Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
The document discusses different negotiation styles and methods. It contrasts positional bargaining, where parties focus on defending their stated positions, from principled negotiation, which emphasizes separating people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and using objective criteria. Principled negotiation aims for an efficient and amicable agreement, unlike positional bargaining which can damage relationships and lead parties to compromise on positions rather than find mutually agreeable solutions.
The document discusses different negotiation strategies and frameworks. It describes principled or joint negotiation as the best approach, which involves separating the people from the problem, focusing on interests rather than positions, generating options for mutual gain, and relying on objective standards agreed by both parties. Principled negotiation aims for win-win outcomes through understanding different perspectives, identifying shared interests, and inventing options that satisfy everyone.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
This document provides guidance on developing negotiation skills. It discusses that negotiation involves parties working towards agreement while having conflicting interests. Good preparation, understanding each side's strengths and weaknesses, and selecting an appropriate strategy are emphasized. A win-win integrative approach where parties cooperate to find shared value is preferable to a win-lose distributive approach. Developing one's best alternative if no agreement is reached (BATNA) impacts negotiating power. Different roles like factual, relational, intuitive and logical negotiators are outlined. Key elements of successful negotiations include understanding interests, options, alternatives and the relationship between parties.
The document provides guidance on conflict management and resolution. It discusses determining the level and source of conflict, identifying one's conflict style, and resolving interpersonal and group conflicts. Tips are provided for supervisors to reduce workplace conflict by being a good leader, addressing issues promptly, and handling employee grievances and complaints in a fair and supportive manner.
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
The document discusses different negotiation styles and methods. It contrasts positional bargaining, where parties focus on defending their stated positions, from principled negotiation, which emphasizes separating people from the problem, focusing on interests rather than positions, inventing options for mutual gain, and using objective criteria. Principled negotiation aims for an efficient and amicable agreement, unlike positional bargaining which can damage relationships and lead parties to compromise on positions rather than find mutually agreeable solutions.
The document discusses different negotiation strategies and frameworks. It describes principled or joint negotiation as the best approach, which involves separating the people from the problem, focusing on interests rather than positions, generating options for mutual gain, and relying on objective standards agreed by both parties. Principled negotiation aims for win-win outcomes through understanding different perspectives, identifying shared interests, and inventing options that satisfy everyone.
10 ways to manage employee conflict and improve office communication .the workplace environment and team productivity disputes between employees are inevitable. But if left unresolved, they can disrupt your department’s productivity, sap morale and even cause some
good employees to quit.That’s why Business Management Daily has prepared this “workplace survival”
special report for managers, employees and HR professionals: Workplace
Conflict Resolution: 10 ways to manage employee conflict and improve office communication, the workplace environment and team productivity. Learn how to resolve workplace conflict on everything from refereeing staff
rivalries to dealing with a boss who’s throwing more than just a temper tantrum to managing co-worker resentment when you get a promotion.
This document provides guidance on developing negotiation skills. It discusses that negotiation involves parties working towards agreement while having conflicting interests. Good preparation, understanding each side's strengths and weaknesses, and selecting an appropriate strategy are emphasized. A win-win integrative approach where parties cooperate to find shared value is preferable to a win-lose distributive approach. Developing one's best alternative if no agreement is reached (BATNA) impacts negotiating power. Different roles like factual, relational, intuitive and logical negotiators are outlined. Key elements of successful negotiations include understanding interests, options, alternatives and the relationship between parties.
The document provides guidance on conflict management and resolution. It discusses determining the level and source of conflict, identifying one's conflict style, and resolving interpersonal and group conflicts. Tips are provided for supervisors to reduce workplace conflict by being a good leader, addressing issues promptly, and handling employee grievances and complaints in a fair and supportive manner.
Conflict is inevitable in workplaces where people have different perspectives and values. There are various stages of conflict from latent to open conflict. Conflict management involves skills like conflict resolution, self-awareness, and communication to de-escalate conflicts. Common causes of workplace conflicts include poor communication, insufficient resources, personality clashes, and leadership problems. Managing conflicts effectively requires addressing issues, building relationships, training, and procedures.
Persuading, influencing and negotiating skillsMohammed Gamal
This document discusses skills for persuading, negotiating, and influencing others. It explains that persuading involves convincing others to take action, negotiating involves reaching mutually agreeable agreements, and influencing encompasses both. The document provides tips for each skill, such as focusing on others' needs, using logical arguments, and subtly complimenting others. It also discusses laws of influence, such as reciprocity, authority, and social proof. The overall message is that these skills are important for many jobs and situations, and one must understand different negotiation strategies to be effective.
This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
This document provides information on building negotiation skills. It discusses key concepts in negotiation including defining negotiation, characteristics of a good negotiator, different negotiation styles and approaches, and tactics and strategies used in negotiation.
The document outlines different types of negotiators including factual, relational, intuitive, and logical negotiators. It also discusses the role of the lead negotiator in coordinating different roles. Concepts like BATNA, power dynamics, and handling deadlocks are covered. Finally, it touches on specific types of negotiations like sales, price, collective bargaining, and leasing negotiations.
Here are two ideas I can deploy from the document:
1. Create an effective elevator speech using the Premise-Pain-People-Proof-Purpose structure to influence others and effectively network.
2. Influence others using the principle of consistency by ensuring my words, beliefs, attitudes and actions align so that I appear consistent and trustworthy.
Negotiation PowerPoint PPT Content Modern SampleAndrew Schwartz
121 slides include: basic components of negotiation, questions to ask, identifying the issues, assembling the facts, negotiation success strategies, techniques, and tactics, pros and cons of various negotiation approaches, 22 characteristics of effective negotiation, mediation, arbitration, maximizing your appearance and mannerisms, how to's and more.
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
This document provides an overview of conflict management. It defines conflict and discusses conflict management, which aims to limit negative aspects of conflict while increasing positive outcomes. The document outlines various characteristics, types, indicators, and reasons for conflict. It then describes several techniques for managing conflict, including competing, collaborating, withdrawing, accommodating, compromising, and the A-E-I-O-U model. Advantages and disadvantages of different conflict management strategies are also presented.
Whether they take place at work or at home, with your neighbors or co-founder, crucial conversations can have a profound impact on your career, your happiness, and your future. You will learn how to: Prepare for high-impact situations, Make it safe to talk about almost anything, Be persuasive, not abrasive, Keep listening when others blow up or clam up, Turn crucial conversations into the action and results you want
The document discusses the key components of a business model canvas, which provides a simplified framework for developing new or documenting existing business models. It describes the nine blocks of a business model canvas - value propositions, target customers, distribution channels, customer relationships, key activities, key resources, partner networks, revenue streams, and cost structure. Each block represents an important aspect of a business model and the canvas allows businesses to visualize the interconnections between different components of the model.
17 Ways to Improve Customer Engagement using Emotional IntelligenceTentacle Cloud
This document provides 17 tips for improving customer engagement using emotional intelligence. Some of the key tips include training employees to develop emotional awareness and social skills so they can understand customers' feelings and needs, appointing agents who are suited for customer service work based on their temperament, and focusing on building bonds with customers through various engagement channels and by incorporating their feedback. Regular training using customer data from CRM systems can help agents learn to handle different customer scenarios appropriately.
This document discusses strategies for dealing with challenges at work. It notes that work can involve difficult bosses, subordinates, and peers. Some strategies discussed include acting with kindness, getting advice from mentors, observing situations objectively, facing fears and taking action, believing in one's abilities, taking coworkers out for happy hour to discuss issues, and creating a solid plan of action to solve problems. The document emphasizes staying positive, analyzing situations factually, and connecting different approaches to find sustainable solutions for overcoming challenges.
Negotiation skills is very important in day to day life be it a informal or formal situation a good negotiation skills can make you a successful person.
The document discusses topics related to team building training, including Tuckman's model of team development, understanding team dynamics using the Johari Window model, giving and receiving feedback, and managing a team. It also defines what a team is, lists barriers to effective team building, and provides contact information for MMM Training Solutions, the training consultancy offering team building programs.
This document discusses conflict management and resolution. It defines conflict as a disagreement between parties where each wants their views accepted over others. Conflicts are inevitable and cannot be predicted, but can be resolved. There are different views on conflict, from seeing it as always harmful to sometimes positive when encouraging new ideas. Conflicts have multiple causes and types, from interpersonal to between groups, and can be functional or dysfunctional for an organization. The document outlines the typical stages in a conflict process and different strategies for resolution, including problem solving, compromise, and third-party negotiation techniques. It emphasizes that conflicts cannot be eliminated but must be effectively managed.
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...JIGAR UNDAVIA
Workplace diversity provides competitive advantages for businesses including increased innovation, stronger team performance, and happier customers. To build a truly diverse workforce, companies must address unconscious biases, celebrate small improvements, and view diversity as a long-term goal rather than a short-term initiative. Tools like implicit bias tests and automated reference checks can help minimize biases during hiring. Leaders must model inclusive behaviors and engage employees in discussions about diversity to overcome resistance to change.
The document summarizes a book about crucial conversations - high-stakes discussions where opinions vary and emotions run strong. Chapter 1 defines crucial conversations and explains their importance. Chapter 2 previews tools for preparing, talking, listening and acting together during crucial conversations. Chapter 3 discusses focusing on mutual goals and clarifying personal motives. The book provides skills and models for identifying risks, restoring safety, sharing perspectives respectfully and reaching agreements to solve problems through crucial conversations.
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
Persuading, influencing and negotiating skillsMohammed Gamal
This document discusses skills for persuading, negotiating, and influencing others. It explains that persuading involves convincing others to take action, negotiating involves reaching mutually agreeable agreements, and influencing encompasses both. The document provides tips for each skill, such as focusing on others' needs, using logical arguments, and subtly complimenting others. It also discusses laws of influence, such as reciprocity, authority, and social proof. The overall message is that these skills are important for many jobs and situations, and one must understand different negotiation strategies to be effective.
This document discusses conflict management. It defines conflict and describes its antecedents, episodes, and aftermath. It discusses forms of conflict including task, process, and relationship conflict. Causes and consequences of conflict are explained. Different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating are outlined. The importance of self-awareness, awareness of team dynamics through stages of group development, and taking appropriate action are emphasized for effective conflict management.
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
The document discusses several key points about handling conflict in the workplace:
1. Conflict is a natural part of any team that, if handled constructively, can promote growth and problem solving.
2. Common sources of workplace conflict include differences in preferred work methods, sharing of limited resources, priorities, personality styles, power struggles, and underlying values.
3. When resolving conflicts, parties should clearly identify the problem, allow all perspectives to be heard, identify desired outcomes, find compromises, and consider preventative measures going forward.
4. Fostering a culture of civility and maintaining good relationships can help reduce conflicts in the workplace.
This document provides information on building negotiation skills. It discusses key concepts in negotiation including defining negotiation, characteristics of a good negotiator, different negotiation styles and approaches, and tactics and strategies used in negotiation.
The document outlines different types of negotiators including factual, relational, intuitive, and logical negotiators. It also discusses the role of the lead negotiator in coordinating different roles. Concepts like BATNA, power dynamics, and handling deadlocks are covered. Finally, it touches on specific types of negotiations like sales, price, collective bargaining, and leasing negotiations.
Here are two ideas I can deploy from the document:
1. Create an effective elevator speech using the Premise-Pain-People-Proof-Purpose structure to influence others and effectively network.
2. Influence others using the principle of consistency by ensuring my words, beliefs, attitudes and actions align so that I appear consistent and trustworthy.
Negotiation PowerPoint PPT Content Modern SampleAndrew Schwartz
121 slides include: basic components of negotiation, questions to ask, identifying the issues, assembling the facts, negotiation success strategies, techniques, and tactics, pros and cons of various negotiation approaches, 22 characteristics of effective negotiation, mediation, arbitration, maximizing your appearance and mannerisms, how to's and more.
The document summarizes the five dysfunctions of a team according to Patrick Lencioni's model. The five dysfunctions are: 1) absence of trust, where team members are unwilling to be vulnerable; 2) fear of conflict, which prevents productive ideological debate; 3) lack of commitment, when teams fail to make definitive decisions in a timely manner; 4) avoidance of accountability, when teams avoid holding each other accountable for performance; and 5) inattention to results, when teams focus on individual goals rather than collective outcomes.
This document provides an overview of building high performing teams. It defines a team and outlines Tuckman's four stages of team development: forming, storming, norming, and performing. Developing high performance requires strong leadership to provide direction and inspire the team. It also requires understanding team members' strengths and roles. Finally, teams must establish effective methods of communication, problem solving, and conflict resolution. Regular assessment and maintenance is needed to sustain team performance over time.
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
This document provides an overview of conflict management. It defines conflict and discusses conflict management, which aims to limit negative aspects of conflict while increasing positive outcomes. The document outlines various characteristics, types, indicators, and reasons for conflict. It then describes several techniques for managing conflict, including competing, collaborating, withdrawing, accommodating, compromising, and the A-E-I-O-U model. Advantages and disadvantages of different conflict management strategies are also presented.
Whether they take place at work or at home, with your neighbors or co-founder, crucial conversations can have a profound impact on your career, your happiness, and your future. You will learn how to: Prepare for high-impact situations, Make it safe to talk about almost anything, Be persuasive, not abrasive, Keep listening when others blow up or clam up, Turn crucial conversations into the action and results you want
The document discusses the key components of a business model canvas, which provides a simplified framework for developing new or documenting existing business models. It describes the nine blocks of a business model canvas - value propositions, target customers, distribution channels, customer relationships, key activities, key resources, partner networks, revenue streams, and cost structure. Each block represents an important aspect of a business model and the canvas allows businesses to visualize the interconnections between different components of the model.
17 Ways to Improve Customer Engagement using Emotional IntelligenceTentacle Cloud
This document provides 17 tips for improving customer engagement using emotional intelligence. Some of the key tips include training employees to develop emotional awareness and social skills so they can understand customers' feelings and needs, appointing agents who are suited for customer service work based on their temperament, and focusing on building bonds with customers through various engagement channels and by incorporating their feedback. Regular training using customer data from CRM systems can help agents learn to handle different customer scenarios appropriately.
This document discusses strategies for dealing with challenges at work. It notes that work can involve difficult bosses, subordinates, and peers. Some strategies discussed include acting with kindness, getting advice from mentors, observing situations objectively, facing fears and taking action, believing in one's abilities, taking coworkers out for happy hour to discuss issues, and creating a solid plan of action to solve problems. The document emphasizes staying positive, analyzing situations factually, and connecting different approaches to find sustainable solutions for overcoming challenges.
Negotiation skills is very important in day to day life be it a informal or formal situation a good negotiation skills can make you a successful person.
The document discusses topics related to team building training, including Tuckman's model of team development, understanding team dynamics using the Johari Window model, giving and receiving feedback, and managing a team. It also defines what a team is, lists barriers to effective team building, and provides contact information for MMM Training Solutions, the training consultancy offering team building programs.
This document discusses conflict management and resolution. It defines conflict as a disagreement between parties where each wants their views accepted over others. Conflicts are inevitable and cannot be predicted, but can be resolved. There are different views on conflict, from seeing it as always harmful to sometimes positive when encouraging new ideas. Conflicts have multiple causes and types, from interpersonal to between groups, and can be functional or dysfunctional for an organization. The document outlines the typical stages in a conflict process and different strategies for resolution, including problem solving, compromise, and third-party negotiation techniques. It emphasizes that conflicts cannot be eliminated but must be effectively managed.
5 Ways Workplace Diversity Is a Competitive Advantage and Concrete Ways to Ob...JIGAR UNDAVIA
Workplace diversity provides competitive advantages for businesses including increased innovation, stronger team performance, and happier customers. To build a truly diverse workforce, companies must address unconscious biases, celebrate small improvements, and view diversity as a long-term goal rather than a short-term initiative. Tools like implicit bias tests and automated reference checks can help minimize biases during hiring. Leaders must model inclusive behaviors and engage employees in discussions about diversity to overcome resistance to change.
The document summarizes a book about crucial conversations - high-stakes discussions where opinions vary and emotions run strong. Chapter 1 defines crucial conversations and explains their importance. Chapter 2 previews tools for preparing, talking, listening and acting together during crucial conversations. Chapter 3 discusses focusing on mutual goals and clarifying personal motives. The book provides skills and models for identifying risks, restoring safety, sharing perspectives respectfully and reaching agreements to solve problems through crucial conversations.
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
Crucial Conversations: Effective Communication When It Matters MostInnoTech
This document outlines strategies for effective communication during crucial conversations. It discusses how silence and violence can destroy crucial conversations and notes that true confidence involves speaking one's voice while making space for others. It presents a framework for crucial conversations that involves searching for "AND" solutions rather than "either/or" options, using emotions as data rather than fuel, and following a respect roadmap that maintains respect throughout the discussion. The goal is to have conversations where all voices are heard and relationships and goals are maintained.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. It defines crucial conversations as important discussions where opinions differ and emotions run high. Such conversations include disagreements with bosses, spouses, or coworkers. The document notes that people often handle these conversations poorly when under pressure. It outlines skills taught in the book for having dialogue where all parties can respectfully share their perspectives to find mutually agreeable solutions. These include focusing on understanding different viewpoints rather than just asserting your own and working to develop a shared understanding.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High". It discusses that crucial conversations are important discussions when opinions vary, stakes are high, and emotions run strong. These conversations require specific skills like making others feel safe to share openly without attacks. The document outlines tools like STATE to share your perspective and AMPP to understand others. It also discusses different methods to make decisions and commitments to reach mutually agreeable actions from crucial discussions.
This document summarizes the key points from the book "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillian & Al Switzler. The book teaches skills for having crucial conversations, which are high-stakes dialogues about important topics that require discussing sensitive issues. It discusses how to avoid common unproductive responses like fighting, flighting, or accepting the "sucker's choice" of truth versus relationship. The book provides tools for making conversations safe, keeping unhealthy goals in check, and strengthening relationships even during difficult discussions.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
People Risks, Compliance Motivation and Culture Part 2 Ve 20090818Keryl Egan
Part 2 uses the hypothetical Blue Sky Bank to illustrate how Influencer methodology provides a framework for cultural change to achieve improved compliance motivation and corporate social responsibility.
Leading Formative Instructional Practices -Leadership conference handoutsohedconnectforsuccess
June 27, 9 – 10am, Room: Franklin C
This session will discuss how leaders can help transform their school culture and help educators become more effective by leading and supporting the use of formative instructional practices. Explore the roles of teachers, leaders, coaches, and students in a formative learning system. Learn what it looks like when all school stakeholders use the core components of formative instructional practices successfully.
Main Presenter: Kathy Sturges, Hamilton County Education Service Center
Co-Presenter(s): Michelle Clapsaddle, Hamilton County Education Service Center; Virginia Ressa, Ohio Department of Education
The document summarizes crucial confrontations as face-to-face accountability conversations that occur when someone has not upheld an agreement. The conversations are held with respect and aim to jointly find a solution. It also outlines a cycle of behavior and recommends ways to prepare for and have constructive crucial confrontations, such as by understanding different perspectives, describing objective facts without assumptions, and considering how to make the conversation safe and productive.
This training overview provides information on a Crucial Confrontations training course. The training is designed to teach individuals and teams how to effectively hold others accountable by willingly and effectively addressing problems or violations. The training is based on over two decades of research and teaches a proven step-by-step process for resolving issues in a way that improves performance, accountability, and relationships. The 14-hour course uses video examples and in-class exercises to teach skills like determining when and how to have crucial confrontations, getting one's emotions under control before confronting others, and keeping discussions focused on solutions rather than blame.
Agile 2012 inside out leading change from the middleEd Kraay
Large companies are adopt Agile Software Development in greater numbers. They are either adopting top down or bottom up. Left out of this conversation is the crucial role that middle management plays in an Agile adoption. Using behavioral change tools, lean management tools, this presentation shows how to help management realize their role is to mentor and guide through problem solving.
The document advertises a Crucial Conversations training program to help drive behavior change through effective communication. It notes most clients want increased business outcomes like productivity and engagement, but change does not always follow even with the right resources in place. The Crucial Conversations program teaches communication skills to have difficult conversations between team members, leaders and employees, and employees and customers. It has been effective for over 2 million people across 22 languages. The advertiser is an associate of the Australian licensee for the program.
This document discusses how requirements are handled in Scrum projects using user stories. It explains that in Scrum, requirements are handled through ongoing conversations between stakeholders and the development team, rather than being fully defined upfront in documentation. User stories are used as placeholders to represent requirements at varying levels of detail and promote these conversations. The document outlines best practices for writing effective user stories using the "INVEST" criteria of being Independent, Negotiable, Valuable, Estimatable, Small, and Testable.
This document outlines an agenda for a 2-hour Crucial Conversations training. It will be split between discussing concepts and practicing skills in groups. The training will cover how to identify high-stakes conversations, understand different approaches people take and make better choices. Participants will learn about seeking shared understanding rather than just fighting or fleeing, and how to manage strong emotions. Role plays are used to practice applying the skills, such as making conversations safe by being honest yet respectful. The overall goal is to empower people to have better quality conversations that improve their lives.
The document discusses the "pyramid principle" for effectively structuring written documents. It argues documents should be organized in a pyramid structure, with the main point or conclusion at the top, supported by increasingly detailed explanations below. This structure mirrors how the human mind naturally imposes order and groups related ideas. The pyramid structure forces the writer to only present information to the reader as needed. Within this structure, each level of the pyramid should contain summaries of the ideas from the level below.
This document discusses sales objections and how to handle them effectively. It defines an objection as anything that slows down or stops the buying process. Objections should be viewed as opportunities to provide more information to prospects. The document outlines different types of objections including related to need, price, features, time, and source. It provides techniques for handling objections such as boomerang, chunking, conditional close, and LAARC. After addressing objections, salespeople should use a trial close to determine if further objections exist before proceeding to close the sale. If objections cannot be overcome, the presentation should be focused on key benefits before attempting to close.
Social Determinants of Health: Why Should We Bother?Renzo Guinto
Presentation delivered during the 2nd Social Oncology Forum with the theme "Social Determinants of Health in Agricultural Communities." November 10, 2013, Benguet State University, La Trinidad, Benguet.
The document describes an Influencer Training course from VitalSmarts that teaches proven strategies for leading change initiatives and influencing others. The 15-hour course uses videos, tools, and practice to help participants diagnose problems, identify high-leverage behaviors to change, rely less on authority and more on motivation, and develop influence strategies. Participants learn VitalSmarts' Influencer Model and Six Sources of Influence to overcome problems through multiple personal, social, and structural approaches. Ongoing online resources provide post-training support to strengthen skills.
The document summarizes four training programs offered by VitalSmarts to improve individual, team, and organizational performance:
1. Crucial Accountability teaches a process for holding others accountable to expectations in a way that solves problems and improves performance.
2. Change Anything teaches skills for recognizing personal influences and designing effective individual change strategies.
3. Crucial Conversations teaches skills for open dialogue and creating agreement around difficult topics to make high-quality decisions.
4. Influencer teaches strategies for driving rapid organizational change by countering forces of resistance and motivating change through influence rather than authority.
The document summarizes four training programs offered by VitalSmarts to improve individual, team, and organizational performance:
1. Crucial Accountability teaches a process for holding others accountable to expectations in a way that solves problems and improves performance.
2. Change Anything teaches skills for recognizing personal influences and designing effective individual change strategies.
3. Crucial Conversations teaches skills for open dialogue and creating agreement around difficult topics to make high-quality decisions.
4. Influencer teaches strategies for driving rapid organizational change by countering forces of resistance and motivating change through influence rather than authority.
The document describes Viral ChangeTM, an innovative approach to managing organizational change through defining and encouraging a small set of non-negotiable behaviors. These behaviors are imitated and spread through peer networks to create sustainable cultural changes. The process identifies champions to launch and endorse the new behaviors. Internal communication supports the spread of change through storytelling and viral messaging. Additional services like training and accelerated conversations help organizations implement Viral ChangeTM.
Mentor 3 Due Today Apr 11 Power OB 13 XC 3 Due Apr.docxARIV4
Mentor 3 Due Today
Apr 11 Power OB 13 XC 3 Due
Apr 13 Organizational Culture OB 15 Team Folder Due
Apr 18 Organization Culture
Organization Structure & Change
OB 14
OB 15
Mentor 4 Due
Apr 20 Communication
OB 8
Apr 25-27 Team Presentations
Team Paper submitted
and Project
Presentations made
May 2 Managing Stress OB 7 Mentor 5 Due/XC 4
May 4 Course Wrap Up
Mentor Dinner
Team Debrief
Final Date for Late
Assignments
Attendance Required
Week of May 11 Final Exam
Section 21 – Monday 10:00 AM
Section 22 – Wednesday 12:30 PM
Exam Chapters 7, 8,
12,13,14,15,
Course Schedule
Talya Bauer and Berrin Erdogan
Chapter 13 Power
& Politics
Debate: Is using power on your team or
in an organization where you work good or
bad.
Power
Power is the ability to influence
the behavior of others to get
what you want.
Positive and Negative Consequences of Power
Positive Consequences
• Organize people
• Achieve goals
• Empowering employees to
make decisions
– Motivation
– Retention
– More Productivity
– Better Service
Negative Consequences
• Abuse
• Conformity
• Threatening others
• Errors in judgment
• Failure to listen
Bases of Power
• Power that comes from a role or
position
Legitimate
• The ability to grant a reward
Reward
Power
• The ability to take something away or
punish someone for noncompliance
Coercive
Power
• Knowledge and skills
Expert
Power
• Special access to specific information
Information
Power
• Stems from personal characteristics of
the person
Referent
Power
What is the source of power for
these jobs?
Question
Who is the most powerful person on your team?
What is the source of their power?
Videos/3. Power_ Why Some People Have It and Others Don't.mp4
Whole Foods
Videos/2. How workers spur Whole Foods innovation.flv
Power
The Relationship Between
Dependency and Power
Dependency
Scarcity
Importance
Substitutability
Positive and Negative Consequences
of Power
Conformity refers to people’s tendencies to behave
consistently with social norms.
The
Milgram
Study
The Asch
Study
The
Zimbardo
Study
Videos/1A. Milgrim.mp4
Videos/1. Asch Conformity Experiment.flv
Videos/1C. Zimbardo.mp4
Videos/1B. Zimbardo's Prison Study - YouTube.flv
The Abusive Boss/Coach
2:15
Videos/1C. Ex Rutgers Coach Mike Rice Speaks Out.mp4
Power Around the Globe: Power
Distance
High
• Brazil
• Hong Kong
• Arab Nations
• The Philippines
• Venezuela
• Spain
Low
• Australia
• The Netherlands
• Sweden
Power distance refers to
how concentrated power is
and how hierarchical a
given system might be.
Telling Your Boss
He Made A Mistake
• You are a team member that is developing an
important customer presentation that will be very
important to your company’s future. Your boss is
rehearsing the presentation which he will make. You
not ...
Trust: How to Get It, Keep It, Measure It and Regain It Paine Publishing
This document summarizes Katie Paine's presentation on trust measurement. It discusses what trust is, factors that influence trust like competence and integrity, and how trust can be measured. It provides examples of trust measurement statements and describes a case study where a non-profit used a trust index to measure different trust drivers among stakeholders. Key takeaways are to define important stakeholders, identify relevant trust questions, conduct surveys over time, and analyze results for insights to improve trust.
The document summarizes Gabriel Eckert's book "From Insight to Action: 6 New Ways to Think, Lead and Achieve". The book presents six emerging leadership competencies: powerful questions, 360-degree thinking, understanding change, heightened intuition, dynamic decision making, and diversity of thought. It provides tools and strategies to help leaders in each of these areas. The book is available for purchase from the American Society of Association Executives.
This document describes a Courageous Conversations Masterclass that teaches managers and leaders effective strategies for having straightforward conversations to address challenging issues. The masterclass helps participants understand what inhibits effective conversations and provides tools to overcome limitations. Attendees work on real-life cases to practice skills. Regular courageous conversations across an organization can change its culture by improving decision-making, performance, and confidence. Corporate clients report benefits like increased productivity, avoided lost contracts, and improved problem-solving after implementing this training.
This document provides an overview and objectives of an operations management chapter. It defines operations management as managing resources and transformation processes to produce products and services. It describes decisions operations managers make around production scheduling, inventory management, and quality levels. It also discusses the differences between manufacturing and service organizations and historical developments and current trends in operations management.
Managing stakeholders as critical success factor in operational excellenceThe Jamilah H
Knowing stakeholders is the key thing in any transformational or continuous improvement initiatives, The presentation covers both high level and inter personal level of stake holders management techniques.
Among key contents are 7 Prevention Steps of Stakeholders misalignment and tools for Stakeholders Planning, Stakeholders Mapping, and Stakeholders Support Level.
This document summarizes the Fierce program, which aims to transform organizational culture and behaviors through effective conversations that promote accountability and leadership development. It provides examples of how beliefs and behaviors may shift as a result of the program, such as focusing more on results than activities, embracing collaboration over competition, and addressing problems rather than avoiding them. The program outcomes include solving recurring issues, making better decisions, and developing leadership and coaching skills to build engagement and performance.
High Stakes Holistic and Integral Coaching for a Meaningful and a Sustainable...Svetlana Dimovski
In fast-changing, ambiguous, interdependent and digitally-empowered world, leadership is pressured to look at the growth from a fresh perspective. This is where we can best help. Our approach to growth strategy is integral and holistic. When stakes are high, we focus on facilitating deep insights and actions that promote sustainable results with a restored sense of wholeness for our clients.
The integral and holistic approach is multifaceted, and as such, it is very effective in complex, ambiguous and fuzzy situations (e.g. organizational or personal reinvention, leading across an ecosystem without authority or governance, discovering new growth path or a new growth field, etc.).
Integral approach potentiates deeper awareness, better understanding, and easier integration of insights accessed through different ways of knowing and doing. When we come from more parts of our being, we live, move, and grow more congruently, so that our actions produce desired meaningful outcomes rather than false starts.
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Are you a Business Consultant, Coach, or Mentor? Looking for fantastic tools and resources available to you 24/7 to assist your clients? Then try FAQSupport.
Organizational change can involve changes to an organization's mission, structure, people, culture, knowledge, policies, processes, technology, products, or integration of these elements. There are many types of resistance to change, which can be covert or overt. To overcome resistance, leaders should understand the sources of resistance, identify grassroots supporters to engage others, communicate frequently and credibly about challenges and progress, use diverse communication channels, admit mistakes, and monitor progress.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
This presentation describes the challenges faced during Change Programmes and how Social Media strategies can be used to massively improve communications within an organisation during Change
If you are better at influencing others, your negotiation, communication, work assignment, and even marketing and sale will become easy bringing agility to your tasks. Influence not only affects the agility of tasks but when you want to convince management to transform to agility, having influence can also help in making work easy. For product owners, agile coaches, and executives their influence on subordinates, decides what result they can derive from their teams. When it comes to marketing and sales influence not only affects actions but also affects the way how others feel, think, and talk.
Workplace Mediation: What it is and how it worksShorebird RPO
Workplace mediation is a process that uses a neutral third party to help resolve conflicts in the workplace. The mediator facilitates open dialogue between the parties to help them identify issues, increase understanding, and jointly agree on outcomes. Mediation can benefit organizations by reducing costs associated with conflicts, improving relationships, and allowing staff to focus on productive work. It also benefits employees by giving them a voice and sense of control in resolving issues. The mediation process involves understanding each side's perspective on the content, interactions, and expectations related to the conflict before helping the parties compromise and find an acceptable resolution.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
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This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
4. When to use our products - a comparison chart Influencer Strategies for Leading Personal, Team, and Organizational Change Strategies for solving persistent and resistant problems that require a change in behaviour Watch a 3 minute demo presentation – go to the link – http://tours.sapha.com/influencer?=frombanner Crucial Confrontations Skills for Improving Accountability Tools for improving Accountability, execution and performance Watch a 3 minute demo presentation – go to the link – http://hooktours.com/8088840/ Crucial Conversations Skills for Creating Open Dialogue and Resolving Disagreement Tools for improving decision making, engagement, and trust by fostering candid dialogue about high-stakes, emotionally, and politically risky topics Watch a 3 minute demo presentation – go to the link – http://hooktours.com/8058847/?=fromcc1pagesidebar Use when: • You need a proven approach to solving problems that have resisted traditional change efforts and may have been around for years. • Your problems are based on deeply entrenched habits • There is resistance to change • You have a history of trying to make changes and failing — leading to low credibility and confidence in any new efforts. • Problems are rooted in multiple causes requiring multiple strategies. Several factors combine to encourage behaviours you do not want, or to limit the behaviours you do want. • You want to effect change across and entire organization or system. • The changes you wish to make require far more than the ability to simply persuade a few people to alter what they ’ re doing. Use when: • You see noncompliance with known policies, procedures, government standards, safety regulations, etc. • Successful execution depends on processes and people that you are accountable for in some way. • You see spotty or variable performance. • Performance has reached a plateau and is not improving. • You must conduct performance reviews. • Poor performance is repeatedly discussed, but you fail to get to the root cause. • Individuals are not keeping commitments they make. Use when: • Good ideas are not heard or remain hidden. • People withhold feedback and important information from management. • Your projects require collaboration from various individuals and stakeholders. • Important decisions must be made. • Employee engagement is low. • There are undiscussable issues. • You do not know how to start tough conversations. • People cannot resolve conflicts. • The environment seems emotional and political
6. The Definition Whenever you are not getting the results you are looking for, its likely that a crucial conversation is keeping you stuck. Whether it’s a problem with poor quality, slow time to market, declining customer satisfaction, or strained relationship, if you can’t talk honestly, you can expect poor results.
7. Crucial Conversations® – Tools for talking when stakes are high • Resolve disagreements—accurately address concerns by talking respectfully, candidly and skillfully with someone in a safe way. • Build acceptance rather than resistance—give and receive feedback in a way that enhances relationships and improves results. • Speak persuasively, not abrasively–effectively talk about high-stake, emotional and controversial topics. • Foster teamwork–get the right people involved in a way that ensures better decision- making and guarantees commitment and conviction. Discover how Crucial Conversations training will drive change for good throughout your organization, enabling you to:
13. Awards and Recognitions ! ! ! Crucial Conversations® won the top training product of the year by HR Executive Magazine. VitalSmarts ranks #2,509 on the 2009 Inc. 5000 list of fastest growing companies in America. VitalSmarts was ranked #20 on the list of the fastest-growing companies in Utah Valley Influencer Training was named one of the five top training products of the year by Human Resource Executive Magazine for its ability to deliver results. Browse the following link to know more: http://www.vitalsmarts.com/awards.aspx VitalSmarts receives a silver and two bronze awards from the 29th Annual Telly Awards for outstanding videos TELLY AWARDS
14. Useful links. . . www.vitalskillsintl.com Research and white paper www.silencefails.com Project management related research www.silencekills.com Health care related research www.vitalsmartscanhelp.com More and more videos
Editor's Notes
Begin with quick introductions around the room. First a quick frame: Life is full of diversity, strong points of view, and disagreements. When disagreements exist, we think it works best if people are able to speak up and resolve their disagreements--if they use dialogue to turn disagreements into synergy, and synergy into results. In the same way we believe we live in a world where disappointment and bad behavior are possible. Sound right? And we believe it works best if people are able to confront people who fail to keep their word, who disappoint us—that people need to hold each other accountable. Does this make sense? Let’s begin by looking at a bit of bad behavior. We’ll see a 60 second clip of a sixth grader’s science project. He’s going to butt in front of people who are standing in busy lines. The idea is to see how they respond to his bad behavior.
So, we’ve watched the best (about 10,000 hours) when the stakes were high the other person was more powerful and the he or she was likely to become defensive One of our original assumptions was that those who got results did so at the expense of the their relationships, and were floored to find out that those who were the best strengthened the relationship as they pushed toward results. In many cases the other person agreed with concerns and even changed their behaviors We’ve now trained over 300,00 people in this approach.
About Crucial Conversations® Training—Whenever you’re not getting the results you’re looking for, it’s likely that a crucial conversation is keeping you stuck. Whether it’s a problem with poor quality, slow time-to-market, declining customer satisfaction, or a strained relationship, if you can’t talk honestly, you can expect poor results. This award-winning training infuses classroom time with original video clips and examples. Course pacing is active and engaging, with structured rehearsals and in- tense class participation. The Crucial Conversations course delivers a powerful set of influence tools that builds teams, enriches relationships, and improves end results. Participants acquire the skills that help them step up to and handle high-stakes issues.
We’ve summarized our findings in two books: Crucial Conversations and Crucial Confrontations
Transition: “The authors of Influencer looked at their research of these and others like them, they found that they all used a similar systematic way of bringing about change. Their findings resulted in a model for influence.”
Discuss: “The study of the most successful influencers results in this Influencer Model; a model for bringing about behavior change in any realm. (You should be familiar with the 2-minute model challenge from your trainer certification; this is a chance to use what you learned.) This model provides an overall process and specific strategies to get change going and to make sure it lasts. First, you need to clarify your desired outcome (Clarify Measurable Results), and how you’ll measure whether or not you’ve accomplished it. After you have a clear outcome, identify a few high-leverage actions you need people to do in order to achieve that result (Find Vital Behaviors). We often believe that if we identified the result we want and the actions we’d like people to take to achieve that result, people will automatically change; but it’s more difficult than that. Next, you need to identify the barriers that are getting in the way of the actions you want people to take. You need to identify all the areas that your world is perfectly setup to encourage the wrong behaviors and put in place things that encourage the right behaviors. The truth is, people are reluctant to change for a variety of reasons—some motivation, some ability. Sometimes people don’t want to change, and other times they aren’t able to change or don’t know how to change. On the social side, we are subject to peer pressure to act in certain ways, and many times people we rely on for help and support don’t come through for us. Also, consider whether rewards systems are aligned for the change and whether or not people have the tools and resources necessary. Influencer provides strategies to overcome barriers in all these areas.” Transition: “Let’s go back to our hand-washing case.”
Discuss: “Diagnosing why this doctor behaves the way he does requires identifying all the areas in which his world is perfectly setup to encourage the wrong behavior. The truth is, he (and other healthcare professional who don’t wash their hands) probably doesn’t change his behavior for a variety of reasons (not just one)—some motivation, some ability. He may not want to change, or maybe isn’t able or doesn't know how to change. On the social side, he may be subject to peer pressure to not wash his hands (others are pushing him to see more patients in a short amount of time or the behavior is not socially acceptable); maybe the people he relies on for help and support are actually making it harder for him to wash up (nurses scheduling too many patients). We also need to consider whether rewards systems are aligned for the change (Is the behavior on their performance review?) and whether or not people have the tools and resources necessary (Are the sinks in convenient spots? Are their hand sanitizers in convenient spots?).” “ When we consider our influence challenges, have we been focusing on just one source or many?” Transition: “We live in a quick-fix world. Many times we are looking for that ‘silver bullet’ that is going to change everything. These master influencers teach us that one strategy is not even almost enough to change behavior in lasting way. The key is the six-source model.”
Again, the overall purpose of the Crucial Conversations course is to turn disagreements and differences into dialogue. To turn diversity into synergy and synergy into results.
Now let me turn for a moment to the instructional design. We’ve been talking about results. So how do move from concepts in a book/manual to a change in behavior at work? This is brief section for instructional design freaks like me. Our training design is based in social cognitive learning theory. For training to have an impact it needs to overcome four barriers: Conceptual: (Videos) people need to be able to understand and remember the skills. If they don’t, then they’ll not use or misuse the skills. Behavioral: (Hand out) these are performance skills. People need to be able to perform them. Motivational: (Acid Test) people need to see immediate, important applications. Attentional: (Contract Cards + Six Months Mastery Mission) this is the biggest obstacle training faces. People leave the training and don’t even notice the opportunities to use the skills. We build concepts using video, discussion, and debate—interactive self-discovery. We build behavioral skills using lots of practice that we make engaging and fun. We make sure applications are clear—using group exercises and Acid Tests. We tackle the Attentional problem using contracts that begin where the training session ends. We also use free Web seminars and weekly opt-in email reminders. Together, these are the elements that guarantee the success of these programs.