DCP Cooperation Irving ISD

1
COOPERATION
Diversified Career Preparation
The Academy of Irving ISD
2005

www.gvtc.org/workethicsonline 2
Getting Along
With People

Cooperation
Getting Along With People
 Avoid Hasty Judgments
 Beware of Bias or Prejudice
 Be Careful When Criticizing
 Listen Closely
 Admit Your Mistakes
 Give Credit
 Carry Your Share of the Load
 Guard Your Tongue

Cooperation
Getting Along With People
 Keep Your Promises
 Be Careful of Others’ Feelings
 Be Cheerful
 Avoid Listening to Gossip
 Speak Kindly of Others
 Smile
 Don’t Hold a Grudge

Developing Leadership
Skills

Cooperation
Developing Leadership Skills
 Leaders have special point of view
 Aim: get people to do things
 NOT TRUE: being a supervisor is easy –
anybody can give orders
 Ordering people about loses productivity;
bossing is not leading and causes resentment
 TRUE: lead, not boss
 Leaders get more out of people than
bosses do.

Cooperation
Developing Leadership Skills
The tone of the request in the second example would
encourage Cody to join the effort to get the work done.
““Cody, I expect you to get this repair done by 4 p.m.Cody, I expect you to get this repair done by 4 p.m.
today, or I want to know why.”today, or I want to know why.”
““Cody, I’m working on the Walker site this afternoon,Cody, I’m working on the Walker site this afternoon,
but this repair needs to be done by 4 p.m. today.but this repair needs to be done by 4 p.m. today.
Could you try to get it done? If you need any help, letCould you try to get it done? If you need any help, let
me know, and I’ll see what I can do.”me know, and I’ll see what I can do.”
COMPARE EXAMPLES. PREFERENCE?

Cooperation
Developing Successful Leaders
 Leaders do not let their feelings control them.
 When angry or annoyed, they do not explode.
 When frustrated, they do not sulk.
 Leaders are more democratic than dictatorial.
 They encourage people rather than order them
around.

Cooperation
 Leaders set realistic goals that are challenging
but not impossible for their employees to
achieve.
 Leaders build group loyalty by seeing that
workers are rewarded for their good work. They
do not try to take all the credit for a job well
done.
 Leaders continually question themselves.
 They do not think that everything they do is
wonderful or right.

Cooperation
 They are able to accept constructive criticism
and use it to improve their leadership abilities.
 Leaders are competitive.
 The desire to excel is a motivator for them.
 Because leadership skills are developed—you
are not born with them—don’t forget to give your
leadership skills a workout at every opportunity.

Cooperation
 This does not mean that you should go around
telling people what to do, but be aware of
opportunities to be a leader.
 For instance, when working with a group, try to
get a cooperative effort from the group rather
than have everyone pulling in a different
direction.

Cooperation
 You can provide leadership by taking actions that
would help the group complete its task and by
helping the group members maintain good
working relationships.
 Such practice will help you develop your own
leadership style.

Conflict Management

Cooperation
Conflict Management
Avoidance
 Refrain confrontation; refuse to take a stance or
by physically leaving or by “tuning out”
 Ineffective way to hide; do not disappear when
ignored
 Example: ostrich buries head in sand when
faced with unpleasant situation

Cooperation
Conflict Management
Avoidance
 Effective strategy source(s) of conflict disappear
or get better in short period of time
 Example: opposing parties are so angry that
feelings should not be bared at that time

Cooperation
Conflict Management
Accommodating
 Make peace by calming down or pointing out
common interests
 Reacting to emotions, not to problem
 Cause doesn’t go away; hidden
 Quieting of feelings may be useful; occasions
arise for use
 Not resolving real issues
 Direct competing individuals to accomplish
goal; more important

Cooperation
Conflict Management
Forcing
 Solution comes from:
 most powerful of two sides
 supervisor
 Use authority, threats, and intimidation
 Call for majority rule when they know they will
win
 If one side in conflict has more power than other,
stronger side can simply intimidate the
weaker

Cooperation
Conflict Management
Forcing
 Problems
 Resolution is not guaranteed to be in best interest of
both parties or company—only that it will be in best
interest of stronger party
 Losing party will be frustrated by results and may
attempt to retaliate or sabotage the plan
 Bad when winner is supervisor and loser is
subordinate

Cooperation
Conflict Management
Forcing
 Highly effective method of controlling conflict,
and times exist when it has to be used
 Short-term resource; original conflict will
reemerge or similar ones will arise to create
more problems

Cooperation
Conflict Management
Bargaining
 Solution through give and take
 Both sides move from original position to
somewhere in between
 Both sides willing to give up something of value
and to bargain in good faith; rarely a clear
winner/loser
 Outcome is often less than completely
satisfactory to both sides

Cooperation
Conflict Management
Bargaining
 More assertive mode than either avoidance or
accommodating; not as assertive as forcing
 Cooperative approach to conflict
 Most practical and often used methods of conflict
resolution

Cooperation
Conflict Management
Problem Solving
 Greatest potential for achieving a permanent
solution to conflict
 Deals squarely with issues
 Focuses on roots of conflict although feelings are
not ignored
 Not coerced into accepting an unwanted solution
 Solution is sought in which neither side feels it
has to give up something important to get
what it wants

Cooperation
Conflict Management
Problem Solving
 Brings parties together to examine and improve
situation with third-party help
 Not used because:
 Time consuming
 Requires a great deal of energy and commitment
 Must be attempting to achieve same, or similar,
goals and have desire to see problem solved

Cooperation
Conflict Management
Problem Solving
 Must believe in achieving a better solution
through collaborating than through fighting;
willing to see problem from other side’s point of
view

Cooperation
Conflict Management
Summary
 Not one best method of conflict resolution exists,
applicable to every conflict
 Understand all modes and know which would be
best to apply in a given conflict situation.

Conflict Resolution
Approach

Cooperation
Conflict Resolution Approach
Context of Conflict
 Avoidance (refraining from confrontation) works
best when …
 Potential damage of addressing conflict outweighs
benefits of resolution
 People need chance to cool down emotionally
 Others are in a better position to resolve conflict
 Problem will no doubt go away by itself
 There's little chance you'll get your way anyway

Cooperation
Context of Conflict
 Accommodating (trying to appease
combatants) works best when …
 Preserving harmony is important
 Conflicting personalities are major source of problems
 The issue itself cannot be solved
 Care more about other person than getting own way

Cooperation
Context of Conflict
 Forcing (getting my way) works best when …
 You know you’re right
 You must protect yourself
 A rule has to be enforced
 Quick, decisive action is needed

Cooperation
Context of Conflict
 Bargaining (compromising) works best when …
 Opposing sides do not share goals but are equal in
power
 Temporary settlements on complex issues are needed
 Problem solving won’t work

Cooperation
Context of Conflict
 Problem solving (reaching a consensus) works
best when …
 Both sides bring concerns that are much too important
to be compromised
 Hard feelings must be worked through
 A permanent solution is desired

Problem Solving
Techniques

Cooperation
Problem Solving Techniques
 Problems: big and small
 Better to solve problem before it gets bigger and
more difficult
 Problems cause …
 Loss of sleep
 Poor performance on job or in school
 To be cranky with friends and family
 Health problems
 Unsolved, create a crisis situation later
 Hard on physical and mental health

Cooperation
 Must make decisions, often hard to do
 Made everyday
 What clothes to wear
 What classes to take
 Where to live
 Which friends to be with
 Some are more complex and require a solution

Cooperation
 To some people, these questions are
overwhelming; to others, the solution may be
simple
 One person’s problem may not be a
problem to someone else
““What career should I choose?”What career should I choose?”
““What should I do with my rebellious child?”What should I do with my rebellious child?”
““What am I going to do about moving out onWhat am I going to do about moving out on
my own?”my own?”

Cooperation
 Acting on feelings rather than logic and valid
information
 Sometimes results of solution are considered in great
length, while realities of solution are often overlooked
 Narrow vision
 Narrow vision involves zeroing in to point where
problem solver cannot be open-minded and does not
consider other events that may affect decision

Cooperation
 Following poor advice
 Friends or relatives who seem to be experts may in
fact give misleading advice resulting in a poor decision
and unobtainable solution
 Lack of direction and goals
 When a person has no direction, it is difficult to make
decisions and solve problems
 A solution that seemed good at one point may in fact
tend to be poor when circumstances change

Cooperation
 Lack of thoroughness
 Facts and figures needed to solve a problem must be
carefully collected and considered.
 Every alternative should be thoroughly and patiently
checked before a decision is made

Cooperation
 Fear
 Biggest obstacles an individual
has to overcome
 Thinking of all bad things that could result from
decision causes people to hesitate and lose
confidence in self
 Not looking ahead results in problem
reoccurring later
 Consider future consequences of solution
REASONS THAT CAUSEREASONS THAT CAUSE
PEOPLE TO MAKE ANPEOPLE TO MAKE AN
INCORRECT DECISIONINCORRECT DECISION

Cooperation
 Seeing problem as worse
than it is
 The more person thinks about problem, larger it grows
 Often person talks self out of even beginning to deal
with problem
 Not being able to identify problem
 Often problem seems so complex that problem-solver
does not know where to begin

Cooperation
IDEA
 Method for problem
solving
 Sure-fire method for
reaching a solution to
problems

Cooperation
 Step 1: Identify your problem.
 What do I need to accomplish?
 What should I be able to do when I finish this task?
 Understanding the purpose of your activity is
extremely important.
 As a sharp thinker once said, “If you don’t know where
you are going, how will you know when you get
there?”
 So, be sure to clarify your goals when setting up
to begin a task.

Cooperation
 Step 2: Design your solution.
 Information available to solve problem?
 Materials needed to solve problem?
 Designing means planning.
 A person who applies technology to tasks doesn’t
jump into the middle of the project but takes a look at
the information and materials available to complete
the task.
 After collecting information and materials, select the
most useful tools for the project and arrange in an
efficient way in order to complete job.

Cooperation
Step 3: Examine your resources.
 Ask questions, then use resources
““What do I already know about this situationWhat do I already know about this situation
that will help me?”that will help me?”
““What information sources will be mostWhat information sources will be most
helpful?”helpful?”
““Within the information sources, whatWithin the information sources, what
information is important because it helps solveinformation is important because it helps solve
my problem?”my problem?”

Cooperation
 Instructions for installation or repair are in a
stepwise (numbered 1, 2, 3, 4, 5, etc.)
 Process
 Chronological order
 Read and follow instructions in a detailed and
careful manner
 Attention to detail viewed favorably
 Take note of other information sources
 Table of contents shows parts of manual and helps in
selecting necessary information
 Troubleshooting guide to repair a problem

Cooperation
 Everyone has lifetime of problem-solving
experience behind them
 Use knowledge gained from previous task that
can guide in future tasks

Cooperation
Step 4: Assess your solution
 Upon completion of any project, revisit original
goals
 Arrive at intended goal
““Did I accomplish my purpose?”Did I accomplish my purpose?”
““Did the information help me solve myDid the information help me solve my
work problem?”work problem?”
““How did it help?”How did it help?”

Cooperation
 Survey resources again
 “Did you have what you needed to complete your task
on hand?”
 “Were you constantly having to stop your task to
gather more materials or information?”
 Experiences help in being better prepared for
next challenge

Cooperation
 Suggestions for thinking more creatively and
critically
 Don’t sit back and wait for events to determine actions, get
involved up front
 Shape course of events by energetically pursuing process of
solving problem
 Think for self … ultimately responsible for decisions affecting life
 Look at all sides
 Consider all arguments, even those not wanted to hear
 Remain open to ALL new ideas

Cooperation
 Relax and let subconscious mind work on
problem
 Brilliant, creative people often seem absent-
minded and idle, “lost in thought”

Maintaining Good
Relationships

Cooperation
Maintaining Good Relationships
 Learn about people and their needs in order to
get along with them
 Hard to relate to people if you have no idea what
makes them tick
 In order to get along with others:
 Everyone is unique
 Everyone wants to feel important
 People have many roles
 Needs affect actions

Cooperation
 Be aware of uniqueness; treat equal
 One supervisor may want to be called “Jim” and
another “Mr. Baxter”
 One co-worker might like to hear an occasional
workplace joke but another might choose to refrain
from such
 Recognize, accept, and respect differences
 People have good reasons for actions and
preferences
 Respect their preferences
 Otherwise makes them feel unimportant

Cooperation
 Remember that supervisors and co-workers
have other roles in life
 Parents, sisters, sons, husbands, softball coaches,
church members, etc.
 Irritable or moody? Could be a sick child or personal
life has upheaval
 Make allowances and understand that by supporting
them in their other roles, improve working relations
with them
 All humans have needs
 If one is thirsty, he takes a drink of water
 If one is lonely, she seeks out a friend

Cooperation
 People are always trying to satisfy one need or
another  maintain good human relations
 Slow in anger at person’s behavior 
understand behavior of person
 Someone who brags a lot may get very annoying
 Person may be acting from need for approval … be
tolerant and encouraging
 Good human relations skills take practice
and patience … mistakes will occur

Cooperation
 Stop to consider what other people want and
need and not just react to an immediate, surface
situation

Cooperation
Chain of Command
 Learn organizational chart
 Know who …
 immediate supervisor
 supervisor of supervisor
 other department managers, etc.
 Keep supervisor informed about what’s going on
with job
 Do not go over supervisor’s head without
permission
 Keep boss “in the loop” when talking to
management about making changes in the
business

Cooperation
 Good working relationships
 Follows chain of command
 Good at conflict management
 Good problem solver

Display Leadership Skills
 Leaders get more out of people than bosses do!
 Everyone would rather be asked than told
 Do not let your feelings control you
 Be democratic not dictatorial
 Set realistic goals
 Continually question yourself
 Be competitive

Conflict Management
 Avoidance – refrain from actions that may cause
a confrontation
 Accommodating – make peace by calming
people down
 Forcing – This should only take place by the
authority or supervisor over the situation
 Bargaining – Seek a solution through give and
take
 Use problem solving skills to create a
solution

Problem Solving Skills. . .
 The IDEA Method. . .
 Identify the Problem
 Design a solution
 Examine your resources
 Assess your solution

How do conflicts arise?
 Acting on feelings rather than logic and valid
information
 Narrow vision – close-minded people
 Following poor advice
 Lack of direction and goals
 Lack of thoroughness

How can you make an
“incorrect” decision?
 Fear – this happens when people lose
confidence in themselves
 Not looking ahead will result in the problem
reoccurring later.
 Seeing the problem as worse than it is
 Not being able to identify the problem.

Cooperation
 Maintain good relationships with Supervisors and
co-workers
 Remember that everyone is unique,
 Everyone wants to feel important,
 People have many roles, and
 Needs affect actions.
 Always follow the chain of command when you
do have to get assistance with a problem.

Cooperation
 Display leadership skills
 Practice good conflict-management skills
 Demonstrate problem-solving capabilities
 Maintain good working relationships with
supervisors and co-workers
 Follow the company’s chain of command

COOPERATION: Problem Solving
www.gvtc.org/workethicsonline
Identifying the problem: You cannot afford to pay the $75 rent increase with your
current limited income.
Determining your solutions:
• You can move.
• You can take on a roommate.
• You can move in with your parents or other family member.
• You can talk to the landlord.
• You don't pay the extra money.
Examining your resources:
• If you move, you have to locate other housing and spend time moving.
• If you get a roommate, you will have no privacy.
• You might have a hard time getting along with your parents or other family
members.
• Your landlord may not care about or understand your problem.
• If you don't pay the $75, you will be evicted.
POSSIBLE SOLUTIONSPOSSIBLE SOLUTIONS
POSSIBLE RESOURCESPOSSIBLE RESOURCES

COOPERATION
Diversified Career Preparation

DCP Cooperation Irving ISD

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