Presentation Transcript

1. WYNONA BRYANT-WILLIAMS, PH.DSPECIAL ASSISTANT FOR PROJECTS/TRAININGARKANSAS DEPARTMENT OF EDUCATION – CHILD NUTRITION UNITWHO MOVED MY CHEESE; DEALING WITH CONFLICTS, EMOTIONS, TEAM BUILDING AND CREATING WORK FRIENDLY WORK ENVIRONMENTS THAT PRODUCE WIN/WIN SOLLUTIONS FOR EVERYONE
2. WHO MOVED MY CHEESE A Book that Deals with Change in the work place and our personal lives.
3. Why Is It We Dislike Change? Takes us away from what is familiar Takes us out of our comfort zones Fear of the Unknown
4. Child Nutrition Changes IA-05-087 FIN-08-076 FIN-09-044 FIN-11-085
5. Regardless of All The Changes We Must: Prepare Nutritious Meals Meals that Meet Meal Pattern Must complete Production Records that Match written menus Receive Deliveries Maintain Correct Inventory Take Freezer/Cooler Temperatures
6. BUILDING EFFECTIVE TEAMS What is an effective team? A group of energetic people who: Enjoy working well together Are committed to each other’s personal growth and success.
7. RECIPE FOR AN EFFECTIVE TEAM Common Purpose Team Climate Team Membership
8. EFFECTIVE COMMUNICATION SKILLS Know What You Want To Say How Will You Say It Listen Reach Understanding, Agreement or Consensus
9. CREATE A CLIMATE FOR OPEN COMMUNICATION Communication is a significant part of the manager’s and Director’s job A manager’s/Director’s job is to determine who needs what kind of information Most employees want to know about any changes and how those changes will affect them. A manager’s/Director’s job is to build trust in relationships with employees. How is trust built?
10. REMEMBER: Communication is a significant part of a manager’s/Director’s job Employees want information that affects them. Trust is the foundation of a climate of open communication
11. TRUST The foundation for building a successful work environment where individuals combine unique abilities to achieve organizational goals. Manager’s/Directors Should Have: Integrity Model excellence and enthusiasm Recognize positive efforts Encourage cooperation for organizational goals As a result: Workers will feel more willing to give their best.
12. COMMUNICATION DON’TS: Don’t take things personally Don’t lose your poise Don’t swear Don’t take and defend a position without flexibility Don’t become angry Don’t threaten
13. 4 C’S OF TEAM DEVELOPMENT Connecting Challenging Cooperation Collaborative Contributions
14. DEALING WITH CONFLICT IN THE WORKPLACE CONFLICT: When one or both parties are not able to secure what they need or want and are actively seeking their own goals.
15. WHAT IS YOUR RESPONSE TO CONFLICT? Avoid the person or subject Change the subject Try to understand the other person’s point of view Get another person to decide who is right Play the martyr Give in Apologize Try to identify specifically what you agree or disagree on
16. Response to conflict (cont’d) Whine or complain to get your way Pretend to agree Admit that you are wrong, even if you do not believe you are Fight it out Turn the conflict into a joke Work toward a mutual solution
17. ASSUMPTIONS ABOUT CAUSES OF CONFLICT Misunderstanding Personality Clashes Competition for resources Authority Issues Lack of Cooperation Differences over Methods or Style Low Performance Value or Goal Differences
18. MISUNDERSTANDING WHEN INDIVIDUALS DO NOT HEAR WHAT IS BEING SAID
19. PERSONALITY CLASHES WHEN INDIVIDUALS DO NOT VALUE “PEOPLE JUST LIKE ME”
20. COMPEITION FOR RESOURCES WHEN EMPLOYEES BELIEVE THEY ARE BETTER OFF COMPETING FOR RESOURCES RATHER THAN COOPERATING
21. AUTHORITY ISSUES WHEN EMPLOYEES LACK CONFIDENCE IN THEIR LEADERS OR PERCEIVE OVERUSE OF AUTHORITY
22. LACK OF COOPERATION WHEN ONE PERSON DOES NOT SHARE INFORMATION WITH THE WHOLE GROUP
23. DIFFERENCES OVER METHODS OR STYLE WHEN AGREEMENT DOES NOT EXIST ON STANDARD WAYS OF COMPLETING A TASK
24. LOW PERFORMANCE WHEN INDIVIDUALS ARE NOT WORKING TO THEIR POTENTIAL
25. VALUE OR GOAL DIFFERENCES WHEN INDIVIDUALS VALUE DIFFERENT OUTCOMES OR OBJECTIVES
26. CONFLICT RESOLUTION STYLES Avoid – (lose/Lose) Accommodate – (Lose/Win) Compete – (Win/Lose) Compromise – (on the verge of win/win) Collaborate (win/win)
27. TO ACHIEVE WIN/WIN RESULTS Gain participation from everyone involved in the conflict. State the reason to work on a solution. Have each party see the problem/situation from the other point of view. State what you want. Repeat what you hear. Identify the key issues and concerns involved. Determine what results would constitute a fully acceptable solution.
28. Conflict Case Study #1 A group of high school students is unhappy about the menu served at school. They decide to write a letter to the editor of the local newspaper rather than speak directly with the cafeteria manager or principal. The fiery letter is published! The principal is furious that the newspaper has published the letter. The cafeteria manager is unaware of the problem until she faces the angry principal with newspaper in hand. Principal’s position: Do something about this, I don’t need bad publicity for my school! The principal schedules a meeting for 9AM today with the unhappy students, the principal, and cafeteria manager.
29. CASE STUDY NUMBER 2 A new manager has set her priorities to improve the cleanliness of the cafeteria. The school has a long-term and beloved custodian. The custodian believes he does an excellent job with cleanliness. However, the principal and the manager agree that the custodian does not do a thorough job cleaning the floors. The custodian takes personally even the slightest criticism of his work.
30. AVOIDING CONFLICT VISUAL
31. WHAT HAPPENED?
32. PREVENTION/SOLUTION TECHNIQUES Go to the source of the conflict and have a conversation about the conflict. Develop an understanding for how the other person feels and why they feel that way. Hitting conflict head-on will sharpen your focus and improve your effectiveness at work. Make sure everyone involved understands what the issue actually is – AWARENESS IS CRITICAL TO RESOLVE ANY PROBLEM.
33. Prevention/Solution (cont’d) FINALLY: Talk about what is realistic and what is not, and discuss ways to compromise so everyone feels like they are being heard and considered!!!. REMEMBER: CONFLICT IN THE WORKPLACE ALWAYS START SMALL. “Poor Relationships Between Employees Creates 60 – 80 percent of conflict in the workplace.
34. START WITH THE INTERVIEW What Are the Correct Questions to Ask Should the interviewee be allowed to ask questions ?
35. Working smarter versus harder Menus planned in advance for greater efficiency Menus planned for the purpose of minimizing food waste Menus planned to facilitate spacing deficiencies Menus planned with oven space in mind Menus planned to accommodate labor shortages
36. Results of working Smarter versus Harder Increased employee morale Teamwork prevails Budget savings Less food waste Quality uncompromised Favorable customer feedback Positive accomplishments shared with peers (networking conversation
37. OVERALL GOAL OF THE CHILD NUTRITION PROGRAM To Increase greater Participation Provide Nutritious Meals
38. BUILD TEAMS OUTSIDE THE FOOD SERVICE DEPARTMENT Superintendent Parents and other community leaders Teachers Students (our most valued source of support)
39. Without Supporters or Fans: WE’RE OUT OF BUSINESS!
40. THE JOY OF VICTORY OR THE AGONY OF DEFEAT
41. 6 KEYS TO GOOD LEADERSHIP Personal Courage Practice Excellence Service to Others Lifelong Learning Accountability SPIRIT: “CONNECT YOUR SOUL WITH YOUR ROLE!!