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Summit 10 09 Work Climate Studies
 

Summit 10 09 Work Climate Studies

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Debra Dupree, MFT and Advanced Practitioner in Workpace Mediation, offers viewers insight as to how Work Climate studies represent a critical step in managing organizational conflict. WCS reflect a ...

Debra Dupree, MFT and Advanced Practitioner in Workpace Mediation, offers viewers insight as to how Work Climate studies represent a critical step in managing organizational conflict. WCS reflect a crucial element in any integrated conflict management system. For more information on Work Climate Studies and the services available through Debra Dupree, contact her at 1-800-743-1973.

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  • What’s going on? What’s not happening that needs to happen? What’s needed for ongoing business success? A look at the people, the processes, policies & procedures to see where conflict is thriving internally, interpersonally, and organizationally!
  • In Fiscal Year 2007, http://www.eeoc.gov/types/ 19,103 charges of age discrimination 30,510 charges of race discrimination 2,880 charges of religious discrimination 24,826 charges of sex-based discrimination 12,510 charges of sexual harassment. 16.0% of those charges were filed by males 17,734 charges of disability discrimination 818 charges of compensation discrimination 9,396 charges of national origin discrimination 5,587 charges of pregnancy-based discrimination 26,663 charges of retaliation discrimination based on all statutes enforced by EEOC
  • We get plenty of criticism when things go wrong, but rarely any positive feedback. Things are tense and unpleasant. Our boss just barks at us. Sometimes I wish I didn’t have to go to work.
  • Infighting at top management levels Explosive growth Increase in EEO complaints Increase in stress-related claims in disability management programs Increased use of EAP programs or related health services
  • Stress focus on the work group level – not organizational level
  • Management – doing things right: plan, organize, implement, evaluate Leadership – doing right things: scan, focus, align/mobilize, inspire EXTERNAL ISSUES – government regulation, economic conditions, competitive industry forces, changing technology (engineers working in a fiercely competitive high tech industry versus a conservative, semi-monopolistic public utility where technology is not changing HISTORY – perceptions as to how crises were handled, traditions regarding rewards for performance, organization’s memory of past leaders and role models, history of resource allocation ORGANIZATIONAL ARRANGEMENTS – formal aspects of the organization including the design of tasks and jobs, reward systems, policies and procedures STRATEGY – has a profound impact on climate and can influence how employees feel about ACH opportunities, rewards, obstacles to success and sources of opportunities, no strategy = low levels of commitment, no clarity LEADERSHIP – single largest determinant of climate is the day to day activities of leaders within an organization, ie directly controlled by leaders, other four are less or are not controllable by leader History Culture Strategy Structure External Environment Manager can’t change these All impact climate but the one thing a manager who leads CAN CHANGE are Management and Leadership practices!!!!! These can be be impacted by ALL supervisors! Climate impacts motivation, increases discretionary effort Performance+++ Refer people to page 4 of The Manager. Leadership and management practices that provide clarity, support, and challenge contribute to a positive work climate, which leads to and sustains employee motivation and high performance because it increases the “ discretionary effort, ” or level of extra effort, that employees exert above and beyond job expectations.
  • Boss impacts climate Climate makes a difference of up to 30% Case in regional government – communication, including teamwork, morale, supervision, involvement and information flow (Zamanou & Glaser 1994)
  • MSI: Authoritative Coercive Coaching Democratic Pacesetting Affiliative Break into small groups or a paired share Use the flip chart Allow 7 minutes for this discussion Reflection Paired share Collect ideas on flip chart Debrief on flipchart
  • Clarity – what am I doing here and why am I doing it? Support – do I have what I need both physical and emotional support? Challenge – am I stretched and challenged?
  • Boss impacts climate Climate makes a difference of up to 30% Case in regional government – communication, including teamwork, morale, supervision, involvement and information flow (Zamanou & Glaser 1994)
  • February 13, 2008 Relationships That Matter, LLC

Summit 10 09 Work Climate Studies Summit 10 09 Work Climate Studies Presentation Transcript

  • WORK CLIMATE STUDIES
    • Assessing the Organization for Sources of Conflict
    • Debra Dupree, MFT 23250
    • James Champion
    • Workplace Climate Consultants
    • Credentialed Mediators
    • Certified Coaches
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • But few know how much it is! Dan Dana, Ph.D. 2001
  • Conflict Competent Organizations are all about the…
    • People
    • Communication
    • Influence
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Some startling statistics
    • Every year there are more than 1 million victims of workplace violence and harassment?
    • Fifteen percent of these are violent crimes and eighty percent of these acts are committed by males. 
    • More than 1000 employees are murdered annually.  
    • In North America workplace violence incidents are the second-leading cause of death in the workplace. 
    , http://www.eeoc.gov/types/
  • What happens in most organizations…
    • So how much is conflict costing in your organization?
    • Most likely, in ways you may not even realize!
    • Wasted Time
    • Bad decisions
    • Loss of skilled employees
    • Restructuring
    • Reassignment
    • Sabotage/Theft
    • Low motivation
    • Absenteeism/Presenteeism
    • Health costs
    • Litigation
    •  
    Dan Dana, 2001
  • Reflection
    • Think about it…
    • Recognize any of these factors in YOUR organization?
    • Have you heard…
    • any of these complaints lately?
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Common Complaints
    • “ Something’s not right but I just can’t put my finger on it”
    • “ We’re functioning but people don’t seem happy”
    • “ Productivity is okay but could be better”
    • “ No one appreciates our work. No one says thanks”
    • “ I can’t seem to do anything right by my boss”
    • “ People are complaining”
    • “ Every one is so tense”
    • “ EEO Claims are mounting”
    • “ I can‘t believe it – a ‘hostile workplace”?
    • “ A vote of ‘no confidence’ in leadership?” What’s going on?
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • WORK CLIMATE STUDIES
    • A methodology
      • Takes a hard look at yourself
      • Asks some difficult questions
      • Gets at the heart of the organization
    • A process
      • Guided by a third-party neutral
      • Trained in conflict management
      • Expert at assessing internal, interpersonal and organizational perspectives
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • WHERE AND HOW DO WE INTERVENE (differently) ?
    • WORK CLIMATE STUDIES
    • provide insight into an organization’s soul
      • 1) What’s going on
      • 2) What’s not happening
      • 3) What is happening
      • 4) What’s needed for organizational
      • and individual success to improve
      • the bottom line!
  • USING LOGICAL & LATERAL THINKING
    • Work climate studies use both logical & lateral thinking to analyze issues in conflictual situations and to generate options for change.
    • Both play an important role in negotiation, mediation, and organizational analysis!
    • What is logical vs. lateral thinking?
  • LOGICAL & LATERAL THINKING
    • Logical thinking is:
      • Linear
      • Traditional
      • Rational
      • Fact-based
      • Used to analyze facts
      • Used to assess liability
      • Used to understand the positions of parties
    • Lateral thinking is:
      • Creative
      • Innovative
      • Intuitive
      • Non-linear
      • Non-traditional
      • Used during brain-storming
  • Thinking outside the box!
    • Looking for possibilities and proposals
      • Can you solve a puzzle by connecting all 9 dots using ONLY 4 straight lines?
      • Once you put your pen on the paper, you cannot take it off!
      • You have 60 seconds!
  • LATERAL THINKING – can YOU do it?
  • LATERAL THINKING
  • What about connecting them with only ONE line?
  • So thinking differently about Work Climate yet?
    • What is Work Climate?
    • Work Climate is the prevailing workplace atmosphere as experienced by employees
    • Climate captures what it feels like to work in a group
    • It’s the “weather” of the work place
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Climate impacts how you feel and behave at work.
    • It’s like the proverbial ELEPHANT IN THE ROOM!
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • The Effects of Work Climate
    • a ( - ) work climate impedes performance and leads to increasing levels of absenteeism and turnover.
    • a ( + ) work climate leads to sustained employee motivation and improved performance.
    • influences the “discretionary effort,” or level of effort above and beyond job expectations, that employees exert.
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • What creates Work Climate? 10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution Source:Gregory Rodway, MBA , Workplace Climate Consultant
  • Four Keys to Motivation & Performance 10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution Individual Characteristics & Competencies Job Requirements Leadership & Management Styles Work Climate Motivation & Performance Adapted from Watkin, 1999
  • What Do The Experts Say?
    • What the boss of a workgroup does is the most important determinant of climate” (Stringer 2002, p.99)
    • “ 50 to 70 percent of employees’ perception of working climate is linked to the characteristics of the leader”
    • (Goleman, 2001, p.42)
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Reflection
    • Think about a time when you were part of a great, high performing workgroup or team…..
      • What did the manager/leader do?
      • How did the manager/leader behave?
    • Think about a time when you were part of a dysfunctional workgroup or team…
      • What did the manager/leader do?
      • What opportunities for input did you have?
      • Where did your concerns lead?
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Revisiting MASLOW’S HIERARCHY OF NEEDS
    • Motivation = "getting the desired outcomes from employees to attain goals".
    • Using Maslow’s Hierarchy, we can begin to understand underlying currents to people’s behavior and attitude. Managers have used his theory for five decades to help diagnose their employees’ needs and motivate them. They include:
    • Physiological Needs
    • Safety & Security Needs
    • Belonging/Social Needs
    • Esteem Needs
    • Self-actualization Needs
    9/22/2009 San Diego County Fire Chiefs Association - Administration Section
  • Work Climate Studies Accomplish:
    • Clarity and standards
    • S upport , rewards and responsibility
    • C hallenge and encourage pride and team commitment
    • Builds team and trust
    • Strong message to the workforce that the organization cares enough to do something to effect change(s)
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Connection before correction!
    • Acknowledge
    • Input
    • Contributions
    • Effort
    • Presence
    • Celebrate
    • Completion
    • Timeliness
    • Successes
    • Outcomes
    Work Climate Studies provide opportunities to:
  • Using Work Climate Assessments
    • What are we trying to assess?
    • Performance assessment to determine what works and what doesn’t
    • Competency levels and developmental opportunities for learning and growth
    • Workgroup relations & communication challenges
    • Leadership development at any level
    • Reporting relationships
    • Allegations of inappropriate conduct that may give rise to prohibited conduct (EEO)
    • Organizational (re)structuring & best practices
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Work Climate Study Methodology
    • Organizational Assessment
    • Employee
    • Involvement
      • Historical Review
      • Policy Review & Analysis
      • Consistency of Practices with Policies & Procedures
      • Trends in Employee Relations
      • Formal & Informal Complaint Review Processes
      • Organizational Strengths & Developmental Needs Assessment
      • Management Meetings
      • One-on-One Interviews
      • Focus Group Sessions
      • Analysis of Employee Perceptions
      • Employee Surveys
      • Gap Needs Analysis
      • 360-Assessments in Conflict Management & Leadership Styles
      • Workplace Diversity Intervention & Analysis
  • Why look at “Climate”?
    • The better the leader/head understands their climate, the greater possibility of sustained success.
    • Leaders can then use underlying competencies to shape the climate by using effective leadership (and management) styles to achieve the 3 M’s:
    • motivate
    • manage, and
    • move
    • (Watkin 1999, p.13)
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • Work Climate Studies
    • Isolate sources of conflict
    • Rebalance the organization
    • Promote development of
      • Individual Conflict Competence
      • Team Conflict Competence
    • Build Leadership Capacity
    • Build Organizational Capacity
    • Redirect focus on mission, values, and outcomes
    • Build CONFLICT COMPETENT ORGANIZATIONS
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • The Company We Keep
    • City of Miami Police Department
    • Jackson Health Systems
    • Jackson Memorial Foundation
    • Foundation Health Services
    • Imperial Irrigation District
    • Southeastern Economic Development Corporation
    • So. California Association of Governments
    • Yangmin Stevedoring Services
    • Burgers & Beer
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • It’s Question Time…from me to you! What’s one thing you learned? NOTE: A Conflict Audit Questionnaire is available on demand
  • Debra Dupree 1-800-743-1973 [email_address] www.relationshipsthatmatter.com James Champion 1-305-871-4866 [email_address] www.csgway.com
  • Debra Dupree
    • Your Presenter
    • www.relationshipsthatmatter.com
    • 1-800-743-1973
    • 1-619-417-9690
    • debradupree@ relationshipsthatmatter.com
    • A DVD of Debra’s presentation style is available
    • DEBRA DUPREE , founder of RELATIONSHIPS THAT MATTER , also established Vitali WORCS - Workplace Solutions in 1986, demonstrating early leadership in the application of conflict resolution strategies to workplace issues. 
    • Debra thrives as a catalyst for communication, leadership, and problem-solving.  She actively demonstrates collaboration through her work with numerous organizations.
    • She demonstrates over 25 years of proven leadership and success in employee relations, team building, leadership development and organizational change.  She is a Certified Master Trainer for the Conflict Dynamics Profile and EDGE Systems certified leadership coach.
    • Debra possesses a Master's degree in Education - Counseling Psychology, University of California, Santa Barbara and Pre-doctoral training in Organizational Development & Disability Management, San Diego State University. Debra's commitment focuses on relationships in all walks of life...the workplace, families and divorce, and business partnerships...seeking healthy alternatives to breakdowns in communication. 
    • Debra is available for Work Climate Studies, Coaching for Leaders & Executives, Conflict Coaching, Mediation & Facilitation, Performance Management, Conflict Management, Communications Styles, and Goal-Setting.
  • References
    • Cloke, K. & Goldsmith, J. 2007, The Chronic Sources of Workplace Conflict: Strategies for Transformation, Prevention & Renewal , Washington, DC
    • Dana, D. 2001, Managing Differences , Kansas City, KS
    • Goleman, D. 2000, “Leadership that gets results”, Harvard Business Review , March–April
    • Goleman, D. 2001, “An EI-Based theory of performance” in The Emotionally Intelligent Workplace , eds. G. Cherniss & D. Goleman, Jossey-Bass, San Francisco
    • Johnson, S. & Rodway, G. 2002 , “ Creating a Work Climate that Motivates Staff and Improves Performance”, The Manager Volume 11 Number 3, MSH Boston
    • Stringer, R. 2002, Leadership and Organizational Climate, Prentice Hall, Upper Saddle River, New Jersey
    • Watkin, C. 2000, “The leadership program for serving headteachers: probably the world's largest leadership development initiative,” The Leadership and Organization Development Journal, Vol.21 No.1
    • http://www.eeoc.gov/types/
    10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution
  • SO NOW, ASK YOURSELF THESE QUESTIONS…
    • SAMPLE CONFLICT AUDIT QUESTIONS
    •  
    • So what are your answers?
    • How much does the organization spend on lawyers, litigation and human resources time related to conflict?
    • How much time does the average manager spend each week trying to prevent, manage, or resolve conflicts? At what salary?
    • What is the cost of stress-related illness and conflict-related turnovers?
    • How much employee time is spent on rumors, gossip, lost productivity and reduced collaboration due to conflict?
    • What customers, creativity and opportunities have been lost due to conflict?
    • Where might the organization be now had it not experienced these conflicts?
    • How are negative conflict behaviors rewarded?
    • How do leadership and management typically respond to conflicts? How might they respond better?
    • What do people do when they have conflict? Where do they go for help?
    • Is there an internal mediation process? Who is allowed to use it? How often is it used? Do employees know about it?
    • What skills do employees and managers need to resolve conflicts successfully?
    • What systems changes could reduce or help resolve conflict?