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SEPTEMBER 2014 Newsletter
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Happy fall everyone; although it certainly doesn't feel like it here in SoCal! The good news is that it seems that many people came back from their summer vacations with new energy and new ideas. It's very exciting to be a part of it - new training series, new development programs and new teams to build. 


This month we talk about conflict. Whenever you put a diverse group of people together, you're bound to have it. The very reason we embrace a diverse workforce is the very reason we have conflict. People have different perspectives, different opinions and different positions and sometimes it's hard to see the positive side of these differences. While conflict can certainly be frustrating for a leader, it doesn't have to be a negative - conflict can be both constructive and disruptive. We need those new perspectives and new ideas, we just need to be sure to dialogue about them, include all of the perspectives and work as a team toward a common goal. Constructive conflict, when well-managed, can lead to new ideas, new approaches and new collaborations.

 

As you read this month's articles, consider how you might turn disruptive conflict into constructive conflict on your team. And, enjoy the positive energy from the summer respite!

              Warm regards,

Sue

In This Issue
TIP OF THE MONTH
Sending Clear Messages

When communicating in a conflict situation, be sure the messages you send are clear.  Below are a few basic "do's and "don'ts":

DO: 

*Send consistent messages - to drive home key points, be sure the messages you are communicating are stable, constant, and don't change

*Be clear about your wants and feelings - make direct statements, don't assume someone will "read between the lines" to figure out how you feel and what you want

*Distinguish between Just the Facts observations and thoughts /opinions - stick to discussing the facts and observed data and acknowledge the difference between these and your personal opinions

*Focus on one topic at a time - discuss one issue at a time rather than bringing up multiple unrelated topics and issues

DON'T

*Ask questions when you need to make a statement - it is inappropriate to ask a "leading" or rhetorical question when managing conflict. Use a clear, unemotional statement.

*Send double/mixed messages - be sure what you are saying is in line with your tone of voice, facial expression, and body language to avoid confusion and mistrust

 

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Competencies of Great Supervisors

Part 10 - Managing Conflict

Conflict happens.  It is normal and expected in any social and organizational setting.  The causes of conflict are many, anything from poor communication, differing positions, competitive tensions, power struggles, ego, pride, jealousy, performance

Conflict Management discrepancies, and compensation issues to someone having a bad day and not effectively maintaining their emotions. Managing conflict as it occurs is a critical life skill and one of the most challenging aspects of workplace supervision. 

 

The ill effects of ignoring workplace conflict are many and can completely railroad any well-planned project or objective, up to and including the complete dissolution of a team.  A strong leader must face conflict head-on, identify its sources, leverage it as a constructive process, and move forward while keeping the team's energy focused on desired outcomes.  Conflict effectively managed can... Read Entire Article...

 


Spotlight on the Leader's Role

This month I'd like to talk about a subject that none of us as managers really WANT to talk about - our own role in conflict on our teams. Oh if I had a dime for every time a front line supervisor or lead says, "I know that's the policy but my manager_____________." Yes, that elephant. Being in the position of working with many supervisors and leads, typically in the absence of their managers, I am privy to these stories.  So, consider this a plea to the leaders out there to please, be very clear about your expectations, model the behavior you wish to see and be consistent in your implementation of policy. It seems, just based on the various stories I've been told, that much of the inconsistency in policy implementation by managers which leads to conflict might be situational, at least in the eyes of the manager. In other words, "I know we have a no cell phone policy on the floor, but it's the playoffs/finals/world cup." And so, of course, it's ok to be checking scores, but only that once, right? Here's the problem, those that don't care about the game but maybe DO care about the score of their kid's soccer game see it quite differently. If it's ok to watch the world cup on your phone at work, but not check on your child's high school baseball game, isn't that playing favorites, or at least inconsistent implementation of a policy? In this case, the manager might view the policy infraction as a situational exception, but those who aren't interested might view it as favoritism. What about occasional long lunches, overtime without approval, eating in locations where food is not allowed? All of these things are probably not problematic at the moment that they occur, but the long term effect of having a policy and being inconsistent in your implementation not clearly or explaining it to staff is a first step toward discontent and discord on your team resulting in conflict between you and the team members as well as between team members themselves.

 

It may not seem like a big deal, but I hear this quite often and it quite often results in destructive conflict. So, please, communicate your expectations, model the behavior you want to see and be consistent in your implementation. 


             
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