The document discusses conflict resolution and provides information on outcomes of conflict, ways of dealing with conflict, and causes of conflict. It outlines both positive and negative outcomes of conflict and describes methods such as avoiding, accommodating, competing, collaborating, and compromising. The document also discusses when each method would be most appropriate and potential negative consequences. Finally, it covers causes of conflict including issues with communication, structures, and systemic problems.
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
Edward F. T. Charfauros, inspiring author, assists fellow students with their presentation for a successful grade. He also blogs upon his own inspiring blog, where you'll discover life changing stuff. Sign up for his blog by sending him an email~
Copyright 2013 Edward F. T. Charfauros. Reference, www.YourBlogorResume.net.
ReadySetPresent (Conflict PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. We often frown upon conflict situations in the work place because we assume that their outcome is always negative. However, this is often not always true. Conflict can also be turned into a positive force that can increase personal and organizational effectiveness. 100+ PowerPoint presentation content slides. Conflict PowerPoint Presentation Content slides include topics such as: the definition of conflict, 10+ slides on symptoms and causes of conflict, 5 methods to handle conflict, 10 slides on group conflict and causes, 10 slides with ways to address conflict: ignoring - stifling, defusing, organizational conflict: positive and negative aspects, 4 stages of conflict management, 20+ slides on organizational conflict and conflict management strategies, 17 points on how to overcome deadlocks, 5 types of conflict deadlocks each with causes and techniques to handle: relationship - data - value - interests - structural, conflict models, strategies, 20+ tips, how to’s and more!
The next stages of your journey to agile performance managementDavid Perks
In a transition from traditional performance management to agile performance management, there are people capabilities that need to be strengthened. This is because everybody leads in an agile environment, and usually leadership development training has not been available wholesale throughout the organisation. You don't need the capabilities in order to begin, but you do need the capabilities in order to master an agile culture and foster an agile performance management mindset among your people.
Decision making is a stream of inquiry, not an event. Decision-driven organizations design and manage it as such: they match decision-making styles to appropriate techniques and, wherever possible, encourage parties to play roles rife with dissent and debate; decision rights are part of the design.
Workplace Mediation: What it is and how it worksShorebird RPO
These slides compliment the webinar on workplace mediation. By managing and resolving the conflict wisely and using something like mediation, you will be protecting yourselves and you may also create happier employees and increased productivity.
As a qualified and experienced mediator, Paul Addy shares his knowledge to give an overview of what workplace mediation is, how it works and the benefits to the business and to employees.
At the end of this webinar you will:
Understand what workplace mediation is
Know how the process works and the time it takes
Understand how using workplace mediation can benefit an organisation and its employees
The full recording of this webinar can be found on the final slide.
If you would like to attend future webinars by Shorebird RPO then please visit http://www.shorebird-rpo.com/free-webinars for a full & up to date list of events or to subscribe to our monthly webinar update.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
2. Areas of discussionAreas of discussion
Outcomes of conflictOutcomes of conflict
Ways of dealing with conflictWays of dealing with conflict
Causes of conflictCauses of conflict
Practical!Practical!
3. Outcomes of ConflictOutcomes of Conflict
NegativeNegative
∀ ↓↓ ProductivityProductivity
• Relevant information notRelevant information not
sharedshared
• Unpleasant emotionalUnpleasant emotional
experiencesexperiences
• Environmental stressEnvironmental stress
• Excessive consumption of timeExcessive consumption of time
• Decision making processDecision making process
disrupteddisrupted
• Poor work relationshipsPoor work relationships
• Misallocation of resourcesMisallocation of resources
• Impaired organisationalImpaired organisational
commitmentscommitments
PositivePositive
Increased motivation andIncreased motivation and
creativitycreativity
HealthyHealthy
interactions/involvementinteractions/involvement
stimulatedstimulated
Number of identifiedNumber of identified
alternatives increasedalternatives increased
Increased understanding ofIncreased understanding of
othersothers
People forced to clarify ideasPeople forced to clarify ideas
more effectivelymore effectively
Feelings aired outFeelings aired out
Opportunity to changeOpportunity to change
bothersome thingsbothersome things
4. Ways of dealing with conflictWays of dealing with conflict
AvoidAvoid
AccommodateAccommodate
CompeteCompete
CollaborateCollaborate
CompromiseCompromise
5. When to AvoidWhen to Avoid
Issue is trivialIssue is trivial
No chance of getting what you wantNo chance of getting what you want
Potential damage of confrontationPotential damage of confrontation
outweighs benefits of resolutionoutweighs benefits of resolution
When one needs to cool down, reduceWhen one needs to cool down, reduce
tensions, and regain perspective andtensions, and regain perspective and
composurecomposure
When need to gather more informationWhen need to gather more information
When others can resolve the conflict moreWhen others can resolve the conflict more
effectivelyeffectively
When the issue seems symptomatic ofWhen the issue seems symptomatic of
another fundamental issueanother fundamental issue
6. Negative Consequences ofNegative Consequences of
AvoidingAvoiding
Decisions are made by defaultDecisions are made by default
Unresolved issuesUnresolved issues
Energy sapped by sitting on issuesEnergy sapped by sitting on issues
Self doubt created through lack of selfSelf doubt created through lack of self
esteemesteem
Creative input and improvementCreative input and improvement
preventedprevented
Lack of credibilityLack of credibility
7. When to AccommodateWhen to Accommodate
When one realises one is wrongWhen one realises one is wrong
When the issue is much more important toWhen the issue is much more important to
the other personthe other person
When “credits” need to be accumulated forWhen “credits” need to be accumulated for
issues that are much more importantissues that are much more important
When continued competition would onlyWhen continued competition would only
damage the causedamage the cause
Whn preserving harmony and avoidingWhn preserving harmony and avoiding
disruption are especially importantdisruption are especially important
When subordinates need to develop andWhen subordinates need to develop and
learn from their mistakeslearn from their mistakes
8. Negative Consequences ofNegative Consequences of
AccommodatingAccommodating
Decreased influence, respect orDecreased influence, respect or
recognition by too much deference (Seenrecognition by too much deference (Seen
as a “soft touch”)as a “soft touch”)
Laxity in disciplineLaxity in discipline
Frustration as own needs are not metFrustration as own needs are not met
Self-esteem underminedSelf-esteem undermined
Relinquished best solutionRelinquished best solution
9. When to CompeteWhen to Compete
When quick decisive action is requiredWhen quick decisive action is required
On important issues for which unpopularOn important issues for which unpopular
courses of action need implementingcourses of action need implementing
On issues vital toOn issues vital to
organisation/department welfareorganisation/department welfare
When protection is needed againstWhen protection is needed against
people who take advantage of non-people who take advantage of non-
competitive behaviourcompetitive behaviour
10. Negative Consequences ofNegative Consequences of
CompetingCompeting
Eventually being surrounded by “yes” peopleEventually being surrounded by “yes” people
Fear of admitting ignorance or uncertaintyFear of admitting ignorance or uncertainty
Distorted perceptionsDistorted perceptions
Reduced communicationReduced communication
Damage to the relationshipDamage to the relationship
No commitment from the other personNo commitment from the other person
Having to keep “selling” or policing the solutionHaving to keep “selling” or policing the solution
during implementationduring implementation
11. When to CollaborateWhen to Collaborate
When both sets of concerns are too important to beWhen both sets of concerns are too important to be
compromisedcompromised
When the objective is to test one’s own assumptions orWhen the objective is to test one’s own assumptions or
better understand the views of othersbetter understand the views of others
When there is a need to merge insights from peopleWhen there is a need to merge insights from people
with different perspectives on the problemwith different perspectives on the problem
When commitment can be increased by incorporatingWhen commitment can be increased by incorporating
other’s concerns into a consensus decisionother’s concerns into a consensus decision
When working through hard feelings that have beenWhen working through hard feelings that have been
interfering with an interpersonal relationshipinterfering with an interpersonal relationship
12. Negative Consequences ofNegative Consequences of
CollaboratingCollaborating
Too much time spent on an insignificantToo much time spent on an insignificant
issueissue
Ineffective decisions made from input ofIneffective decisions made from input of
people unfamiliar with the situationpeople unfamiliar with the situation
Unfounded assumptions about trustUnfounded assumptions about trust
13. When to CompromiseWhen to Compromise
When goals are moderately important but notWhen goals are moderately important but not
worth the effort of potential disruption ofworth the effort of potential disruption of
more assertive approachesmore assertive approaches
When two opponents with equal power areWhen two opponents with equal power are
strongly committed to mutually exclusive goalsstrongly committed to mutually exclusive goals
When temporary settlements are needed onWhen temporary settlements are needed on
complex issuescomplex issues
When expedient solutions are necessary underWhen expedient solutions are necessary under
time pressuretime pressure
If a back up approach is needed whenIf a back up approach is needed when
collaboration or competition failcollaboration or competition fail
14. Negative Consequences ofNegative Consequences of
CompromisingCompromising
No one fully satisfiedNo one fully satisfied
Short lived solutionShort lived solution
A cynical climate through perception of aA cynical climate through perception of a
sell outsell out
Losing sight of the larger issues,Losing sight of the larger issues,
principles, long term objectives, valuesprinciples, long term objectives, values
and the organisation’s welfare byand the organisation’s welfare by
focussing on practicalitiesfocussing on practicalities
15. Causes of ConflictCauses of Conflict
CommunicationCommunication
StructuralStructural
SystemicSystemic
16. CommunicationCommunication
MisunderstandingMisunderstanding
TalkingTalking
FeedbackFeedback
Timing can be difficult asTiming can be difficult as
is emotionally chargedis emotionally charged
Act on intuition reAct on intuition re
respond immediately orrespond immediately or
wait until laterwait until later
Ask questions- Gives youAsk questions- Gives you
more time to thinkmore time to think
Don’t apologise unlessDon’t apologise unless
there is something to bethere is something to be
apologised forapologised for
17. StructuralStructural
Decide on rules ofDecide on rules of
engagementengagement
Clarify roles andClarify roles and
responsibilitiesresponsibilities
Define expectationsDefine expectations
May be no structuresMay be no structures
or processes foror processes for
clarification, causingclarification, causing
conflict/frustrationconflict/frustration
Issues of power,Issues of power,
control and territorycontrol and territory
18. SystemicSystemic
Long running over timeLong running over time
Often result of longOften result of long
standing unresolvedstanding unresolved
communication orcommunication or
structural difficultiesstructural difficulties
Clash of values/beliefsClash of values/beliefs
““Games” are playedGames” are played
Logic does not alwaysLogic does not always
workwork
Solution may need to beSolution may need to be
very creative, “hard tovery creative, “hard to
put a finger on”put a finger on”
Need 3Need 3rdrd
partyparty
interventionintervention
Need to break up theNeed to break up the
conflict relationshipconflict relationship
Talking will not solve it!!Talking will not solve it!!
Never do anything onNever do anything on
your own, always haveyour own, always have
witnesseswitnesses
Will need support forWill need support for
yourself when dealingyourself when dealing
with this type of conflictwith this type of conflict
20. Feedback from role playFeedback from role play
How did you feel?How did you feel?
What worked well?What worked well?
What hindered conflict resolution?What hindered conflict resolution?
21. ReviewReview
What have you learnt ?What have you learnt ?
What do you intend to do differentlyWhat do you intend to do differently
tomorrow?tomorrow?