LTSemaj Notes 3/24/2014
www.LTSemaj.com 1
Another JobBank Presentation
24/03/2014 www.LTSemaj.com 1
Mobile: 876.383.5627 S...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 2
24/03/2014 www.LTSemaj.com 7
When we speak our 
blood pressure goes up
Wh      l...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 3
The cerebral cortex
seat of conscious thought
memory 
language
creativity 
decis...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 4
C t Fi t B i t Fi t B iConnects First Brain to First Brain
Use involvement in bu...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 5
powerful oral tradition
the preacher  politician  DJthe preacher, politician, DJ...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 6
The way people communicate with one 
another‐in both words and nonverbal 
clues‐...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 7
Team is learning 
to deal with 
A team that doesn’t 
get through this 
differenc...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 8
It receives recognition from 
other parts of the 
organizationg
Complacency is a...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 9
Generally clarifies the meaning of 
people's statement people s statement 
24/03...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 10
Seeks change in
others
Describes behaviour
Seeks change in
self-
A t hDescribes...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 11
1ST‐ LISTENING
2ND ‐ SPEAKING
3RD ‐ READING
4TH ‐ WRITING
24/03/2014 www.LTSema...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 12
12. JUDGE CONTENT, 
NOT DELIVERYNOT DELIVERY
13. LISTEN FOR IDEAS
14. TAKE MIND...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 13
SUPPORTING
GATEKEEPING
CONFRONTING
MEDIATINGGATEKEEPING
HARMONIZING
PROCESS
OBS...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 14
Groups can get
quite stuck
during a debateduring a debate
Mediating can
break t...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 15
The dynamics
of the group
What goes on
Are there
power orWhat goes on
between t...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 16
Most people don’t listen well  
They have to train themselves to do so
They bec...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 17
SHUTTING OFFSHUTTING OFF
Dayn is talking  
Suddenly, Sandra says, "Hey, that re...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 18
24/03/2014 www.LTSemaj.com 103 24/03/2014 www.LTSemaj.com 104
For some it facil...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 19
you should adopt 
whatever seems 
best for a particular best for a particular 
...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 20
Where?  Why?
24/03/2014 www.LTSemaj.com 115 24/03/2014 www.LTSemaj.com 116
CONF...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 21
24/03/2014 www.LTSemaj.com 121
PREVENTPREVENT
CONTAIN
RESOLVE
24/03/2014 www.LT...
LTSemaj Notes 3/24/2014
www.LTSemaj.com 22
Anger Management
The Psychology Of Attitude Changey gy g
Conducting A Difficult...
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Conflict resolution mar2014 cement

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Conflict Resolution and Problem Solving
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Conflict resolution mar2014 cement

  1. 1. LTSemaj Notes 3/24/2014 www.LTSemaj.com 1 Another JobBank Presentation 24/03/2014 www.LTSemaj.com 1 Mobile: 876.383.5627 Skype: LSemaj Office: 876.960.5627 Twitter: LSemaj Email: Semaj@LTSemaj.com FaceBook: Leahcim.Semaj.PhD Blog: TheSemajMindSpa.Wordpress.com www.SlideShare.net/LSemaj 3/24/2014 www.LTSemaj.com 2 We must learn to  live together as live together as  brothers,  or perish  together as fools 24/03/2014 www.LTSemaj.com 3 The Socio‐Biology of  COMMUNICATION The Socio‐Biology of  COMMUNICATION 24/03/2014 www.LTSemaj.com 4 a huge umbrella that covers and affects all  than goes on between human beingsthan goes on between human beings 24/03/2014 www.LTSemaj.com 5 the single most significant factor that  determines the kind of relationships we  have and what happens to us 24/03/2014 www.LTSemaj.com 6
  2. 2. LTSemaj Notes 3/24/2014 www.LTSemaj.com 2 24/03/2014 www.LTSemaj.com 7 When we speak our  blood pressure goes up Wh      li i  When we are listening  attentively in a relaxed  manner, blood pressure  usually falls Heart rate slows ‐ below  resting level 24/03/2014 www.LTSemaj.com 8 communicating with others that pull us  through renewing inner strength  l flifting our vision reaffirming the meaning of life  24/03/2014 www.LTSemaj.com 9 trustworthy likeable eab e represent warmth represent comfort  represent safety 24/03/2014 www.LTSemaj.com 10 We plug into  thousands of thousands of  preconscious  cues 24/03/2014 www.LTSemaj.com 11 seat of human emotion  The brain stem  provide immediate  instinctual  response  Limbic system  ‐ the emotional centre 24/03/2014 www.LTSemaj.com 12
  3. 3. LTSemaj Notes 3/24/2014 www.LTSemaj.com 3 The cerebral cortex seat of conscious thought memory  language creativity  decision making 24/03/2014 www.LTSemaj.com 13 the message  must first pass must first pass  through the First  brain 24/03/2014 www.LTSemaj.com 14 is based on emotional impact we must be believed to have impactwe must be believed to have impact ALL FIRST BRAIN LIKABILITY IS THE SHORTEST PATH TO BELIEVABILITY AND TRUST 24/03/2014 www.LTSemaj.com 15 expressing yourself  clearly through verbal and  non‐verbal language; listening so that you  understand what others  are saying 24/03/2014 www.LTSemaj.com 16 We spend  between 50 and between 50 and  80% of our waking  hours  communicating 24/03/2014 www.LTSemaj.com 17 Your #1 skill BELIEVABILITY verbal ‐ 7% vocal  ‐ 38% visual ‐ 55% connects mind to  mind 24/03/2014 www.LTSemaj.com 18
  4. 4. LTSemaj Notes 3/24/2014 www.LTSemaj.com 4 C t Fi t B i t Fi t B iConnects First Brain to First Brain Use involvement in business/social 5 to 7 seconds of eye contact 24/03/2014 www.LTSemaj.com 19 you never get a second chance  to make a good first  impression the first 2 seconds  programmes the impression makes emotional contact clothes as costume 24/03/2014 www.LTSemaj.com 20 in first impressions posture tells more than clothes you feel taller and more powerful you look more confident eye communication is easier your movement gives visual variety to the eye of the audience 24/03/2014 www.LTSemaj.com 21 reveal our inner state propel our message with  energy and emotional  force find your nervous  gesture and stop it practice your gestures 24/03/2014 www.LTSemaj.com 22 people view smiling faces as open  and friendlyand friendly smile relaxes and resets the brain phoney smiles don’t work 24/03/2014 www.LTSemaj.com 23 you can express your thoughts fully smile and the world smiles with youy you release your natural energy important points are easily expressed A smile is an inexpensive way to improve your  looks (Charles Gordy) 24/03/2014 www.LTSemaj.com 24
  5. 5. LTSemaj Notes 3/24/2014 www.LTSemaj.com 5 powerful oral tradition the preacher  politician  DJthe preacher, politician, DJ you talk to more people               than you write to 24/03/2014 www.LTSemaj.com 25 (as on the phone) the intonation and  resonance auditory delivery count for 84% of your emotional  impact and believability 24/03/2014 www.LTSemaj.com 26 you are more effective on the phone you can transmit more energy and  information     tt ti  t  th  you are attractive to the ear you are first brain friendly 24/03/2014 www.LTSemaj.com 27 Customers calling on  the telephone form an  opinion about us within  4 to 6 seconds Nancy Friedman  The Telephone “Doctor” 24/03/2014 www.LTSemaj.com 28 Another  JobBank Presentation 24/03/2014 www.LTSemaj.com 29 There can’t be  collaboration and  support without  communication among  the people in a group 24/03/2014 www.LTSemaj.com 30
  6. 6. LTSemaj Notes 3/24/2014 www.LTSemaj.com 6 The way people communicate with one  another‐in both words and nonverbal  clues‐clues ▪ Reflects how they feel about working  with one another ▪ Builds (or detracts from) the team's  effectiveness 24/03/2014 www.LTSemaj.com 31 Forming Storming TransformingNorming Performing 3/24/2014 www.LTSemaj.com 32 3/24/2014 www.LTSemaj.com 33 The start‐up stage Purpose and expectation  unclear 3/24/2014 www.LTSemaj.com 34 Acceptable behavior The nature of their task How the group will get its work done  They want to be told what to do  Interactions are superficial  Tend to be directed to the formal leader 3/24/2014 www.LTSemaj.com 35 This stage is characterized  by conflict and resistance  to the group’s task and to the group s task and  structure Team members express  concerns and frustrations Freely exchange ideas and  opinions 3/24/2014 www.LTSemaj.com 36
  7. 7. LTSemaj Notes 3/24/2014 www.LTSemaj.com 7 Team is learning  to deal with  A team that doesn’t  get through this  differences in  order to work  together to meet  its goals g g stage successfully is  usually more divided  and less creative 3/24/2014 www.LTSemaj.com 37 Differences are aired and  resolvedresolved Disruptive elements  converted or removed 3/24/2014 www.LTSemaj.com 38 A sense of group cohesion  develops in this stage 3/24/2014 www.LTSemaj.com 39 Members accept the team and develop  norms for resolving conflict, making  decisions, and completing assignments b j i d f lMembers enjoy meetings and freely  exchange information Shared leadership emerges Risk of stagnating into groupthink 3/24/2014 www.LTSemaj.com 40 Now team work really begin This is the payoff stage 3/24/2014 www.LTSemaj.com 41 Team has structure and purpose Ready to tackle task  Members take initiativeMembers take initiative Problem‐solving and decision‐ making procedures emphasize  results 3/24/2014 www.LTSemaj.com 42
  8. 8. LTSemaj Notes 3/24/2014 www.LTSemaj.com 8 It receives recognition from  other parts of the  organizationg Complacency is a risk  May show up in missed  deadlines or a lack of  creative spark The bad habits of earlier  stages may reappear 3/24/2014 www.LTSemaj.com 43 Gives clear messages Conducive to people working  productively and harmoniouslyproductively and harmoniously Without misunderstanding and  misinterpretation   24/03/2014 www.LTSemaj.com 44 As people on the team learn to  take other members at face  valuevalue they build trust and credibility 24/03/2014 www.LTSemaj.com 45 1. What you see is what is therewhat is there 2. What you hear is what is meant 24/03/2014 www.LTSemaj.com 46 Aggressiveness Assertiveness Responsiveness Non-assertiveness 24/03/2014 www.LTSemaj.com 47 One of the most helpful forms of communication training developed in recent years Many people have gone through assertiveness training Help them to identify their needs and wants and communicate them in a manner that others find acceptable 24/03/2014 www.LTSemaj.com 48
  9. 9. LTSemaj Notes 3/24/2014 www.LTSemaj.com 9 Generally clarifies the meaning of  people's statement people s statement  24/03/2014 www.LTSemaj.com 49 Avoids common communication  pitfalls that arouse pitfalls that arouse  ▪ Resentment ▪ Hurt ▪ Defensiveness 24/03/2014 www.LTSemaj.com 50 Assertiveness can become tool for  ▪Negotiation ▪Problem solving ▪Conflict resolution 24/03/2014 www.LTSemaj.com 51 The optimum method of communicating A k l d th i ht d f li fAcknowledges the rights and feelings of each person in a transaction Creates a dialogue in which each person feels comfortable expressing feelings about what is going on 24/03/2014 www.LTSemaj.com 52 Recognises that each person has  needs, wants, and resources  , , Can be used to find an outcome that is  acceptable to everyone 24/03/2014 www.LTSemaj.com 53 The assertive person: Gives information- The responsive person: Seeks information- Invites the other person to Describes the situation as he or she views it Expresses feelings- Relates how he or she feels about Invites the other person to describe the situation as he or she sees it Seeks to know how others feel about the situation, accepts persons without necessarily agreeing 24/03/2014 www.LTSemaj.com 54
  10. 10. LTSemaj Notes 3/24/2014 www.LTSemaj.com 10 Seeks change in others Describes behaviour Seeks change in self- A t hDescribes behaviour that one would rather see in the other Defines benefits of the change that will accrue to the other person as a result of the change Agrees to change own behaviour when it has not been helpful or effective Defines benefits of the change for self 24/03/2014 www.LTSemaj.com 55 Aggressiveness Totally you, excluding others Assertiveness Primarily you, secondarily othersothers Disregards the rights and dignity of others Aggressive statements put down, embarrass, and humiliate Expression of your needs and wants in a manner acceptable to others Can convey unpleasant information in a non- abrasive manner 24/03/2014 www.LTSemaj.com 56 Primarily others, secondarily  you Recognizes that others  Totally others, excluding you  Non‐assertiveness is  bdi ti   f Recognizes that others  bring strengths,  resources, and differing  perceptions to a  situation abdication of  responsibility and a  surrender of rights 24/03/2014 www.LTSemaj.com 57 Seeks to enlist  those qualities in  Practically  invites other q meeting joint  concerns or  solving problems people to  disregard or take  advantage of the  non‐assertive  person 24/03/2014 www.LTSemaj.com 58 Listening so that you  understand what others  are saying 24/03/2014 www.LTSemaj.com 59 At least 45% of that time is spent listening 24/03/2014 www.LTSemaj.com 60
  11. 11. LTSemaj Notes 3/24/2014 www.LTSemaj.com 11 1ST‐ LISTENING 2ND ‐ SPEAKING 3RD ‐ READING 4TH ‐ WRITING 24/03/2014 www.LTSemaj.com 61 FREQUENCY OF USE MOST(50%) ‐ LISTENING NEXT(35%) ‐ SPEAKING(35 ) THEN(10%)  ‐ READING LEAST(5%)  ‐ WRITING HOW TAUGHT LEAST ‐ LISTENING NEXT  ‐ SPEAKING THEN  ‐ READING MOST ‐ WRITING 24/03/2014 www.LTSemaj.com 62 1. ASSIMILATION: Absorbing all the information around youg y 2. RECOGNITION:  Decoding the information 3. COMPREHENSION: Accurately interpret the data 24/03/2014 www.LTSemaj.com 63 4. UNDERSTANDING: Linking information to already stored data 5  RETENTION5. RETENTION: Storing the information 6. RECALL: Getting retained information out of storage 7. COMMUNICATION/USE: Using the information you have heard 24/03/2014 www.LTSemaj.com 64 1. MAINTAIN GENERAL PHYSICAL  HEALTH 2. KEEP YOU EARS CLEAN AND   HEALTHY 3. TRAIN YOUR EARS  4. LISTEN OPPORTUNISTICALLY 5. CHALLENGE YOUR BRAIN  24/03/2014 www.LTSemaj.com 65 6.LISTEN LONGER   7. LISTEN OPTIMISTICALLY  8  CONSCIOUSLY WORK AT LISTENING8. CONSCIOUSLY WORK AT LISTENING 9. BLEND ALL YOUR SENSES 10. MAINTAIN AN OPEN MIND 11. USE BRAINSPEED  24/03/2014 www.LTSemaj.com 66
  12. 12. LTSemaj Notes 3/24/2014 www.LTSemaj.com 12 12. JUDGE CONTENT,  NOT DELIVERYNOT DELIVERY 13. LISTEN FOR IDEAS 14. TAKE MIND‐MAP NOTES   15. DISREGARD DISTRACTIONS 16. TAKE BREAKS 24/03/2014 www.LTSemaj.com 67 17. USE YOUR IMAGINATION  18. LISTEN WITH ACTIVE POISE   19. YOU CAN ALWAYS IMPROVE 20. PRACTICE SPEAKING 21. PARAPHRASE  22. CLARIFYING AND FEEDBACK 24/03/2014 www.LTSemaj.com 68 First Brain Friendly If people like you they will hear and believe you Dress & Appearance Eye, Visual V i  V l  S dVoice, Vocal, Sound Posture promote interaction Humour feedback, reinforcement Listening 24/03/2014 www.LTSemaj.com 69 SUPPORTING GATEKEEPING CONFRONTING MEDIATING HARMONIZING PROCESS OBSERVING MEDIATING SUMMARIZING 3/24/2014 www.LTSemaj.com 70 Contribute to  reaching the  current current  objective set by  the group The ongoing  improvement  i   h   ’  in the team’s  long‐term  operation
  13. 13. LTSemaj Notes 3/24/2014 www.LTSemaj.com 13 SUPPORTING GATEKEEPING CONFRONTING MEDIATINGGATEKEEPING HARMONIZING PROCESS OBSERVING MEDIATING SUMMARIZING Support and encouragement of  another member result in more  and better contributions and better contributions  member realizes contribution  will be accepted and considered not put down or discounted. There are times  when a person’s  behaviour is behaviour is  detrimental to the  success of the team  as it works towards  its goals The “offender” may try to keep others  from offering their ideas May publicly make fun of the y p y contributions May say unkind words about another  person that has nothing to do with the  inherent value of his or her contribution Confronting is a constructive role when it is  confined to people’s behaviour When one member confronts another’s When one member confronts another s  personality, or presumed attitudes or motives,  the result is usually disruption of the group’s  work and resentment in the person who is  being confronted When the gate seems closed to some  contributors, a team member performs as  gatekeeper: S   b   f   t    l   ti  Some members of a team are less assertive  and others are far more so Some opinions from the somewhat retiring  people get ignored They may not even be expressed
  14. 14. LTSemaj Notes 3/24/2014 www.LTSemaj.com 14 Groups can get quite stuck during a debateduring a debate Mediating can break the stall and push the discussion forward During a heavy debate-style disagreement, the disputants can become so involved in scoring points f h l h h f ilfor themselves that they fail to realize their agreement on certain points Summarizing the various views can show how close they actually are Other members of the  team are invited to  help the debaters build p on the areas of  agreement that they  have not listened to  during the intense  discussion At times members  of the group are  stuck  feeling that  1 1 3+ = stuck, feeling that  there are simply too  many pieces of  a  jigsaw puzzle Summarizing gives  the group time to  breathe 1 1 3+ = breathe A good summary  clarifies some of the  confusion The summary also provides  t   i t     hi h concrete points on which  further work can be based.
  15. 15. LTSemaj Notes 3/24/2014 www.LTSemaj.com 15 The dynamics of the group What goes on Are there power orWhat goes on between the members of the team.? power or control issues among the members? Forces the group to look at  how it is functioning ‐ Something that the group  might not have done  otherwise If only because it was so  involved in the details that  it couldn’t see the whole  picture Feedback helpful on  what it is doing  correctlycorrectly Members can repeat  the constructive  behaviour One other role is  essential to the  fsuccess of any  group: ▪Listening At all times, every Member of the group Needs to be aware of How important it is toHow important it is to Hear what people are Saying ConcentrationConcentration & Commitment
  16. 16. LTSemaj Notes 3/24/2014 www.LTSemaj.com 16 Most people don’t listen well   They have to train themselves to do so They become so absorbed with their own  agendas and viewpoints that they aren’t  open to those of others They become defensive when their  commitments and  opinions are  challenged Defensiveness is not  conducive  to open‐ mindedness  and objectivity If people hear what they’d rather t h thnot hear, they can become so emotional that their listening shuts down A lot of group time is wasted  when people respond to what  they think they heard without  h ki     k     h   h  checking to make sure that what  they think they heard is actually  the meaning of the speaker Rather than jumping in with a  rebuttal or a criticism, try saying… “What I heard you say is  Am I What I heard you say is… Am I  correct?”  Checking is so easy, and it saves a  lot of time and energy Shutting off Analysing or  LabellingLabelling Dominating  Yes‐butting Naysaying 3/24/2014 www.LTSemaj.com 96
  17. 17. LTSemaj Notes 3/24/2014 www.LTSemaj.com 17 SHUTTING OFFSHUTTING OFF Dayn is talking   Suddenly, Sandra says, "Hey, that reminds me of  something.   b hDo you remember when? . .    Dayn is probably sitting there with his mouth  open, a quizzical look on his face.   Sandra has shut him off ‐ has silenced him   3/24/2014 www.LTSemaj.com 97 When you put labels on a person's  behaviour Or you try to describe his or her Or you try to describe his or her  attitudes or motives, You're threatening a discussion.   3/24/2014 www.LTSemaj.com 98 The dominator likes to take over the  discussion  He may rationalise,  "I'm a person who likes to get things done, so  let's cut through all this nonsense and get our  act together,“ or "We're really wasting time.  I say we should  vote on this and move on" 3/24/2014 www.LTSemaj.com 99 One of the most common behaviours in  a group discussion  For example,p , "Yes, I understand what you're saying, but I  think you're missing the point"   Translated: "I hear you, but you're wrong."   3/24/2014 www.LTSemaj.com 100 In many groups someone declares them self   the "devil's advocate,"  The function it is to make sure that whatever  is bad about another person's idea gets is bad about another person s idea gets  expressed.   So relentless can such Naysayers be in  emphasising what is wrong, that what is right  can get buried.  The discussion becomes lopsided. 3/24/2014 www.LTSemaj.com 101 No has a power  that is  disproportionate  in many  deliberations  3/24/2014 www.LTSemaj.com 102
  18. 18. LTSemaj Notes 3/24/2014 www.LTSemaj.com 18 24/03/2014 www.LTSemaj.com 103 24/03/2014 www.LTSemaj.com 104 For some it facilitates smooth  interpersonal relations for others it borders on destructive for others it borders on destructive  behaviour  24/03/2014 www.LTSemaj.com 105 1. Win/Lose   ‐ Competing  2 Yield/Lose   ‐ Accommodating 2 Yield/Lose   ‐ Accommodating  3. Compromise 4 Lose/Leave   ‐ Avoiding  5. Win/Win   ‐ Collaborating 24/03/2014 www.LTSemaj.com 106 All five of the positions outlined above  presuppose that the participants in a conflict  have a well‐established, consistent conflict  style  style.  But what about individuals who vacillate  during the course of conflict resolution? They may use all five techniques at various  times or in various conflicts. 3/24/2014 www.LTSemaj.com 107 In most organizations, this chameleon‐like, contextual style is the most  common style of conflict resolution.  Understanding the variations of conflict  resolution,  individuals should adopt whatever seems best for  a particular situation or whatever has been  reinforced by past experience. 3/24/2014 www.LTSemaj.com 108
  19. 19. LTSemaj Notes 3/24/2014 www.LTSemaj.com 19 you should adopt  whatever seems  best for a particular best for a particular  situation  or whatever has  been reinforced by  past experience 24/03/2014 www.LTSemaj.com 109 News Week, July 17, 2006 It's a common problem in the nightclub industry:  the burly bouncer meets the intoxicated patron male egos flare and someone gets hurt.  24/03/2014 www.LTSemaj.com 110 Less testosterone.  At least that's the thinking of a growing  number of club owners now employing  females for security jobs,  arguing that women are better at settling  disputes verbally and are less vulnerable to  harassment charges when attending to female  guests.  "The age of big thugs is gone," says Robert  Smith, a San Diego‐based nightclub‐security  consultant. 24/03/2014 www.LTSemaj.com 111 runs security at San Diego's Olé Madrid sought a security job six years ago she was "straight‐out laughed at."  Now some 10% of the officers at XL Staffing & Security of  San Diego, which supplies guards for 27 clubs in southern San Diego, which supplies guards for 27 clubs in southern  California, are female Even the traditional nomenclature—"bouncers"—is  changing, says club co‐owner Alan Seymour, whose Palm  Springs, Calif., bar has two female "door people." 24/03/2014 www.LTSemaj.com 112 some observers of physics may doubt a woman's ability to  eject a larger male patron.  If it comes to that, there's safety in numbers—most women  work on staff with several men Some have faith in their own skills.Some have faith in their own skills. "You're gonna leave whether you like it or not,“ says Amber Ingalls, security supervisor at Chilkoot Charlie's nightclub  in Anchorage, Alaska.  "I will make you leave.“ Jonathan Mummolo 24/03/2014 www.LTSemaj.com 113 24/03/2014 www.LTSemaj.com 114
  20. 20. LTSemaj Notes 3/24/2014 www.LTSemaj.com 20 Where?  Why? 24/03/2014 www.LTSemaj.com 115 24/03/2014 www.LTSemaj.com 116 CONFLICTCONFLICT 24/03/2014 www.LTSemaj.com 117 WORK PLACE HOME PERSONAL ON THE ROAD COMMUNITY SCHOOL CHURCH SPORTS RECREATION PARLIAMENT 24/03/2014 www.LTSemaj.com 118 PERSONALITY FEAR EGO CULTURE UNEMPLOYMENT PEER PRESSURE DISAGREEMENT EMOTIONS OPINIONS IGNORANCE MISUNDERSTANDING SOCIALIZATION JEALOUSY SELFISH (Free) Food RELIGION POWER ECONOMICS EDUCATION RESOURCES POLITICS GENDER Alcohol 24/03/2014 www.LTSemaj.com 119 SOCIALIZATION G ORELIGION POLICING/SUPERVISING 24/03/2014 www.LTSemaj.com 120
  21. 21. LTSemaj Notes 3/24/2014 www.LTSemaj.com 21 24/03/2014 www.LTSemaj.com 121 PREVENTPREVENT CONTAIN RESOLVE 24/03/2014 www.LTSemaj.com 122 WIN/LOSE YIELD/LOSE COMPROMISECOMPROMISE LOSE/LEAVE WIN‐WIN 24/03/2014 www.LTSemaj.com 123 24/03/2014 www.LTSemaj.com 124 SCENARIO & CONTEXT DRIVERS & CONTROLLERS OUTCOME: What resulted? REPLAY & STOP THE TAPE What could you have done that  would have altered the course of  events? (Prevent, Contain, Resolve) 24/03/2014 www.LTSemaj.com 125 Team 1 – Team 2 – Team 3 ‐ Team 4 – 24/03/2014 www.LTSemaj.com 126
  22. 22. LTSemaj Notes 3/24/2014 www.LTSemaj.com 22 Anger Management The Psychology Of Attitude Changey gy g Conducting A Difficult Performance Appraisal Applying Emotional Intelligence Strategies in  Conflict Resolution 24/03/2014 127

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