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Delegation & Conflict Dr. Barrie Kennard

Delegation & Conflict Dr. Barrie Kennard. Why would you delegate tasks?. How do you know you have chosen the right person?. The experience, knowledge and skills of the individual. The individual's preferred work style . The current workload of this person .

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Delegation & Conflict Dr. Barrie Kennard

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  1. Delegation & Conflict Dr. Barrie Kennard

  2. Why would you delegate tasks? How do you know you have chosen the right person?

  3. The experience, knowledge and skills of the individual. The individual's preferred work style. The current workload of this person. Clearly articulate the desired outcome. Begin with the end in mind and specify the desired results.

  4. Provide support Where possible, include people in the delegation process. Build motivation and commitment. Establish and maintain control.

  5. Common wrong reasons for delegation: Haven’t got time to do it myself Don’t want to do it Don’t know how to do it

  6. Good reasons for delegation: More effective use of my time elsewhere Staff development

  7. Workplace Conflict

  8. Root cause of 100% of conflict… OTHER People

  9. Workplace Conflict Some people need conflict to make them feel alive, if they haven’t got any they will create some

  10. Workplace conflict Workplace conflict is not counter productive BUT Unresolved conflict is

  11. Workplace Conflict Coping mechanisms; 1. Run away 2. Delegate 3. Sort it out yourself

  12. Workplace Conflict Which ever option you choose it is absolutely essential that you do not leave conflict unresolved

  13. Workplace Conflict Proper, fit for purpose communication is your most effective tool in deciding if the conflict has been resolved

  14. Workplace Conflict How do you know if the conflict you are involved in has been resolved? Option 1. That’s Ok isn’t it? Option 2. Is that OK with you?

  15. Workplace Conflict According to psychologists Art Bell and Brett Hart, there are eight common causes of conflict in the workplace. The eight causes are: Conflicting resources. Conflicting styles. Conflicting perceptions. Conflicting goals. Conflicting pressures. Conflicting roles. Different personal values. Unpredictable policies.

  16. Workplace Conflict Sometimes resolving conflict is all about your ability to listen

  17. Workplace Confict People at every level should be competent in conflict resolution As a manager / leader you should ensure they are trained

  18. DRAMA T R I A N G L E V P V P R R

  19. (John) I am so unhappy at work. I had another argument with Bob today. I just feel that it's never going to work out. • (Mary) Why don't you speak to your supervisor? He could help. • Yeah, but it's not his problem, is it? • How about writing to the MD? I'm sure he'd like to know what's going on in the workplace. • Yeah, you can see me doing that...he's one of the problems.

  20. You don't get it, do you? If I did that, my supervisor would make my life a misery. • Well, why the hell are you talking to me about it then? You're obviously not in the slightest bit interested in actually solving the issue. • I don't know why I even bother talking to you about my problems. • You know how difficult things have been for me since my mother died. • Sorry, I didn't mean to upset you... let's... • Oh go to hell. I cannot stand the way you always criticise me.

  21. Finally…. Avoidance is the best short term strategy to escape conflict, and also the best long term strategy to ensure suffering Brendon Burchard

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