. Dealing with difficult people & difficult situations. Retrieved October 21, 2008 from http://www.caps.ku.edu/selfhelp/diffpeople2.shtml