LIS 2700: Librarian's Guide to Conflict Resolution

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LIS 2700: Librarian's Guide to Conflict Resolution

  1. 1. A Librarian’s Guide to Conflict Resolution<br />Dustin Boone<br />Erin Byrne<br />Jennifer Pilling <br />Maggie Young<br />
  2. 2. What is Conflict?<br />Officially: <br />Conflict is an incompatibility between the concerns or aims of different parties. <br /> -Of interests, opinion, statements, feelings, etc. to come to collision, to clash to be at variance, be incompatible.<br />Library Conflict: When there is a disagreement between library staff that impedes the morale and functioning of the library. <br />
  3. 3. Why Conflict is Beneficial <br />Conflict can be the result of library staff creating new ideas in order to improve library service. <br /> Conflict of this nature should not be discouraged as there exists possible positive outcomes <br />The task of library managers is not to stop conflict, but to recognize it, determine its source, and see that it is not allowed to reach dysfunctional levels. (Pettas)<br />
  4. 4. When Conflict Needs Mediation<br />However, when any conflict begins to cause dissention and turmoil it needs to be properly addressed.<br /> Negative Conflict:<br /> - Causes emotional stress<br /> - Decreases productivity<br /> - Can permanently damage relationships<br /> - Prevents normal library functioning <br />
  5. 5. Conflict is Inevitable <br />Conflict is normal. <br />Certain changes and activities are more susceptible to conflict than others. <br />The key to effective conflict management is having the tools necessary to resolve disputes while preserving amiable working relationships.<br />
  6. 6. Common Sources of Conflict<br />Changing Technology<br />Inflexibility <br />Personalities and Individual Differences<br />Job Ambiguity <br />Other?<br />
  7. 7. Management Styles<br />Personalities<br /> -Introvert<br /> -Extrovert<br />Gender <br /> -Male<br /> -Female <br />Level of involvement<br /> - Collaborative vs. Dictatorial <br />
  8. 8. Starting Off On the Right Foot <br />The value system of an administration is conveyed more through the actions employees see rather than the words that are spoken. (Ziolkowski 27)<br /> -Hiring qualified managerial staff<br /> -Supervisory training<br /> -Guidance and understanding <br />
  9. 9. How to be Proactive <br />Convey Expectations<br />Be Aware<br />Communicate<br />Foster Participation <br />
  10. 10. Solutions: What NOT to Do <br />Avoidance <br />Overly Accommodating<br />Dictatorial Management<br />Taking Sides <br />Don’t Lose your Cool <br />
  11. 11. Solutions: What TO Do<br />Assess the Conflict<br />Determine the Sources <br />Plan Thoroughly<br />Act Promptly <br />Compromise/ Collaborate <br />Document Attempts at Resolution <br />Other <br />
  12. 12. Areas of Conflict within Three Types of Libraries <br />Staff vs Staff<br />Staff vs Management<br />Management vs Staff<br />Department vs Department <br />Academic<br /> -University vs. Library<br /> -Faculty vs. Library Staff<br />Public <br /> -Government vs. Library<br /> -Branch Library vs. Main Library<br />Special <br /> -Economy vs. Library<br /> -Knowledgeable Staff vs. Inexperienced Staff<br />
  13. 13. Conclusion<br />Know the Differences Between Good Conflict and Bad Conflict<br />Must Be Able to Adapt to All Situations<br />Know Your Staff<br />
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