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IMCV Summer Colloquium Managing expectations & empowering your team

IMCV Summer Colloquium Managing expectations & empowering your team . Maria Hegarty MA (NUI), BSS (DUB), CQSW , CMII , MCIPD , FIMCA. The Managers Role . Create environment Facilitate participation Build and maintain trust Accommodate diversity Promote equality

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IMCV Summer Colloquium Managing expectations & empowering your team

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  1. IMCVSummer ColloquiumManaging expectations & empowering your team Maria Hegarty MA (NUI), BSS (DUB), CQSW, CMII, MCIPD, FIMCA mariahegarty@equalitystrategies.ie

  2. The Managers Role • Create environment • Facilitate participation • Build and maintain trust • Accommodate diversity • Promote equality • Prevent harassment and bullying • Maintain momentum and motivation mariahegarty@equalitystrategies.ie

  3. Respect IMCV • Members must treat each other, employed staff, members, applicants and the wider community with respect. • This means recognising that other people may have a different point of view so that, in deliberations, people speak and listen to the others with courtesy and adhere to the standards set out in Codes of Conduct, policies, guidelines mariahegarty@equalitystrategies.ie

  4. Expectations & Empowerment • Ask … discuss • Hopes and fears • Structure conversations • Provide clear information – what is possible & what is not possible …. • Environment- find out, review and discuss • Factors we can act on • Factors we have no control over • Feeling regarding both mariahegarty@equalitystrategies.ie

  5. Structured conversations – how • Agree an approach – e.g. individual or collective, length of time for discussion, confidentiality etc • Agree objectives – what can be covered • Prepare people – ask people to prepare, go over approach and objectives each time in discussion mariahegarty@equalitystrategies.ie

  6. Communication • Managers become skilled at affecting environment through good communication • Requires effective listening and effective questioning mariahegarty@equalitystrategies.ie

  7. Barriers to Listening • Self-interested listening • selective, literal, filling in gaps, projecting • Offering support insteadof listening • Reacting emotionally • attacking, ambushing, monopolising, avoiding • Giving Advice mariahegarty@equalitystrategies.ie

  8. Effective Listening... Prepare yourself mentally to listen Adopt open, engaged body language Following the person’s flow of ideas but keep the conversation relevant Resist impulses to comment Avoid putting words into person’s mouth Avoid filling up silences mariahegarty@equalitystrategies.ie

  9. Effective Questioning Sensitive and ethical Conscious of (real and perceived) power dynamics Includes explanation: why ?s are asked Uses right type of question at, right time: open & closed Informed by non-verbal cues mariahegarty@equalitystrategies.ie

  10. Equality Sensitivity • Respectful (preferred form of address?) • Non-judgemental • Non-presumptive • Culturally appropriate (shaking hands?) • Language preferences / requirements (check) • Accessible (range of styles and tools) • Provide supports, e.g. sign interpretation mariahegarty@equalitystrategies.ie

  11. Listen when conflict arises No one definition of conflict • Incompatible activities occur • Struggle over values or claims of status, power and scarce resources where aims of the parties are to gain the desired values but also to neutralise, injure or eliminate their rivals • Expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources and interference from others in achieving their goals (Source: Picard 2002) mariahegarty@equalitystrategies.ie

  12. A condition between people • Who are task interdependent and • Where one or both feel angry, and find fault with the other and • Use behaviours that cause a business problem. (Source: Dana) mariahegarty@equalitystrategies.ie

  13. Five Causal Elements of Conflict • Relationship issues • Value conflicts • Conflicts about interests • Discrepancies over factual information • Clashes over structural inequality (Source: Moore 1996) mariahegarty@equalitystrategies.ie

  14. Framework for Conflict Management Essential • Problem Solving Approach • Manifestation of a problem in needs satisfaction OR • Transformative Approach • Potential occasion for growth • Strengthening of self and reaching beyond the self to relate to others Source: (1994 Baruch Bush and Folger) • Need organisational Conflict management Strategy defining approach, principles, procedures and setting out competency development activities mariahegarty@equalitystrategies.ie

  15. Discuss • Challenges and opportunities arising from managing expectations and empowerment • Key take-aways from discussion mariahegarty@equalitystrategies.ie

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