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Explore healthy vs. unhealthy conflicts, various management styles, conflict resolution tactics, methods for building accountability, importance of continuous evaluation, and managing expectations for team success.
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Emerging Leaders Program Module 3: Building Your Team www.cheurfire.com
Objectives • Compare healthy vs. unhealthy conflict • Learn about different conflict management styles • Discuss conflict resolution strategies • Identify methods to build accountability • Review importance of continuous evaluation • Discuss managing and clarifying expectations through team charters cheurfire.com
Managing Conflict cheurfire.com
Good Conflict outcomes 0 Bad Low High Level of conflict Conflict: Pre 1970s View 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com
Good Optimal conflict Conflict outcomes 0 Bad Low High Level of conflict Conflict: 1970s - 1990s View 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com
Conflict: Two Types • Constructive conflict • Aimed at issue, not parties • Produces benefits of conflict • Relationship conflict • Aimed at the person (e.g. their competence), not the task or issue • Introduces perceptual biases • Distorts information processing cheurfire.com
Good Conflict outcomes 0 Bad Low High Level of conflict Healthy Conflict Constructive conflict Relationship conflict 1 McShane, Steven L., and Sandra Steen. Canadian Organizational Behaviour. Toronto: McGraw-Hill Ryerson, 2009. Print. cheurfire.com
Conflict Perceptions Manifest Conflict Conflict Outcomes Conflict Emotions Conflict Process Sources of Conflict Conflict Escalation Cycle cheurfire.com
Relationship Conflict • Three Ways to Minimize: • Emotional intelligence • Cohesive team • Supportive team norms cheurfire.com
Conflict Handling Styles cheurfire.com
Negotiation Activity: Ugli Orange Negotiation cheurfire.com
Interest Based Approach (IBR) • Make sure that good relationships are the first priority • Keep people and problems separate • Differentiate between position (what) and interests (why) • Pay attention to the interests that are being presented • Listen first; talk second • Set out the “facts” • Explore options together cheurfire.com
Conflict Resolution Process Step 1: Set the Scene Step 2: Gather Information Step 3: Agree the Problem Step 4: Brainstorm Possible Solutions Step 5: Negotiate a Solution cheurfire.com
Building Accountability What does accountability mean to you? cheurfire.com
Building Accountability • Intrinsic accountability is driven by extrinsic management styles, processes, systems, supports and culture What’s encouraging/discouraging accountability? cheurfire.com
Building Accountability is S.I.M.P.L.E.1 • S – Set expectations • I – Invite commitment • M – Measure progress • P – Provide feedback • L – Link to consequences • E – Evaluate effectiveness 1Miller, Brian Cole (2006). Keeping Employees Accountable for Results. cheurfire.com
Set Expectations • Express what’s expected • Do not rely on assumptions cheurfire.com
Invite Commitment • Increase commitment • Explain the WIIFM • Explain cause and effect • Ask for commitment (don’t assume) cheurfire.com
Measure Progress • Are they meeting goals/commitments? • Identify gaps cheurfire.com
Provide Feedback • Share information you gather • Opens doors to problem solving discussions/follow-up actions • Feedback should be in the spirit of growth and support cheurfire.com
Link to Consequences • Consequences ≠ Punishment • Can drive motivation • Increases commitment • Follow-through is important! cheurfire.com
Evaluate Effectiveness • Review process and identify improvements cheurfire.com
Management Styles and Accountability • Quick Quiz: • You’ve been asked to manage a high profile project and have delegated the work to your team, but the planning starts to fall behind schedule. What is your first reaction? cheurfire.com
Management Styles1 and Accountability 1Adapted from Dr. Eric Berne’s The Games People Play. cheurfire.com
Management Styles and Accountability Best management practices to encourage accountability? cheurfire.com
How to Ensure No/Low Accountability • ‘Helicopter’/‘Tiger’ management • Unclear roles/expectations/goals • Limited choice/decision-making • Punishing over learning • No fail culture (hiding mistakes) • Allow people to fly under radar • Lack of commitment • Avoidance/poor communication cheurfire.com
Continuous Evaluation How do you know when you have a high performing team? cheurfire.com
Success Criteria cheurfire.com
Critical Success Factors Essential to achieving the vision/mission of your team. What are some examples of Critical Success Factors? LEAD MEASURES cheurfire.com
How do you determine if you have reached your goals? LAG MEASURES cheurfire.com
Metrics Good metrics tell a story… • What were the goals? • What happened? • Who was involved? • What was the outcome? cheurfire.com
Metrics Why do you need metrics? • Keep the focus • Assess current performance • Anticipate potential deviations • Set goals for improvement cheurfire.com
Measurement and Management If you can’t measure it, you can’t manage it. - Peter Drucker cheurfire.com
Measurement and Improvement If you can’t measure it and you can’t manage it, you can’t improve it. cheurfire.com
Mastering Success But how do true improvements happen? cheurfire.com
Belief cheurfire.com
Reality cheurfire.com
Lessons Learned “My barn having burned down, I can now see the moon.” - Mizuta Masahide cheurfire.com
Evaluation cheurfire.com
Clarifying Roles & Expectations cheurfire.com
Expectations Business relationships are based on results and this drive can create many expectations Many are “unwritten” and “unexpressed” PROBLEM: Both “unwritten” and “unexpressed” expectations are based on assumptions. cheurfire.com
Assumptions & Expectations Question: Today’s workplace has MORE or FEWER unwritten and unexpressed expectations than forty years ago? cheurfire.com
One Solution Encourage homogeny?!? cheurfire.com
Benefits of Diversity Groups with at least one diverse team member outperform homogenous groups. Why? • Results in better decision making • Breaks up group think • Improves group effectiveness cheurfire.com
Better Solution Manage Expectations/Eliminate Assumptions cheurfire.com
Managing Expectations • Reduce your expectations of others and increase your expectations of yourself • Express your expectations when making requests • Ask others to share their expectations • Check your assumptions—unwritten and unexpressed cheurfire.com
Managing Expectations What can your teams do to manage expectations? cheurfire.com
Developing Team Norms • Requires full participation • Discuss issues causing tension or “unwritten” & “unexpressed” norms • Start with a top 10 • Brainstorm the opposite of the problem (I.e., if missing deadlines is the issue, then the opposite would be meeting deadlines) cheurfire.com
Developing Team Norms • Set them up using the following format: • If we are to (state positive outcome desired) then we (state the expected behaviours) • E.g. If we are to meet deadlines, then we • Must agree to a timeline at the start of the project • Notify everyone of potential missed deadlines at least “x” days before • Revise or adjust project timelines if necessary cheurfire.com
Clarifying Roles & Responsibilities cheurfire.com