The document discusses how confrontation is often viewed negatively but can actually be constructive for organizational health when handled properly. It argues that avoiding confrontation is detrimental and executives should instead focus on using confrontation to improve decision making. Some common confrontation scenarios that associations face include boards getting too involved in operational details, unwillingness to transform outdated programs, and a lack of clear goals or accountability. The document proposes that confrontation be viewed as a communication event to address broken commitments, and that embracing confrontation allows an organization to learn and grow beyond the status quo.
The Ally's Journey - The 5 Step Process to Becoming an Inclusionary LeaderDale Thomas Vaughn
This document provides information to help recruit male allies in advancing gender equality and inclusion. It begins with an agenda covering how to recruit male allies, why unconscious bias training alone does not work, and how to change conversations from blame to accountability. It then lists top ways for organizations, women, and men to engage men in inclusion, such as bringing men together, having honest conversations about impact, and encouraging behaviors that support awareness. The goal is to establish metrics and accountability to drive business outcomes through improved diversity and inclusion.
How can we engage male allies? What's the ROI of inclusionary leadership? What internal struggles hold people back from becoming woke? What can we actually DO to end sexism, racism, and xenophobia?
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
This document discusses important qualities for effective corporate directors that are often overlooked in director search matrices. It provides a list of the author's top 5 critical character traits for outstanding directors:
1. Courage - The willingness to voice unpopular opinions is crucial, especially in difficult situations.
2. Candor - Directors must be forthright and transparent to avoid politics and make rational decisions.
3. Humor - Humor can diffuse tensions and draw groups together to find common purpose.
4. Inquisitiveness - Well-placed questions can uncover important details and propel discussions.
5. Being collaborative - Effective boards require teamwork with each member subduing their ego.
The document
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
This document discusses ethical crisis leadership and management. It covers the following key points:
1. A crisis is defined as an unanticipated event that poses a significant threat and is difficult to prepare for due to uncertainty in causes and effects. Crisis decisions need to be made quickly.
2. There are three stages of a crisis: precrisis, crisis event, and postcrisis. Ethical leaders play important roles in communicating, prioritizing impacted individuals, and promoting organizational learning and recovery.
3. Components of ethical crisis management include assuming broad responsibility, practicing transparency through openness and addressing all stakeholders, and demonstrating care for physical, emotional and spiritual needs beyond financial concerns. Ethical leaders engage
The Ally's Journey - The 5 Step Process to Becoming an Inclusionary LeaderDale Thomas Vaughn
This document provides information to help recruit male allies in advancing gender equality and inclusion. It begins with an agenda covering how to recruit male allies, why unconscious bias training alone does not work, and how to change conversations from blame to accountability. It then lists top ways for organizations, women, and men to engage men in inclusion, such as bringing men together, having honest conversations about impact, and encouraging behaviors that support awareness. The goal is to establish metrics and accountability to drive business outcomes through improved diversity and inclusion.
How can we engage male allies? What's the ROI of inclusionary leadership? What internal struggles hold people back from becoming woke? What can we actually DO to end sexism, racism, and xenophobia?
5 rules for how learning & development can reduce biasBinna Kandola
Reducing bias is a question of motivation, and Learning & Development teams have a critical role to play. If we’re truly willing to recognise the fact we are all biased, there are some straightforward actions that can be implemented in any organisation.
A call to arms for leaders - 5 rules to reduce biasBinna Kandola
Leaders must realise the unique and powerful part they have to play in reducing bias. Here is a call to arms for leaders - a guide to facilitate change and progress in your organisations:
This document discusses important qualities for effective corporate directors that are often overlooked in director search matrices. It provides a list of the author's top 5 critical character traits for outstanding directors:
1. Courage - The willingness to voice unpopular opinions is crucial, especially in difficult situations.
2. Candor - Directors must be forthright and transparent to avoid politics and make rational decisions.
3. Humor - Humor can diffuse tensions and draw groups together to find common purpose.
4. Inquisitiveness - Well-placed questions can uncover important details and propel discussions.
5. Being collaborative - Effective boards require teamwork with each member subduing their ego.
The document
Millennial men could have a significant impact on advancing gender equality and partnership based on their attitudes. As the first native gender-neutral generation, millennials believe gender should not define roles or opportunities. However, engaging men, especially millennial men, is important because many still do not recognize barriers facing women or advantages men enjoy. Building systems in companies to identify biases, leverage women's leadership, and engage men through accountability and role models can help establish gender partnership.
How to engage men in inclusionary leadership programs within your Diversity and Inclusion initiatives. by Dale Thomas Vaughn, presented at the Women In Tech International Summit 2017, previous versions presented at SHMR Diversity and Inclusion 2016, and various corporations.
This document discusses ethical crisis leadership and management. It covers the following key points:
1. A crisis is defined as an unanticipated event that poses a significant threat and is difficult to prepare for due to uncertainty in causes and effects. Crisis decisions need to be made quickly.
2. There are three stages of a crisis: precrisis, crisis event, and postcrisis. Ethical leaders play important roles in communicating, prioritizing impacted individuals, and promoting organizational learning and recovery.
3. Components of ethical crisis management include assuming broad responsibility, practicing transparency through openness and addressing all stakeholders, and demonstrating care for physical, emotional and spiritual needs beyond financial concerns. Ethical leaders engage
Nepotism refers to using power to provide jobs or benefits to family and friends. While it can provide benefits like loyalty and trust, it also has major drawbacks. Nepotism can lead to less productivity as non-relatives see limited career growth, increased legal risks from discrimination lawsuits, and disruption of the workforce from a lack of fairness. It also results in greater employee turnover, lower work ethics, reduced employee morale, and lower loyalty to the organization. To address nepotism, employers should have clear, written guidelines on hiring and promotions based on merit rather than relationships and allow employees to voice concerns professionally.
This document outlines the WMFDP (White Men as Full Diversity Partners) approach to diversity and inclusion. The WMFDP Way engages white men, who hold most leadership positions, to drive diversity efforts through experiential learning and difficult conversations. It aims to shift mindsets and uncover unconscious biases by exploring how white male leaders view themselves and others. Unlike traditional approaches, WMFDP sees diversity and inclusion as an ongoing journey of leadership development rather than a single training program or initiative.
This chapter discusses the importance of a leader's character and inner virtues. It addresses how leaders can develop virtues like courage, temperance, wisdom, justice, optimism, integrity, humility, reverence and compassion. These virtues are woven into a leader's life and allow them to make good moral choices. The chapter provides examples of how leaders can build character through role models, learning from hardships and developing habits that foster virtuous behavior.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
The role of the family advisor is to provide education, facilitate communication, and offer an outside perspective to help families plan for the future. An advisor can help untangle family conflicts, normalize challenges, and encourage families to discuss transitions openly and organize themselves through governance systems. Ultimately, the advisor aims to assess family dynamics and relationships, and trigger families to address obstacles preventing change.
This document provides information about conflict management. It begins with definitions of conflict and discusses the differences between disagreement and conflict. It then describes types of internal conflicts within an organization, such as vertical, horizontal, and line-staff conflicts, as well as external conflicts with vendors, customers, and regulatory authorities. The document discusses how conflict can impact performance both positively and negatively if not managed properly. It provides ways to diffuse conflicts and handle them constructively through open communication and focusing on interests rather than positions.
Ivey Business Journal The New Leadership Challenge July August 2008mcarljohnson3
- The document discusses the challenges of leadership in a rapidly changing global environment and argues that the key to overcoming these challenges is removing emotional barriers to sustainable high performance.
- It reviews studies showing that companies with cultures that tolerate truth-telling and embrace dissent achieve better long-term results, but that creating such cultures is difficult due to leaders' emotional limitations.
- The authors propose a model of leadership development focused on enhancing emotional intelligence to remove these barriers and create an environment where open and honest communication can occur, leading to more effective decision-making and performance.
This document discusses strategies for building effective and ethical small groups. It emphasizes the importance of cooperation, accountability, and preventing issues like social loafing and groupthink. Specific recommendations include fostering open communication, considering minority opinions, encouraging participation, and challenging assumptions to arrive at high-quality decisions.
First.Transitions.News.Insights.Vol.18.Iss.1Russ Jones
This document discusses diversity and inclusion in the workplace. It summarizes research showing that diverse teams perform better and are more innovative than homogeneous teams. However, achieving true diversity is difficult due to unconscious biases. The document discusses spill-over bias, where having diversity in one dimension (e.g. gender or ethnicity) causes people to underestimate lack of diversity in other dimensions. It also discusses how unconscious biases can lead managers to hire people similar to themselves, hindering diversity. Overcoming these challenges requires continually evaluating team composition, introducing newcomers, and managing tensions created by diversity to foster creativity.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Diversity in the Board Room_ How to Unlock Its Full Potential - by Christiana...Christiana Vonofakou, PhD
This document discusses diversity in corporate boardrooms and leadership. It argues that while increasing gender diversity is important, simply adding more women is not enough. True diversity requires addressing potential pitfalls like stereotypes and lack of trust that can inhibit creative thinking. It recommends five conditions to maximize the benefits of diversity: 1) organizational encouragement of equal status, 2) leadership support, 3) emphasis on common goals, 4) intergroup cooperation, and 5) developing personal relationships to overcome initial distrust.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
Women can spark change in the workplace by forming support groups to address shared challenges. Support groups provide mentoring, networking, skill-building and a sense of community. This helps women obtain career advancement, promotions and financial equality. One example is a group called Women's Athletic Fundraisers that raised money and promoted women's athletics at a university, positively changing facilities. Creating workplace support groups allows women to maximize their success through collaboration and building relationships.
This document summarizes key concepts from a chapter on meeting ethical challenges of diversity. It discusses how promoting diversity in organizations can have benefits but also barriers like prejudice, stereotyping and ethnocentrism. It presents various frameworks for managing diversity effectively, including reducing negative biases through mindfulness, dignity, moral inclusion and cosmopolitanism. It also discusses universal ethical principles and approaches for making ethical choices in culturally diverse settings, such as integrative social contracts theory and the HKH six question model.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
The document examines differences and similarities between male and female CEOs and their impact on corporate reputation. It finds that having a female CEO does not negatively impact a company's reputation. While some small differences in perceived leadership qualities exist along traditional gender stereotypes, the essentials of strong reputation are largely the same for both male and female CEOs. Both genders contribute similarly to their company's market value through reputation. However, perceptions of the number of female CEOs are inaccurate, and women are significantly more reluctant than men to take on the CEO role.
На выставке представлены издания дилогии М. Александропулоса "Ночи и рассветы", сборники рассказов, находящиеся в фонде ЗНБ СГУ.
The exhibition presents publications Novels M. Alexandroupolis "Night and Dawn", collections of short stories, which are in the fund ZNB SGU.
Nepotism refers to using power to provide jobs or benefits to family and friends. While it can provide benefits like loyalty and trust, it also has major drawbacks. Nepotism can lead to less productivity as non-relatives see limited career growth, increased legal risks from discrimination lawsuits, and disruption of the workforce from a lack of fairness. It also results in greater employee turnover, lower work ethics, reduced employee morale, and lower loyalty to the organization. To address nepotism, employers should have clear, written guidelines on hiring and promotions based on merit rather than relationships and allow employees to voice concerns professionally.
This document outlines the WMFDP (White Men as Full Diversity Partners) approach to diversity and inclusion. The WMFDP Way engages white men, who hold most leadership positions, to drive diversity efforts through experiential learning and difficult conversations. It aims to shift mindsets and uncover unconscious biases by exploring how white male leaders view themselves and others. Unlike traditional approaches, WMFDP sees diversity and inclusion as an ongoing journey of leadership development rather than a single training program or initiative.
This chapter discusses the importance of a leader's character and inner virtues. It addresses how leaders can develop virtues like courage, temperance, wisdom, justice, optimism, integrity, humility, reverence and compassion. These virtues are woven into a leader's life and allow them to make good moral choices. The chapter provides examples of how leaders can build character through role models, learning from hardships and developing habits that foster virtuous behavior.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
This document discusses how leaders can create an ethical organizational climate. It states that leaders are largely responsible for the ethical behaviors of their organizations as they act as ethics officers who set an example through their own conduct. Unethical leaders fail to live up to ethical values and priorities. The document also discusses how ethical climates can be classified and outlines some key markers of highly ethical organizations, including humility, zero tolerance for destructive behaviors, integrity, justice, trust, focus on process, and structural reinforcement.
The role of the family advisor is to provide education, facilitate communication, and offer an outside perspective to help families plan for the future. An advisor can help untangle family conflicts, normalize challenges, and encourage families to discuss transitions openly and organize themselves through governance systems. Ultimately, the advisor aims to assess family dynamics and relationships, and trigger families to address obstacles preventing change.
This document provides information about conflict management. It begins with definitions of conflict and discusses the differences between disagreement and conflict. It then describes types of internal conflicts within an organization, such as vertical, horizontal, and line-staff conflicts, as well as external conflicts with vendors, customers, and regulatory authorities. The document discusses how conflict can impact performance both positively and negatively if not managed properly. It provides ways to diffuse conflicts and handle them constructively through open communication and focusing on interests rather than positions.
Ivey Business Journal The New Leadership Challenge July August 2008mcarljohnson3
- The document discusses the challenges of leadership in a rapidly changing global environment and argues that the key to overcoming these challenges is removing emotional barriers to sustainable high performance.
- It reviews studies showing that companies with cultures that tolerate truth-telling and embrace dissent achieve better long-term results, but that creating such cultures is difficult due to leaders' emotional limitations.
- The authors propose a model of leadership development focused on enhancing emotional intelligence to remove these barriers and create an environment where open and honest communication can occur, leading to more effective decision-making and performance.
This document discusses strategies for building effective and ethical small groups. It emphasizes the importance of cooperation, accountability, and preventing issues like social loafing and groupthink. Specific recommendations include fostering open communication, considering minority opinions, encouraging participation, and challenging assumptions to arrive at high-quality decisions.
First.Transitions.News.Insights.Vol.18.Iss.1Russ Jones
This document discusses diversity and inclusion in the workplace. It summarizes research showing that diverse teams perform better and are more innovative than homogeneous teams. However, achieving true diversity is difficult due to unconscious biases. The document discusses spill-over bias, where having diversity in one dimension (e.g. gender or ethnicity) causes people to underestimate lack of diversity in other dimensions. It also discusses how unconscious biases can lead managers to hire people similar to themselves, hindering diversity. Overcoming these challenges requires continually evaluating team composition, introducing newcomers, and managing tensions created by diversity to foster creativity.
Results and analysis from a survey I took of changemakers from May-July 2013. I wanted to better understand the biggest obstacles and sources of support for people trying to change their organizations, their communities, or the world for the better.
Diversity in the Board Room_ How to Unlock Its Full Potential - by Christiana...Christiana Vonofakou, PhD
This document discusses diversity in corporate boardrooms and leadership. It argues that while increasing gender diversity is important, simply adding more women is not enough. True diversity requires addressing potential pitfalls like stereotypes and lack of trust that can inhibit creative thinking. It recommends five conditions to maximize the benefits of diversity: 1) organizational encouragement of equal status, 2) leadership support, 3) emphasis on common goals, 4) intergroup cooperation, and 5) developing personal relationships to overcome initial distrust.
This newsletter provides information on CREW Hampton Roads' activities in the first quarter of 2015. It includes a letter from the president highlighting programs, events, and committee accomplishments. It also features an article summarizing interviews with 10 executive women in commercial real estate about their careers and views on networking, risk-taking, and mentoring. Additionally, the newsletter provides statistics on CREW Hampton Roads, recognizes the 2014 Member of Excellence, lists member achievements in 2014, welcomes new members, and announces upcoming events.
Women can spark change in the workplace by forming support groups to address shared challenges. Support groups provide mentoring, networking, skill-building and a sense of community. This helps women obtain career advancement, promotions and financial equality. One example is a group called Women's Athletic Fundraisers that raised money and promoted women's athletics at a university, positively changing facilities. Creating workplace support groups allows women to maximize their success through collaboration and building relationships.
This document summarizes key concepts from a chapter on meeting ethical challenges of diversity. It discusses how promoting diversity in organizations can have benefits but also barriers like prejudice, stereotyping and ethnocentrism. It presents various frameworks for managing diversity effectively, including reducing negative biases through mindfulness, dignity, moral inclusion and cosmopolitanism. It also discusses universal ethical principles and approaches for making ethical choices in culturally diverse settings, such as integrative social contracts theory and the HKH six question model.
Inside-Out Collaboration: An Integrated Approach to Working Beyond SilosDavid Willcock
In this article, David Willcock draws insights from psychology and organizational
development theory and practice to provide a framework for building and maintaining productive relationships across organizational boundaries. Through an integrated approach to collaboration that includes the individual, team, and organization, managers and leaders can serve as catalysts for “partnership working,” which can ultimately lead to high performance and competitive advantage.
The document examines differences and similarities between male and female CEOs and their impact on corporate reputation. It finds that having a female CEO does not negatively impact a company's reputation. While some small differences in perceived leadership qualities exist along traditional gender stereotypes, the essentials of strong reputation are largely the same for both male and female CEOs. Both genders contribute similarly to their company's market value through reputation. However, perceptions of the number of female CEOs are inaccurate, and women are significantly more reluctant than men to take on the CEO role.
На выставке представлены издания дилогии М. Александропулоса "Ночи и рассветы", сборники рассказов, находящиеся в фонде ЗНБ СГУ.
The exhibition presents publications Novels M. Alexandroupolis "Night and Dawn", collections of short stories, which are in the fund ZNB SGU.
Job satisfaction around the academic worldSpringer
The document discusses academic work and job satisfaction among academics in Argentina. It finds that despite challenging conditions, academics in Argentina report average or above average levels of job satisfaction compared to other countries. The document examines two groups in particular - a "consolidated group" comprising older, higher-ranking academics involved in research, and a younger group of emerging academics. These groups appear to be adapting to recent policy changes and reporting higher satisfaction with changing conditions within the Argentine academic system. The document aims to understand why reported satisfaction levels are relatively high given barriers like low salaries, limited resources, and dependence on international academic standards and networks.
The document proposes a shopper marketing plan for Tabasco Brand Seasoning Blend to target men aged 25-54 who own a grill. Qualitative research found that flavor, price, and brand familiarity are important factors in choosing a seasoning blend. The proposed plan centers around the theme "Chill out with a grill out" and includes giveaways of a pickup truck and backyard BBQ setup, traveling grill outs at Kroger stores, coupons for chicken breasts and the seasoning, and a Tabasco app for recipes and contests. The recommendations are based on research findings about the target consumers' shopping and grilling behaviors.
Ежегодно 4 октября отмечается Всемирный день защиты животных. Человеческая деятельность способствует исчезновению многих видов животных, сокращению численности популяций. Эти проблемы стали особенно актуальны с развитием экономики: нефте- и газодобычи в промышленных масштабах, промысловой рыбалки и охоты, с отчуждением плодородных земель, вырубкой лесов, загрязнением водоёмов.
В России этот день отмечается с 2000 года по инициативе Международного фонда защиты животных (IFAW).
Представляемая вниманию читателей выставка основана на наборе открыток «Животные Севера», выпущенном издательством «Изобразительное искусство» в 1972 году. Сопроводительный текст знакомит с обитателями тундры, а акварельные зарисовки художников Н. Строгановой и М. Алексеева привлекают своей выразительностью.
Every year on October 4th is World Animal Protection Day. Human activity contributes to the disappearance of many species of animals, reduce population size. These problems become particularly relevant to the development of the economy: oil and gas production on an industrial scale, commercial fishing and hunting, with the disposal of fertile land, deforestation, pollution of water bodies.
In Russia, this day is celebrated since 2000 on the initiative of the International Fund for Animal Welfare (IFAW).
Is advocating an exhibition based on a set of postcards "Animals of the North", published by "Art" in 1972. Accompanying text introduces the inhabitants of the tundra, and watercolor sketches of the artists N. Stroganova and M. Alekseev draw its expressiveness.
O documento discute os principais fatores que levam ao fechamento de empresas, como inexperiência, falta de planejamento e capacitação. Também menciona que 30% das empresas fecham no primeiro ano e que 96% das empresas que fecham nos primeiros cinco anos são micro e pequenas empresas. Por fim, explica os passos para oficializar o fechamento de uma empresa e os direitos dos funcionários.
The document summarizes the agenda for the 4th meeting of the Software Craftsmanship Group. The agenda includes short lectures on mentorship/apprenticeship, structure 101, effective code review, and unit testing legacy code. It also includes hands-on activities like a coding dojo and working on the bowling scoring kata. Mentorship/apprenticeship is discussed in more detail, including the benefits and expectations of committing at least 2 hours per week for 4 months between a mentor and mentee.
The document summarizes the second meeting of a Software Craftsmanship group. The agenda included discussing bad and good code, code smells, tools, and hands-on activities. Examples of code smells like duplicated code, long methods, large classes, and long parameter lists were presented. Attendees participated in demo activities to identify code smells in code samples and refactor code. The goals were to learn how to recognize poor code quality and refactor code to eliminate code smells.
The document discusses various tools and techniques for measuring and improving web performance. It covers topics like understanding how performance affects user experience and business metrics, tools for measuring performance like YSlow and PageSpeed, waterfall charts, browser behaviors, optimization techniques like minification and compression, and monitoring solutions like WebPageTest and dynaTrace. Key tools mentioned include YSlow, PageSpeed, WebPageTest, dynaTrace, Fiddler and HttpWatch. Optimization areas discussed are page size, number of requests, caching, rendering structure, and asynchronous loading.
Concept that people derive job satisfaction and motivation by comparing their efforts (inputs) and income (outcomes) with those of the other people in the same or other firms.
O documento discute o processo de criação de um roteiro de documentário. Ele explica que a pesquisa é a primeira etapa, conduzida por uma hipótese, e inclui entrevistas e pesquisa de campo. O argumento começa a estruturar a história respondendo às perguntas clássicas do jornalismo. A atividade pede que os alunos comecem a desenvolver esses elementos para seu próprio documentário.
O documento discute:
1) Estruturas narrativas clássicas e desconstruídas em 3 partes - início, meio e fim;
2) Arquétipos como herói, mentor e vilão baseados na mitologia grega;
3) As 12 etapas da jornada do herói de Joseph Campbell usadas em filmes.
Organizational Behavior, Attitude and LeadershipVidur Pandit
The document discusses organizational behaviour models and their impact on employee attitudes and job satisfaction. It conducted surveys to identify the preferred behavioural model of organizations and analyzed different job satisfaction parameters like rewards, personal development, job security, and relationships. The analysis found that parameters like rewards and recognition have the strongest impact on employee attitudes. The study aims to determine if the leadership styles of these organizations are effective for change management and which style is most suitable for successful change initiatives.
The document provides brief instructions on proper etiquette, advising people to do the right thing, keep quiet, and not park in areas marked for toilets and washrooms only.
The document discusses a feast where both the rich and poor were invited to attend. It mentions vocabulary, an invitation, and that some attendees may have been hungry.
Conflict is an inevitable result of social interaction in our everyday lives. It occurs because we engage in situations and circumstances with people who have different goals, values and backgrounds. We Specialize in Team Building in Egypt, Maximum Impact Business Games, DISC assessments, and Management Courses, High rope Courses, Hr Consulting, Team Building Activities and Creating Creative Team Building Ideas- 360 Experiential Solutions is one of the MEA region leaders in training & team building events . Kindly Call us for More information tel: +2 01223575508 - Email: info@360solutionsegypt.com - website : http://www.360experientialsolutions.com
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
Six essential skills for managing conflict and negiotiating in organizationsHealthcare consultant
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGIOTIATING IN ORGANIZATIONS.
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders, managers and employees into ‘psycho-logical hostages’ who are paralyzed and unable to challenge others.
SIX ESSENTIAL SKILLS FOR MANAGING CONFLICT AND NEGOTIATING IN ORGANIZATIONS b...Healthcare consultant
Are you afraid of conflict? This is perfectly normal! Instinctively, our brains tell us that conflict is dangerous, so our natural inclination is to do battle or run away. However, fear of conflict can turn leaders,managers and employees into ‘psychological hostages’ who are paralyzed and unable to challenge others.
2000 words essay CASE STUDY Select a significant event o.docxlorainedeserre
2000 words essay
CASE STUDY
Select a significant event or a situation in a developing country setting that you have observed e.g. through the media or read about; and identify a prominent response to that event or situation, which you observed or read about. Note that the event or situation might include, for example, an emergency, security threat, development crisis, social or political unrest, discovery of valuable natural resources, among others. These are just a few examples.
The case study should address the following points:
o Assess the event or situation, the key issues involved and the impact on the society
o Discuss the key goals and results sought by the society in this situation
o Determine whether and how a leader emerged in that context and what factors demonstrated this
o Analyze the leadership process outlining the following:
▪ Whose ideas shaped the responses to the situation. ▪ What evidence supported these ideas and how were they received by the society? ▪ The nature of the relationship between emergent leaders and the rest of the group or society ▪ Who provided guidance toward the defined goal(s)? ▪ What leadership qualities were useful in that situation?
o What outcomes were produced from the responses to that situation? Were these outcomes consistent with the goals initially expressed by that society?
o Did this event or situation and the response to it produce a new situation?
o Would you say that the society was better or worse off as a result of the responses to this event or situation?
o What overall conclusions can you draw from this experience about leadership and the leadership process?
Diversity at Workplace
The issue of workplace diversity has been at the center of battles and conflicts at many companies when doing recruitment. Some organizations believe that diversity is achieved by simply meeting the necessary proportions for the gender and race of the employees. However, there is more to this issue than meets the eye. Companies need to know that diversity at places of work is a multifaceted subject and needs the attention and comprehensiveness that it deserves. True diversity in most organizations has been a challenge to realize since many companies feel that they are good to go once they have a given number of employees from a certain gender, race, or religion.
Misconceptions about workplace diversity: what it is and what it is not
Diversity at places of work cannot be complete if there is no respect, acceptance, and collaboration regardless of the differences in gender, race, religion, political beliefs, native language, styles of communication, or sexual orientation among workers. Unfortunately, many organizations think that they have embraced diversity once they have employed people from different ethnicities, religious backgrounds, nationalities, races, sexual orientations, and gender. It should be understood that while this is a good step, it is just one of the ma ...
Negotiation Skill and Conflict Management.pptxNarinderBhasin
The document discusses conflict management and negotiation in the workplace. It begins by defining conflict and describing its potential positive and negative effects. It then discusses various causes of conflict, including personality clashes, misunderstandings, and disagreements over resources, authority, values and work methods. The document outlines models of conflict development and resolution, including Pondy's model and the Thomas model of conflict-handling styles. It provides strategies for preventing, managing and resolving conflicts, such as open communication, understanding different perspectives, and using mediators or arbitrators. The summary concludes by noting that conflict is most common during strategic planning, leadership changes and mergers/acquisitions, and is often caused by differing visions, egos or misunderstandings between
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
This document discusses common causes of workplace friction and provides suggestions for improving team effectiveness. It identifies some key causes as the transfer of business ownership through succession or mergers, which can clash hierarchies and expectations. It also notes that strategic language and jargon can mask ego and lack sincerity. The document recommends using frameworks like the 9 Domains model to clearly define roles and expectations to improve communication and assess team dynamics. Identifying personality types and allowing self-improvement can guide teams to be more effective.
Penny Walker Eabis08 Organisational Leader Or Part Of A Wider ChangePennyWalker
Organizational change agents for sustainable development see themselves as serving a larger goal of moving society toward sustainability. They believe deep changes are needed across many sectors of society. The challenges of enacting such widespread changes can at times feel overwhelming. While sharing positive feelings at work helps effectiveness, these agents are divided on how best to manage negative emotions regarding the scale of change required.
This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
This document is a dissertation submitted by Nawaz Alli Khan to Siksha O Anusandhan University in partial fulfillment of the requirements for a Master's degree in Business Administration. The dissertation studies conflict management styles among employees in the banking sector. Nawaz conducted a study under the guidance of Dr. Soumya Mishra to understand the different conflict management strategies used by banking employees and how it impacts organizational performance. The dissertation includes an introduction, literature review, theoretical background, data analysis and interpretation, summary and conclusion. Nawaz collected primary data through questionnaires distributed to 100 employees across 5 banks to analyze their dominant and backup conflict management styles.
1. The document discusses the nature and causes of conflict, as well as approaches to conflict resolution. It notes that conflict is inevitable given differences in people's backgrounds, experiences, and perceptions.
2. Common signs of conflict in a work team include anger, lack of information sharing, and unwillingness to cooperate. Conflicts can arise from differences in interests, values, or interpersonal styles among team members.
3. The document recommends analyzing conflicts using the "4Rs" method: examining the reasons for conflict, individual reactions, potential results if unresolved, and possible resolution approaches. Recognizing signs and properly analyzing conflicts can help facilitate their resolution.
- Hospitals are complex organizations made up of individuals with different skills, knowledge, and social statuses. This leads to inevitable conflicts between staff members and units.
- Conflict is an accepted part of any group effort and can have both positive and negative effects if properly or improperly managed. The causes of conflict are often due to organizational structures, authority, roles, and specialization.
- Effective conflict management requires understanding different perspectives, open communication between parties, and finding integrative solutions that allow both sides to achieve their objectives through a cooperative "win-win" approach rather than a competitive "win-lose" one.
The influence factor of voteTeam member Probl.docxjmindy
The influence factor of vote
Team member:
Problem description
2
we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting.
Dataset
3
European Election Database.
Data Source
Website
Sampling Method
https://nsd.no/european_election_database/
Random Sampling; n=188
Questions of interest
4
Is there an association between gender and whether an individual vote or not?
Is there an association between age and whether an individual vote or not?
Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not?
Is there an association between County and individual’s county development degree and whether he/she vote or not?
Analysis to be completed
5
Qualitative variables
Bivariate variables
Correlation : vote and gender
Chi-square test: vote and gender
Regression Analysis: vote and age
Correlation
Main Variables
6
Vote: binary variable. Whether an individual vote or not.
Age: age of an individual.
Female: equal to 1 for female and 0 for male.
Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote.
County: the development degree of the voter’s county.
Univariance analysis —— Age
7
Univariance analysis —— County
8
Univariance analysis —— Vote and Age
9
1
Correlation Analysis
2
Regression Analysis
Correlation = 0.3134
The correlation between vote and age is positive and median
The fitting equation is not significant.
Univariance analysis —— Vote and Gender
10
1
Correlation Analysis
2
Chi-square test: vote and gender
Correlation = 0.3134
The gender and vote is independent.
The correlation between vote and gender is positive and median.
Univariance analysis —— Vote and Contact
11
1
Correlation Analysis
2
Chi-square test: vote and contact
Correlation = 0.1193
The correlation between vote and gender is positive and weak
Univariance analysis —— Vote and County
12
1
Correlation Analysis
2
Regression Analysis
Correlation = -0.15787
The correlation between vote and county is negative.
Fitting equation: Vote = 0.7837 – 0.0026*County
Conclusion
13
1
There is no significant association between gender and whether an individual vote or not.
The gender and vote is not dependent and the correlation between vote and gender is positive and median
2
there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not.
The correlation between vote and county is negative, the better the county’s develop, the more voters.
THANKS
Chapter 11:
Managing Organizational Change and Crises
Introduction
In this ever-changing global economy, organizational change is inevitable
Productively managing change by drawing on the strengths of an organization keeps them healthy a.
1. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 1
It’s time to take the negative connotation off the word “confrontation,” and claim
constructive conflict as a sign of organizational health.
Executives expend much effort avoiding confrontation between and among their staffs
and volunteers. Such avoidance is actually detrimental to the organization; executives
should learn to focus and use confrontation to improve the decisions
that an organization’s leaders make.
Confrontation is not a four-letter word. It is, however, one of those words that seem to
evoke negative emotions and responses. Just mentioning the possibility of confrontation
can cause an upset for some people. Today’s movies, television commercials, reality
programs and news shows are filled with artificial and genuine examples of
confrontations. In these instances, avoiding or embracing a confrontation is part of the
drama or comedy, becoming uplifting or depressing, forwarding an idea or thwarting it,
but always affecting the resulting outcomes.
However, when association boards strategize to steer clear of confrontation; or Chief
Staff Officers (CSO) sidestep them in the management of staff; and, line staff work hard
to elude those involving volunteers—consequences ripple throughout the organization
resulting in avoidance, suppression and stagnation of ideas, actions, organizational
growth. The relationships they influence are compromised. Somewhere in the past, the
organizational culture of associations began avoiding confrontations rather than
embracing their positive communication value. Avoidance behaviors began to dominate.
Do we as a society perceive confrontation as conflict? It is not. We watch sports for the
conflict and competition. We view political debates for the confrontation of ideas they
present. We abhor the bullying behavior remembered from our childhood and are
troubled by its 21st
century translation onto the Internet. Conflict and confrontation are
not really synonyms but we do behave and speak as if they are.
The version of confrontation association boards, staff and volunteers must embrace has
protocol and process, procedures and beneficial outcomes. It has an honorable purpose
and a value that has been misplaced and marginalized for the sake of a misdirected desire
to seek consensus, to confront is simply “coming to face, esp. boldly, to bring face to face
with.” While consensus is a governance concept in which the absence of conflict is seen
as the equalizing state for the organization. Where did we get off course thinking
consensus is preferred over the occasional confrontation to investigate “what is
happening”, “what matters” and “what could happen” with our organizations? Are we
ignoring the opportunities confrontation provides in order to maintain a collegial
volunteer culture? They can co-exit. After all, confrontation is a communication model to
be used, not avoided.
2. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 2
Thankfully, as Max De Pree said, “There may be no single thing more important in our
efforts to achieve meaningful work and fulfilling relationships than to learn and practice
the art of communication.” Practicing intentional communication with purposeful
language is the bottom line. This article’s intention is to de-bunk that confrontations
should be avoided while proposing straightforward ways to release their grip on us. It is
not designed to demonstrate “how to win” at confrontations but rather to alter how their
occur.
Most of us can recall past confrontations where we were either victor and vanquished—
both had their disappointments and unsatisfactory outcomes. Rather than resisting them
or hoping to prevent them from occurring on a Board agenda or in a staff meeting, let’s
learn to have successful ones.
Exploring confrontations in current and classic business literature reveals many
recommendations for their use and effective communications to practice. These books
(refer to bibliography) unanimously refer to confrontations as a communication form to
be employed not a fight to win or lose. Numerous CEO interviews revealed typical
confrontation scenarios association CSOs, Boards, volunteers and staff regularly face and
either work out or work to avert at all costs. CSOs interviewed all knew in the long run,
trying to avert or ignore confrontations carried to high a cost for their organizations—the
maintaining of a less desired status quo situation. A few familiar ones that surfaced were:
• Board pursuing operational over strategic details, more involved in staff issues
than appropriate.
• Board behaviors inside and out the boardroom —conflicts of interests, hidden
agendas, absences, and not being responsive or timely to staff communications.
• Board selection criteria—must have appreciation of conflict, level of risk,
empathy, big picture thinking, able to problem solve and willing to engage when
there is potential conflict in the board meeting.
• Boards, CSO, volunteers and staff unwilling to either sunset or authentically
transform “sacred cow’ programs, events and communications.
• Board, CSO, volunteers and staff lacking clear understanding of goals to be
achieved; agreements regarding responsibility of effort and timeframes; and
certainty about resources available.
• Board, CSO, volunteers and staff having limited or no ownership for promises
made and their “conditions for satisfaction” are unspoken.
• Staff activities as cross-organizational partnerships lack accountability and
supervision to accomplish what’s been promised on time and within budget.
• Board, CSO, volunteers and staff saying they wanted a nimble, flexible,
innovative organization but reluctant to transform their part.
Proposition
The experiences of our youth: being made wrong by family, teachers and playmates;
relationship disagreements; or being “called on the carpet” by bosses leaves us prejudiced
regarding the resulting cost and benefits of confrontations. When we are rooted in the
fear of loosing our ground or even gaining something unwarranted from the engagement,
and our “survival” appears threatened, we either fight or take flight.
3. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 3
For associations, the flight model is too often the avoidance of those situations. What can
then result, as Hud found out in Cool Hand Luke, “is a failure to communicate”.
Fortunately, we are not resigned to his fate. If we are willing to create models that
empower us in those difficult moments, solutions appear. When addressing personal,
professional and organizational mistakes made, promises broken, and behaviors gone
awry, our communications are what will move us forward into a more productive
position.
Confrontations are communication events that allow us to learn “what else” is needed to
have a desired result happen and for us to use our breakdowns as organizational
resources, as a natural part of the organizational learning process. In this scenario, even
the worst confrontations from our past become grist for the personal and organizational
development mill. Besides, being involved in periodic confrontations is no surprise.
We can see them coming and try to avoid them. This avoidance is what allows the worst
elements of the status quo to persist unchecked and unchallenged.
It’s Begins When We Confront the World of Language
During my three decades of work with volunteer leaders and professional staff, I have
noticed four specific behaviors governing the actions of dialogues and discussion of staff
and boards.
To accomplish one’s goals and make the choices that fulfill them, we must be bigger than
the psychological drivers governing us. All of us have the desire to: look good; be
comfortable; be safe; and be right. These will never disappear from our consciousness
nor should they. However, the extent to which we create commitments of larger
consequence than the spheres of influence these drives will allow our organizations to
thrive and develop beyond the status quo.
These four behaviors filter which actions are proposed and which commitments are
made, how priorities are set and even when resources are allocated. It is only after the
individuals leading our associations can rise above these four behaviors that real
organizational transformation occurs. Confrontations are merely face-to-face
communication events addressing breaks in promised outcomes. They are neither
negative nor positive, only linguistic passages supporting the actual fulfillment of a
promised action—on time and within budget.
Walter Joyce, founder of the Discourse Project, says our linguistic world is designed to
maintain the status quo, where the existing language, thoughts and meanings are designed
to persistent as is, unchanged. What we consider confrontations to be and how we are
pulled to not act on them is part of that world.
Joyce proposes these “discourses are very old networks of conversation that are ingrained
in our society. They represent the unspoken rules and structures providing us a sense of
predictability, exerting great pressure on our reality. Dislodging and replacing them is not
for the unprepared or faint-of-heart.” Confrontations have to take this into account in all
efforts we design to bring about lasting change in the world. This is why real
organizational change is so elusive. Hence, our resistance to having confrontations helps
keep the discourse of broken agreements and thwarted expectations in place.
4. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 4
Considering the design of many Board agendas and the usual time allotted for strategic
thinking and dialogue; the mind-numbing mechanical nature of departmental reporting
occurring in staff meetings; and how the long-established gaps found in volunteer
responsibilities and staff’s accountabilities promote limited conversations of any creative
quality. The status quo discourse is persisting over volunteer and staff leadership’s
unwillingness to confront their costs. I wonder what they believe the pay-off is for
avoidance?
Our Confrontation Models Are in Need of an Overhaul and an Upgrade
During his presentation Using Conflict & Negotiation for Mutual Advantage November
2007 at ASAE/The Center’s In Honor of Women, James Bailey, Ph.D. referred to
childhood memories of parental and teacher confrontation as molders of our adult
responses. Lessons learned early from family and school, later from peers and friends and
finally from co-workers, bosses and clients set us up for the confrontations we try hard to
avoid. We perceive them as negative, and reluctant to embrace them as opportunities for
course-corrections in our lives, careers and values.
Since our responses are the imprinting of those already-learned behaviors to avoid,
accommodate, challenge or resist, isn’t it time to inventory our “already-always”
automatic grade school responses and upgrade them to leadership actions? Bailey went
on to inquire if confrontations and related conflict models are avoidable? His answer was
that negotiating agreements up front make the difference and will help eliminate the
confrontations we currently resist having. He says “disclosure of values” and “discovery
of internal priorities” are key to the formation of great agreements. With those in place,
the breakdowns and problems that often precede confrontations are diminished, thus the
anxiety associated with them.
In The Influencer, its authors remind us, “we are never not influencing.” Therefore we
must ask ourselves, in the face of failure and success, breakdowns and breakthroughs:
• What did I do or not do to make that happen or not happen?
• Which of my values and principles have I allowed others to violate without a challenge?
• Do my actions speak louder than my words and are they consistent with my values?
• Am I aware of who and what has influenced me and how that has affected my actions?
Our awareness of Baily’s assertion regarding childhood confrontation imprinting plus our
answers to those questions above begins to alter our perception of the status-quo
environment where current confrontations live. When we include certainty into our
agreements our communications are elevated to higher levels of accountability. It is in
these moments, we come to appreciate the words we use, when spoken by another, might
have very different meanings. As leaders, we begin to realize how and what we think is
different from another leader yet we tend to sound the same. Confronting our differences
when we sound alike takes practice.
5. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 5
This renewed appreciation for our differences is key when making agreements and setting
up ladders of responsibility and cultures of accountability. It is this up-front attention to
details that is needed if we are to design and manage healthy associations. Making this
happen requires alignment and integration of people’s characteristics, empowerment of
diverse decision-making models, and awareness of the internal process we use to select
our priorities.
What have extraordinary associations learned that the rest of us need to emulate? Invest
in your volunteer leadership and staff. Schedule orientations, development opportunities
and leadership activities that go way beyond a policy manual review or a power point HR
instruction. Just because modern man has a large vocabulary, does not mean we are
skilled in thoughtful communication.
Clear Agreements Work—Indirect Ones Do Not
Whether it is Board members, volunteers, the CSO or general staff members, making and
keeping one’s agreements just might be the key to eliminating the need for most
confrontations. Especially the ones where someone didn’t do what was promised on time
and within budget. Even Board breakdowns about the future direction of the organization
come under this language umbrella.
Stephen Covey, Principles-Centered Leadership, advises, “Delegating effectively takes
emotional courage as we allow, to one degree or another, others to make mistakes on our
time, money, and good name. This courage consists of patience, self-control, faith in the
potential of others, and respect for individual differences. Effective delegation must be
two-way: responsibility given, respect received.”1
Warren Bennis, Learning to Lead, proposes, “Whether you are planning a novel or a
corporate reorganization, you need to know where you begin and where you want to end
up. Mountain climbers start climbing from the bottom of the mountain, but they look at
where they want to go and work backward to their starting point. Like a mountain
climber, once you have the summit in view, you can figure out all the ways you might get
there. Then you play with those choices—altering, connecting, compromising, revising
and imaging—finally choosing one or two routes. 2
It is our ill-conceived agreements that demand confrontations. As necessary course
corrections, they ensure our organization’s best path into the future. Embracing the art
and science of confrontations, practicing the creation of clear direct agreements,
delegation and communication, thwarts the headlock the status quo has on our thinking.
In That’s Not What I Meant!, Deborah Tannen warns of the consequences for
indirectness over purposeful communication When making agreements and delegating
roles and responsibilities, that casualness can be deadly. We misunderstand our need for
“saving face”. We act as if “indirectness” in our communications will protect us from
1
Pg 127
2
Pg 153
6. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 6
failures, rejections or refusal. Rather, our commitments need to go “on the record” and
not be dealt with indirectly either in action or word. Indirectness in communication, in
making and accepting agreements, contributes to the eventually need to confront some
conflicting circumstance. Indirect casual agreements create the negative circumstance we
have too often called confrontations.
Rather, indirectness is a breach of integrity that most certainly will lead to the need for
confrontation. We have all done it—asked an indirect question to save face with the real
one still hidden in the background and never asked. Not a good set up for honoring
agreements. First it’s the obvious ones—deadlines are missed; meetings not beginning or
ending on time; resources are not shared as needed; and performance reviews and
evaluations are delayed or left incomplete. Then it escalates— inappropriate use of
resources (money, influence, time, reputation, relationships, etc) and the disregard of
roles, responsibilities as the final breakdown of agreements. Warning: where even you
are casual, you will be become its causality.
“Within a culture of win, not lose, in order to maintain control, avoid embarrassment and
stay rational and in control…In order to avoid embarrassment and discomfort, we may
avoid or abdicate responsibility, not discuss the situation and gossip to others about the
situation.3
” This is the scenario Roger Martin reports in the Responsibility Virus. All that
just to save face, for what? Avoiding the giving of one’s word and keeping it!
Our organizations need us (volunteer leaders and staff) to do better. Often we do but
more practice is needed in both making appropriate agreements and keeping them if we
are ever going to shift to valuing the course-corrections confrontations can provide.
Again, the consequence of casual agreements and indirect communications points to the
need for a confrontation to clean up the mess. Why not create clean agreements,
communicated directly from the start?
Luckily in Deadline Busting, Drs. Laurie and Jeffrey Ford, offer practices we can all
follow. Since people too often say Yes but do No, knowing which is which is critical.
Working through these eleven questions on the front-end of volunteer and staff planning
just might allow for fewer breakdowns and the need for confrontations on the back end!
They offer several clues and cues:
1. Are you being too optimistic about the skills, resources, and time needed and not
realizing it?
2. Do we account for procrastination? It comes in many flavors—slow starter; immediate
starter but gets interrupted often; late to begin effort and many more.
3. Will the work get planned in “vague time” without actual scheduling time for results?
4. Do we account for unplanned stuff to alter the schedule/plan? It always does.
5. Do you have the right stuff—resources, skills, information, support and people?
6. Do people know (or bother to find out) what is actually supposed to be delivered?
7. Do we even realize some people will decide not to do what is promised? Some
deliberately so.
3
Pg 229
7. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 7
8. Are we aware that others will not ask for help but obviously needed to? Is it safe for
them to ask?
9. Who are the ones that never say No? It is part of the “I-can-do-everything” mindset of
some organizational cultures that needs to be retired.
10. Who acts like deadlines don’t matter? Why does the culture, volunteer and staff,
tolerate that? Would they rather suffer than confront the situation?
11. How do you know which people have unspoken differing interpretations of the
effort’s priority and value?4
Workability Is Confrontation’s Best Friend
What do great PR people know? Get out ahead of the issue before it is uncontrollable. Be
in action not reaction. Create a self-grading system to increase organizational awareness
of anything out-of-rhythm, look for people out of communication and deadlines missed.
It starts as a low level disturbance but if left unchecked, it becomes a deafening noise.
Pay attention to the timing of the circumstance, the frequency, how it occurs and the
consequences created by it. The idea is to interrupt bad performance and relationship
habits before they harm the organization’s values and results. Being casual about minor
disruptions only gives permission for huge breakdowns to occur.
In Principles-Centered Leadership, Stephen Covey talks about compassionate
confrontation—acknowledging error, mistakes and the need for us to make “course
corrections” in a context of genuine care, concern, and warmth, make it safe to risk. 5
He also advises us to pay attention to chronic conflict—the relationship between
organizational control over self-supervision. It occurs on the continuum between the
perception of maintaining the over-all integrity and direction of a project and its
continuity within the organization and self as demonstrated by autonomy. It is rarely an
either-or-situation.
He warns us to note our language models. He advises us to care enough about ourselves
and others involved in our project to confront what is between failure and success. Since
it appears that the alternatives to authentic confrontation are: belittling of others with no
resolution to the dilemma; criticizing others; never uncovering the root cause of the
breakdown; betraying confidences; gossiping about the others involved; and wasting
resources and reputation—confrontation begins to look quite appealing.
Paying attention to agreement breakdowns and addressing them sooner rather than later
takes being proactive to circumstances—being willing and able to respond. It is the root
of responsibility. This is a practice in leadership action and expression. During any
confrontational event, watch out for “Yeah Buts”. It is a clue that failed promises and
missed expectations, at the genesis of the confrontation, may not be fully revealed. There
is still a misunderstanding about what is expected and what actually happened.
4
Pg 12-20
5
Pg 108
8. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 8
When we view it in that way, ignoring and resisting confrontations make less and less
sense. As a breach of contract (perceived or actual), acting to resolve the situation and get
back on track seems obvious. Solutions are reached when the parties involved are
sufficiently motivated and enabled to act on the breach. Properly handled, problems are
resolved, the mistakes-made teach vital lessons that solidify future relationships.
This is exactly what Max De Pre, Leadership is an Art, is talking about when he says,
“communication both educates and liberates…To do work, we must learn (be educated)
what we expect of each other, where it fits, and what is the common vision. Then we are
freed up (liberated) to do our work better and fulfill our roles, responsibilities and
goals.”6
Confrontations are both educational and liberating for all involved. They are
desirable transition moments in an organization’s intention to step out of the status quo
and into tomorrow’s possibilities.
CSO Recommendations
• Staff and Boards may be at odds over desires for low risk and predictability vs.
innovation and flexibility. Respect volunteers as short term change agents and
manage your staff for the long term.
• Have BOD orientations. They are investments in leadership, keeping the
organization’s story of results and development alive. Model commitment to
continuous improvement through open communication.
• Be mindful of the volunteer refugees who are frustrated elsewhere in life and come
to volunteerism for attention and fulfillment, needing to prove self worth and
value.
• Educate and orient staff and volunteer leaders to have an understanding and
appreciation of association management as a professional career.
• Be willing to seek council from peers along the confrontation path.
• Define, in advance, your outcome(s) for success and what you want the
relationship to be at the end for the confrontation.
• Get to know yourself better in order to be an instrument of change, know your
ego’s needs vs. those of your BOD and staff.
• Ask the tough questions before the job is started or the initiative is launched. While
asking certain questions may seem risky, not asking them is riskier. Ask questions
that invoke, evoke and provoke authentic and necessary responses.
• Be clear what you are asking for and what promises you are asking others to keep.
• The more self-aware one is of what you and others are promising the less
confrontations occur.
• Make public the “Conditions of Satisfaction”, set criteria for ownership and outline
responsibility.
• Develop your emotional intelligence. Gain self-understanding for what causes
negative emotions, behaviors and attitudes. They constrain and misdirect
productivity, results and relationships.
• Trust allows for mistakes to be made and lessons to be learned, working together
for a solution.
• Everyone has something valuable to add when operating from partnership,
6
Pg 93-94
9. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 9
Pay attention—do not allow your partners to go out of communication.
• Clarify what generates great BOD and CSO performance. Have public agreements
on what that is, what it looks and sounds like, how it will be measured and the
difference all this makes to the organization’s success.
Conclusion
Your organization is alive with successes achieved and mistakes made. What matters are
the lessons being learned from both. Confronting which is which and why they each
occur keeps your organization vibrant and vital. Knowing the purpose for engaging in the
confrontation—its intention, desired results, outcomes and the difference to be made—
are critical. Confrontations are learning opportunities immediately involved as well as
upgrading opportunities for the organizational cultural. Keeping your organization
flexible, not casual, occurs in the language used to model commitment, delegate roles and
responsibilities, resolve difference, and come face-to-face with breakdowns.
Confrontation is not a dirty word.
Inquiry for Board, CSO, volunteers and staff
1. Moses, Gandhi, Rosa Parks, Abe Lincoln and Martin L. King all lived through
classic confrontations, each learning to model new behaviors. Create your own
“10 Commandments” for ethics, integrity and relationship on the job. Match each
with the necessary behavior to model and specify those to be retired.
2. What is the organizational process for creating and fulfilling agreements? How is
your status of these agreements? How is “partnership” in communication
practiced? What is your process for learning lessons from the mistakes made?
3. Plato said, “A society cultivates whatever is honored there”. Are confrontations
what you, your staff and Board honor? Is avoidance honored more than promises
kept and broken agreements resolved? What performance and relationship
behaviors are honored?
4. If you were inventing a poster to capture confrontation as a value, much like the
HR lithographs for integrity or success, what would be the compelling visual
image and its accompanying text?
10. Confrontation is Not a Dirty Word Rhea Blanken, Results Technology, Inc
(Appearing in the Journal of Association Leadership, summer 2008)
3/31/08 10
References
1.Critical Confrontations—Kerry Paterson, Joseph Grenny, Ron McMillan, Al
Switzler (2005), McGraw-Hill
2.Deadline Busting, How to be a “Star performer” in Your Organization—Laurie
Ford, PhD & Jeffrey Ford, PhD (2005), iUniverse, Inc.
3.How the Way You Talk Changes the Way You Work—Robert Kegan, Lisa Laskow
Lahey ((2001) Jossey-Bass
4.Influencer, The Poser to Change Anything—Kerry Patterson, Joseph Grenny, David
Maxfield, Ron McMillan, Al Switzler (2007) Magraw-Hill
5. Leadership is an Art—Max De Pree (1987) Doubleday
6. Learning to Lead, A Workbook on Becoming a Leader—Warren Bennis, Joan
Goldsmith (1997) Addison-Wesley
7. Managing By Influence—Kenneth Schatz and Linda Schatz (1986), Prentice-Hall,
Inc.
8. Managing Transitions, Making the Most of Change—William Bridges (1991),
Addison-Wesley Publishing Company
9. Principled-Centered Leadership—Stephen Covey (1992) Simon & Schuster
10. Six Thinking Hats—Edward DeBono, (1985), Key Porter Books Ltd.
11. Spiral Dynamics, mastering values, leadership and change—Don Edward Beck,
Christopher C. Cowan (1996) Blackwell Publishers
12. That’s Not What I Meant…How Conversations Style makes or Breaks
Relationships—Deborah Tanner, (1986), Ballantine Books
13. The 7-Habilts of Highly Effective People—Stephen Covey, (1990), Simon &
Schuster
14. The Extraordinary CEO—Doug Edie (1999), ASAE
15. The Forgotten Half of Change—Luc De Brabandere (2007) Dearborn Trade
Publishing
16. The Responsibility Virus—Roger Martin (2002), Basic Books
17. Using Conflict & Negotiation for Mutual Advantage, James Bailey, Ph.D.
(2007), speech
CSO Interviews
Michael Benjamin, M.P.H., CAE, Executive Director, FCCLA|
Virgil Carter, Executive Director, ASME
Jackie Eder-Van Hook, MSOD, Transition Management Consulting, Inc.
Susan Gorin, CAE, Executive Director, NASP
Tom Gorski, CAE
David Lorms, CAE, Principal, Core Concept Solutions, LLC
Cynthia Mills, CAE, CMC, President & CEO, TCIA
Rhea Blanken Results Technology, Inc.
Strategic Facilitator, Organizational Innovator and Creativity Guru
She can be reached at rheaz@resultstech.com