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Delegation and Conflict Management: A Mini-Workshop


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This presentation is designed to teach principles and processes associated with delegating tasks and managing organizational conflict. It underpins a two-hour workshop that is part of Pitt’s University Library System (ULS) Leadership Program. The workshop exercises reinforce the skills of delegating tasks and managing conflicts contextually, using a variety of approaches.

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Delegation and Conflict Management: A Mini-Workshop

  1. 1. ULS Leadership Program Karen Calhoun 5 February 2013This work is licensed under aCreative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
  2. 2. Outcomes – Understanding andPaths to Personal Mastery1. Understand the principles and process of delegating tasks2. Be able to delegate tasks at a variety of levels (1-6)3. Understand the positive side of conflict and keys to successfully managing it4. Be able to apply conflict management skills using a variety of styles 2
  3. 3. Agenda Topic TimeArrival 1:00-1:05 pmDelegation 1:05-1:20 pmPersonal delegation profile (exercise) 1:20-1:30 pmPractice delegating a task (exercise) 1:30-1:45 pmShort break 1:45-1:50 pmConflict management in organizations 1:50-2:10 pmConflict management styles and cases 2:10-2:35 pm(exercise)Case study - reporting and discussion 2:35-2:50 pmClose and get on shuttle 2:50-3:00 pm 3
  4. 4. You, without delegationNaples Archaeological Museum Picture:Sculpture of Atlas with Farnese Globe on his shouldersCC BY SA: 4
  5. 5. Am I Willing to … Invest my time in delegating? Invest my time in following up and communicating? Model the behaviors that the organization needs?  Actively managing projects?  Distributing responsibility and accountability?  Being specific about expected results?  Helping people get involved, learn and work together?  Providing feedback, support and constructive criticism?  Promoting honest communication on problems and progress? 5
  6. 6. Principles of Delegation Select the right person  Agree on level of Delegate the good and authority, what is to be the bad delivered, when, who Take the time you need else involved, what help is needed If you have been under-  Don’t hover, do support delegating, don’t try to transfer everything  Coach (if needed) overnight  Establish steps and Delegate in advance! checkpoints Delegate for specific results 6
  7. 7. Your Roles as Chair or Team Leader + Delegator: Be specific – who, what, when, how? Chair+ Sometimes:Recorder – if youcan’t recruit one Organizer Facilitator 7
  8. 8. Delegation = An Interaction Between a ProjectManager and Team Member Delegation checklist:  Describe the work package  Define any parameters or (task) and expected results constraints (deliverable)  Explain how much feedback you  Pass on information needed to expect and when get started  Spell out how much authority is  Say if others will be involved and being delegated their roles  Communicate who is taking the  Ask for input on duration and lead on this work package (if availability; reach agreement multiple people are working on  Ask if training or help is needed it) 8
  9. 9. Six Levels of Delegation1 Look into the situation. Get the facts and report back. I’ll decide what to do.2 Identify the issues, propose alternative actions, and list the pros and cons of each. Recommend one for my approval.3 Examine the issues. Let me know what you intend to do but don’t take action until you check with me.4 Take responsibility for this action. Let me know what you intend to do and then do it unless I say not to.5 Take action on this matter and let me know what you did.6 Take action. No further contact with me is necessary. 9
  10. 10. Personal Delegation Profile(Individual Exercise) – 10 minutesA. Things I Have B. Things I Could C. Things I Am D. Things IAlready Delegate Uncertain About Cannot DelegateDelegated DelegatingInstructions:1. Think about your objectives and tasks (at work and/or at home).2. Fill out the form above, paying particular attention to “things I could delegate”3. Choose one task from column B for the next exercise. 10
  11. 11. Designing a Delegation (PairsExercise) Work in pairs – 10 minutes (5 minutes each person) As a pair, take a minute to glance quickly through slides 6 to 9 and summarize key points In turns, and for the task you chose to delegate in the previous exercise, work with your partner to:  Choose the level of delegation and  Design the delegation of the task (using the delegation checklist) Report out as a pair: describe what you learned from the exercise (max 1-2 minutes each pair ) 11
  12. 12. Take a Bow and a Short Break! By: Stoli151. CC BY NC ND 12
  13. 13. What is conflict? “A struggle between at least two parties who perceive they have incompatible goals.”Image: from the Cornell University Collection of Political Americana1864. No known copyright restrictions 13
  14. 14. Conflict Can Have a Positive Side (IfManaged) Increased ability to learn and grow More information and communication More group cohesion Better decisions More buy-in Getting unstuck (out of the box thinking) 14
  15. 15. Keys to Successful ConflictManagement Know your own habitual thinking patterns (style) Understand others’ habitual thinking patterns (styles) Be able to use different conflict management styles 15
  16. 16. Styles for Handling Conflict CONCERN FOR SELF CONCERN FOR OTHERS High Low Collaborating Accommodating High (Integrating) (Obliging) Compromising Competing Avoiding Low (Dominating)Sources consulted: Thomas, K. W. and Kilman, R. H. 1974. Thomas-Kilmann Conflict Mode Instrument. Xicom .Rahim, M. A. 1986. Managing Conflict in Organizations. Praeger. 16
  17. 17. Thomas-Kilman Conflict Mode Instrument Self-assessment You are not “stuck” with one style! All styles have their uses See handouts (4) Competing/Dominating Collaborating/Integrating Compromising Avoiding Accommodating/Obliging 17
  18. 18. Spontaneous or Nonspontaneous? Spontaneous – when people are exploding with emotion or rigidly stubborn and an immediate response is needed Non-spontaneous – when you have time to think about the best way to approach the conflict 18
  19. 19. Some Conflict Management Skills Attending, active listening, valuing the person (showing interest and concern, paraphrasing, appreciating feelings) Questioning – try to understand person’s viewpoint and position, ascertain, verify, clarify facts and perspectives (esp. perceived differences) Disagreeing, confronting, contracting: one technique:  I know ___ (give benefit of doubt) and I appreciate ___ (value person), but I feel ___ (your own feeling) when ___ (situation or behavior) and I would like ___ (desired results). How do you feel about this ____? Let’s deal with it now. 19
  20. 20. Using Different Styles for ManagingConflict (Exercise) Work alone and in pairs – 25 minutes Case assignment (see handout of cases) Working alone, review the Rahim table and pages 10-14 of the Thomas-Kilman handout( “uses” sections under each style (5 minutes) Working alone, use the Rahim and Thomas-Kilman handouts and the “worksheet,” to analyze your assigned case (10 minutes) Working as a pair, prepare to report out: what did you decide about which styles to use for your cases? What did you learn from the exercise? (10 minutes) 20
  21. 21. Closing – What Have You Learned Today AboutDelegation and Conflict Management? Answer this question:  What have you learned today that you will use tomorrow or before the end of the week? How will you use it?  How will you evaluate your progress over the next six weeks or so? 21
  22. 22. Thanks for coming! Please don’t forget to fill out the evaluation form in SurveyMonkey!Photo: Cover of Puck magazine, Feb. 8, 1911. From drawing by Frank NankivellRepository: Library of Congress, Prints and Photographs Info: No known restrictions on publication. 22