SUPERCHARGING YOUR CAREER

1. SUPERCHARGING YOUR CAREER Module 2 - Personal Leadership Skills Session 2.3 – Personal Conflict Resolution A Certificate Program for Leadership and Management by Kwame Agyare, P.E., M.ASCE, Chair ASCE Committee on Leadership and Management

2. Leadership Certificate Program- “Supercharge Your Career” • Developed by the ASCE Committee on Leadership and Management (ASCE-CLM) • The Goals of the Program are to: • ● provide a meaningful education experience for young engineers actively engaged in professional development • ● provide training in “supercharged” competencies • ● encourage the concept of lifelong learning in younger engineers • ● develop a guide for emerging engineering professionals • ● develop a low cost quality program that will recognize the leadership accomplishments of younger engineers

3. Program Modules The Certificate Program, when completed, will comprise 8 modules: Module 1 – Career Development Module 2 – Personal Leadership Skills Module 3 – Project Management Skills Module 4 – Communication Skills Module 5 – Ethics: Individual and Organizational Module 6 – Developing “Winning” Teams Module 7 – Leading Change and Innovation Module 8 – Managing Conflict

4. Certificate Program Structure To be hosted by local geographic units and presented by a local facilitator. ASCE will provide a “program in a box”, to include: course syllabus, a facilitator guide, presentation materials, handouts, and list of suggested resources for sessions. Sessions will include training and application workshops. The first program modules will be available for release in 2010.

5. “Supercharged” Personal Leadership Skills Personal Conflict Resolution

6. What is Personal Leadership? Personal leadership is the desire of an individual to take charge of his or her own life or career.

7. Components of Personal Leadership Knowing Yourself Personal/Self Management Personal Conflict Resolution

8. Source of Personal Conflict • Some sources of personal conflict: • Incompatibility between personal demands and personal resources • Interference from other individuals towards you achieving your goals • Poor communication • What are other potential sources?

9. Sources of Personal Conflict Poor compensation Poor performance evaluations Competition for promotions Project assignments

10. Work schedule/hours Work performance of others Differences of opinion Personality conflicts Sources of Personal Conflict

11. Exercise (1) Write down the first word that comes to mind when you hear each of the following words.

12. Exercise (1) RESULTS Why does this happen?

13. Exercise (2) SLUMBER ● PILLOW DREAM ● NIGHT BED ● BLANKET QUIET ● PAJAMAS NAP ● SNOOZE • Study the above words for 10 seconds. • Do not write them down!

14. Exercise (2) • Now, take 30 seconds to write down all of the words that you can remember.

15. Exercise (2) • TIME IS UP!

16. Exercise (2) SLUMBER ● PILLOW DREAM ● NIGHT BED ● BLANKET QUIET ● PAJAMAS NAP ● SNOOZE • How many wrote the word SLEEP? • SLEEP is not in the word list. • What happened in this exercise?

17. The Nature of Personal Conflict May be real or perceived Not as much verbal or physical conflicts Difficult decisions or conflicts “in your head” May be a result of your mental models

18. Mental Models A mental model is an organizational and classification system a person develops for themselves over the years to collect, evaluate, and interpret information, so as to make decisions on how to respond to or act on the information received. Term believed to originate from Kenneth Craik’s The Nature of Explanation (1943).

19. Construction of Mental Models Mental models are your constructed perceptions of the world, including your: Vision Values Personal mission Life experiences Your view of the world may not be the same as others.

20. Mental Models – Single Loop Learning Your mental model shapes your decision-making rules. Source: Wikimedia Commons, Xjent03, 2009.

21. Reacting to Personal Conflict • Five ways people normally to respond to conflict: • They compete • They collaborate • They compromise • They accommodate • They avoid

22. Conflicting Styles Exercise Workshop

23. Conflicting Styles Exercise This exercise will be done in groups. It highlights a typical work situation where conflict may arise. Answer the questions honestly and to the best of your ability.

24. Conflicting Styles Exercise “The Presentation” Part 1

25. Conflicting Styles Exercise “The Presentation” Part 2

26. Did you gain a new perspective after reading the second part? • What might you have done differently had you known the issues? • Who is more to blame for this situation? • What other lessons can we learn here? Conflicting Styles Analysis

27. Personal Conflict Resources and Tools Getting to Yes Patton, Ury and Fisher. Houghton Mifflin, 1981, 1991. Emotional Intelligence Goleman. Randall House, 1995 Question Behind the Question Miller, Putnam, 2004 Crucial Conversations Patterson et al, McGraw-Hill, 2002

28. Getting to Yes Synopsis: Negotiate towards compromise. Focus on the interests of all parties. Think creatively and objectively. Negotiate with fairness and integrity.

29. Emotional Intelligence Synopsis: EI describes the: Ability, capacity, and skill or self-perceived ability to: Identify, assess, and manage the emotions of: One's self, of others, and of groups EI is different from IQ

30. Question behind the Question Synopsis: QBQ is a tool developed and refined over the years to help individuals practice personal accountability by asking better questions. A communication tool that encourages people to ask the right questions. QBQs begin with the words: “What” and “How” They do not begin with: “Who”, “When,” or “Why” The focus is on personal action and accountability.

31. Crucial Conversations Synopsis: Resolving uncomfortable topics that must be resolved to facilitate effective teamwork. The approach provides useful strategies that focus on conflict resolution.

32. Session Conclusions • Learn to recognize personal conflict. • Be aware of how you respond to conflict. • Consider your options when responding to conflict. • Will you Compete • Will you Collaborate • Will you Compromise • Will you Accommodate • Will you Avoid • Leaders need to effectively manage personal conflict. • Be A Leader !!

33. Final Thoughts and Comments We need your feedback - complete the questionnaire Contact ASCE’s Committee on Leadership and Management at professional@asce.org with: Format / Content Program Ideas Interest in using materials at your local Branch, Section or YMF Group THANK YOU !

34. References • Craik, Kenneth. The Nature of Explanation. Cambridge University Press, 1943. • Goleman. Emotional Intelligence. Randall House, 1995. • “Mental model.” Wikipedia. http://en.wikipedia.org/wiki/Mental_model (accessed October 22, 2009). • Miller, John G. Question Behind the Question. Putnam, 2004. • Patterson et al. Crucial Conversations. McGraw-Hill, 2002. • Patton, Ury and Fisher. Getting to Yes. Houghton Mifflin, 1981, 1991. • Smith, Manuel J. “Fogging Technique”. When I Say No, I Feel Guilty. Bantam, 1985. • Thomas, K. W. and R. H. Kilmann. Thomas-Kilmann Conflict Mode Instrument. Mountain View, CA, 1974, 2000.