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IN
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COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other unproductive activi
ties, says Joseph Grenny, co-founder of VitalSmarts, a training
and organizational development company in Provo, Utah. Now
multiply that by all the issues not being resolved.
“It’s an enormous drain on an organization,” says Grenny,
co-author of Crucial Conversations: Tools for Talking When
Stakes Are High (McGraw-Hill, 2011).
Understanding the reasons behind
workplace conflicts can help HR profes
sionals tackle problems before—or after—
a conflict turns into a face-off between
departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that,
even though people may shy away from it,
conflict is actually normal and healthy. In
fact, many believe it’s a vital ingredient to
organizational success. Experts have found
that the most effective teams are those in which members feel safe
enough to disagree with one another. A culture where dissent is
allowed, or even encouraged, can spur innovation, diversity of
thought and better decision-making.
“ Conflict suggests the way you’ve been doing things is not the
way it’s going to be forever,” says Casey Swartz, HR manager
at CTLGroup in Skokie, 111. “You don’t want to hire a bunch of
clones.”
According to Michael Woodward, an organizational psy
chologist in the New York City area, the challenge is in figur
ing out which conflicts are healthy and which ones are harmful.
“Unhealthy conflict is when it becomes personal and emotional.
Then your judgment gets clouded,” Woodward says. By contrast,
good conflict can lead to higher levels of trust. If people see that
it’s OK to challenge the boss, they can question the status quo,
whic.
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docxbraycarissa250
Assignment 2: Week 9 Practicum Journal: State Practice Agreements
In many states, nurse practitioners are completely autonomous professionals. In other states, however, NPs have a wide range of “restrictive” practice ranging from requirements for a “supervising” physician to requirements for a “collaborative” agreement with a physician.
In this Practicum Journal Assignment, you will examine the requirements of your own state in order to prepare yourself for the realities of practice upon graduation.
Learning Objectives
Students will:
· Analyze state PMHNP practice agreements
· Analyze physician collaboration issues
· Analyze barriers to PMHNP independent practice
· Create plans for addressing state PMHNP practice issues
To Prepare for this Practicum Journal:
· Review practice agreements in your state.(Texas)
· Identify at least two physician collaboration issues in your state.
For this Practicum Journal:
· Briefly describe the practice agreements for PMHNPs in your state.(Texas)
· Explain the two physician collaboration issues that you identified.
· Explain what you think are the barriers to PMHNPs practicing independently in your state.
· Outline a plan for how you might address PMHNP practice issues in your state.
Class Rules
A clear purpose statement (The purpose of this paper is to...) is required in the introduction of all writings.
you are required to cite scholarly resources including peer-review journals and current practice At lease within the last 5 years 2015-2020.
guidelines ( May use https://www.ahrq.gov/professionals/clinicians-providers/guidelines-recommendations/index.html )
Please, all bullets points, bold, red and highlighted area must be attended to.
IL
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A
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A
Z
IN
E
COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other ...
ALI Response 1The work environment assessment showed by .docxSHIVA101531
ALI
Response 1
The work environment assessment showed by place of employment score of 66, mildly healthy. I would agree with this. I want to point out, the low scores on the questions were referring to management only. Based on these results, the workplace is not entirely civil. The floor staff works excellent together, but we avoid the director at all costs, as far as bringing things up or going to seek them out. It is felt firmly among floor staff that all the director of our unit makes us feel like we are not doing enough, and she cannot stand to be on the unit. This is mainly because we “just aren't doing things right.” Often, she has come down and just cleaned up things, asking what we have been doing and why we cannot keep up. We feel belittled and not 100% when she is around. “The toxic environment leads to a decrease in the nurse’s job satisfaction resulting in increased absenteeism and unnecessary turnover. (Schoville & Aebersold, 2020, p. 2).
There have been incivility incidents in the workplace, and people were unsure of what to do at that moment, making it uncomfortable for all. It seems many of the times those incidents get swept under the rug. I can think of the director with a raised voice at one of the providers in the nurse’s station in front of all floor staff. This was highly inappropriate, and the provider was very hurt. Not being handeled properly, it made everyone uncomfortable. The provider was going to write an incident report, but in the end, did not. Like many other times, when the director makes people cry, it is ignored because there is no one else to tell. If we do seek out a higher up, we feel there will be retaliation anyway.
The DESC model is an excellent approach to structuring a civil conversation. DESC stands to Describe your specific situation, express your concerns, state other alternatives and consequence statement. “Using DESC model in conjunction with cognitive rehearsal is an effective way to address specific incivility incidents." (Clark, 2018, p. 21).
One way to keep the workplace civil is to have high levels of emotional intelligence. In doing this, staff will be happier and conflict management will be easier. Keeping personal thoughts and feeling to the side will help the leader focus on the actual problem and the solving. “First, as a leader, it is important to bracket your own emotional responses.” (Marshall & Broome, 2018, p. 286).
“Interactions among employees can affect their ability to do their jobs, their loyalty to the organization, and most important, the delivery of safe, high-quality patient care.” (Clark, 2018, p. 18).
References
Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based
scripting to address incivility. Nurse Educator. doi:10.1097/NNE.0000000000000563
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed). New York, NY: Springer..
Work 1.jpegWork 2.jpegWork 3.jpegWork 4.jpegWork.docxambersalomon88660
Work 1.jpeg
Work 2.jpeg
Work 3.jpeg
Work 4.jpeg
Work 5.jpeg
work 6.jpeg
work 7.jpeg
Work Grading.jpeg
Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docxbraycarissa250
Assignment 2: Week 9 Practicum Journal: State Practice Agreements
In many states, nurse practitioners are completely autonomous professionals. In other states, however, NPs have a wide range of “restrictive” practice ranging from requirements for a “supervising” physician to requirements for a “collaborative” agreement with a physician.
In this Practicum Journal Assignment, you will examine the requirements of your own state in order to prepare yourself for the realities of practice upon graduation.
Learning Objectives
Students will:
· Analyze state PMHNP practice agreements
· Analyze physician collaboration issues
· Analyze barriers to PMHNP independent practice
· Create plans for addressing state PMHNP practice issues
To Prepare for this Practicum Journal:
· Review practice agreements in your state.(Texas)
· Identify at least two physician collaboration issues in your state.
For this Practicum Journal:
· Briefly describe the practice agreements for PMHNPs in your state.(Texas)
· Explain the two physician collaboration issues that you identified.
· Explain what you think are the barriers to PMHNPs practicing independently in your state.
· Outline a plan for how you might address PMHNP practice issues in your state.
Class Rules
A clear purpose statement (The purpose of this paper is to...) is required in the introduction of all writings.
you are required to cite scholarly resources including peer-review journals and current practice At lease within the last 5 years 2015-2020.
guidelines ( May use https://www.ahrq.gov/professionals/clinicians-providers/guidelines-recommendations/index.html )
Please, all bullets points, bold, red and highlighted area must be attended to.
IL
LU
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R
A
T
IO
N
S
B
Y
R
O
B
E
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N
E
U
B
E
C
K
E
R
F
O
R
H
R
M
A
G
A
Z
IN
E
COVER STORYEMPLOYEE RELATIONS
Conflict isn ’t n ecessarily a bad thing.
But ignoring it can be.
By Tamara Lytle
At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other ...
ALI Response 1The work environment assessment showed by .docxSHIVA101531
ALI
Response 1
The work environment assessment showed by place of employment score of 66, mildly healthy. I would agree with this. I want to point out, the low scores on the questions were referring to management only. Based on these results, the workplace is not entirely civil. The floor staff works excellent together, but we avoid the director at all costs, as far as bringing things up or going to seek them out. It is felt firmly among floor staff that all the director of our unit makes us feel like we are not doing enough, and she cannot stand to be on the unit. This is mainly because we “just aren't doing things right.” Often, she has come down and just cleaned up things, asking what we have been doing and why we cannot keep up. We feel belittled and not 100% when she is around. “The toxic environment leads to a decrease in the nurse’s job satisfaction resulting in increased absenteeism and unnecessary turnover. (Schoville & Aebersold, 2020, p. 2).
There have been incivility incidents in the workplace, and people were unsure of what to do at that moment, making it uncomfortable for all. It seems many of the times those incidents get swept under the rug. I can think of the director with a raised voice at one of the providers in the nurse’s station in front of all floor staff. This was highly inappropriate, and the provider was very hurt. Not being handeled properly, it made everyone uncomfortable. The provider was going to write an incident report, but in the end, did not. Like many other times, when the director makes people cry, it is ignored because there is no one else to tell. If we do seek out a higher up, we feel there will be retaliation anyway.
The DESC model is an excellent approach to structuring a civil conversation. DESC stands to Describe your specific situation, express your concerns, state other alternatives and consequence statement. “Using DESC model in conjunction with cognitive rehearsal is an effective way to address specific incivility incidents." (Clark, 2018, p. 21).
One way to keep the workplace civil is to have high levels of emotional intelligence. In doing this, staff will be happier and conflict management will be easier. Keeping personal thoughts and feeling to the side will help the leader focus on the actual problem and the solving. “First, as a leader, it is important to bracket your own emotional responses.” (Marshall & Broome, 2018, p. 286).
“Interactions among employees can affect their ability to do their jobs, their loyalty to the organization, and most important, the delivery of safe, high-quality patient care.” (Clark, 2018, p. 18).
References
Clark, C. M. (2018). Combining cognitive rehearsal, simulation, and evidence-based
scripting to address incivility. Nurse Educator. doi:10.1097/NNE.0000000000000563
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert
clinician to influential leader (2nd ed). New York, NY: Springer..
Work 1.jpegWork 2.jpegWork 3.jpegWork 4.jpegWork.docxambersalomon88660
Work 1.jpeg
Work 2.jpeg
Work 3.jpeg
Work 4.jpeg
Work 5.jpeg
work 6.jpeg
work 7.jpeg
Work Grading.jpeg
Managing Conflict: Audio Interviews
Healthy Conflict in Public Administration
Interviewer: Workplace conflict is a natural and healthy aspect of organizational success, but in some
instances, it can also be detrimental. From your perspective, should the public administrator promote a
culture where health conflict is expressed and utilized toward achieving organizational goals, and if so,
how should he or she do achieve this organizational culture?
Representative Keith Ellison
United States Congressman, 5th District of Minnesota
Washington, D.C.
Well, the public administrator has to understand that conflict is like gravity, it is there, it will be there,
there is no such thing as conflict-free environment, nor should there be.
The sales force wants to sell as many products as they can. The accounting group wants to make sure
that the organization is safe and sound and solvent. Sometimes these two goals are at cross purposes,
and they should be—what the administrator and the leader needs to do is to create an environment
where mistakes are OK, where conflict is OK, where people can disagree, where somebody can say that I
think that so-and-so is wrong and that so-and-so will have enough trust to know that it is, one, not
personal. Two, not designed to thwart their progress in the organization. Three, that it is sincerely
meant.
I mean, the leader needs to set that tone, and sometimes that means the leader needs to let people
critique them, and that sends a message that, critique and difference of opinion is OK here.
Now, of course at some point we need to get it together and make a decision, but you have got to make
a deliberate and conscious effort to make sure that you have an environment in which people can give
criticism and people can take it.
This is learned behavior. This does not just spring up overnight, this is learned behavior, and you have to
practice it and you have to deliberately implement a process for conflict resolution, honesty, and trust. In
that way you are always going to be able to anticipate problems as they arise. Conflict should be looked
at as early warning system.
State Senator Katie Sieben
Minnesota State Senator, District 57
St. Paul, MN
There is certainly no lack of conflict in the Minnesota Senate and it is not, as most people would think, it
is not along partisan lines always or has been usually. So I do not have any real good advice to how to
promote it because it just comes so naturally to us in the legislative setting.
Ms. Deborah Chase
City Council Member 1998 - 2003, Mayor 2002 - 2003
City of Kennmore
Conflict ignored always grows, so you absolutely have to address that. And providing a healthy
environment where it is okay to disagree or at least discuss the disagreement, so that everyone
understands where each other is coming from is critically important in order .
For more articles and presentation slides on Leadership Development related themes, please visit our new CEE Global Website at www.cee-global.com & also Visit and “Like” our Facebook Page for Inspirational Quotes and Leadership & Personal Effectiveness Articles: www.facebook.com/ceeglobal .
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
IN THIS SUMMARY
In Helping, Edgar H. Schein draws not only on his career expertise but from personal life experiences to establish a “general theory of helping” that holds true no matter what the social dynamics of the client/ helper relationship. Helping is a fundamental part of life: parents help their children, coaches their players, nurses their patients, managers their subordinates, yet despite its constant presence in daily life, the dynamics of giving and receiving help are poorly understood. When someone asks for help, they are temporarily lowering their own status and transferring status and power to the helper, creating an imbalanced relationship. Building a helping relationship means that the first client/helper interactions must be carefully managed by the helper toward building the client’s status up from their lower position and identifying which helping role to take vis-à-vis the client.
http://www.bizsum.com/summaries/helping
We are living in a business world that is going through mass transformation regarding human capital. Manufacturers do not have enough of the “right employees” and, with 7 million job openings in the U.S. each day, employees have more job options than ever before.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
05 managing conflict in organizations and dealing with unethical choices c...Nevion
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
Identity and Attribution in Intercultural CommunicationPlease .docxalanrgibson41217
Identity and Attribution in Intercultural Communication
Please read the following article about identity and attribution and respond to the content. See attached document to the article below.
Who are we?
an evolving sense of identity is changing the socio- political scene, writes clarence tsui. (2007, Jun 11).
South China Morning Post
Retrieved
Please answer the following:
1. What is the difference between culture and ethnicity?
2. Isn't ethnicity one aspect of cultural identity? How do those in Hong Kong view themselves, though the majority are Chinese?
3. How might that compare to Americans who are Texans (for example)?
4. What are the divisive cultural identity issues here in the United States?
5. Does the motto, "E pluribus unum" ("one out of many") have significance in a modern multicultural society?
Instructions:
please answer all 5 questions accordingly. Each answer should have the question re-typed following the answer. A minimum of 450 words in all excluding the re-typed questions and a minimum of 3 references needed.
.
If a parent brought their son Ethan to your office who had a lot of .docxalanrgibson41217
If a parent brought their son Ethan to your office who had a lot of behavioral issues. Ethan had tantrums in the classroom and at home. Sometimes the tantrums were so intense that it was challenging to calm Ethan down at times. There were even times when mom felt scared to be around Ethan when he was so upset. There was an incident last week when Ethan kicked the dog and that was not the first time he took anger out on the dog. Mom just thinks Ethan has issues since his father died but based on the Psychological Disorder list. Based on the notes from Chapters 5 - 7, what psychological disorder do you think it could be, how would you help mom and Ethan understand what is going on?
250 words minimum for original post
.
For more articles and presentation slides on Leadership Development related themes, please visit our new CEE Global Website at www.cee-global.com & also Visit and “Like” our Facebook Page for Inspirational Quotes and Leadership & Personal Effectiveness Articles: www.facebook.com/ceeglobal .
What can you can do to become a better HR pro in 2010?
Do Amazing Things is a collection of short, actionable ideas – things you can do this year to become a better HR professional.
In almost all organizations, some leaders pave the way for their employees to do their best work, and others inadvertently make things much harder than they should be. Where do you fall on this continuum? Do you help or do you hinder? In all probability, it’s the latter. According to our research, your employees are more likely to view you as an obstacle to their effectiveness than as an enabler of it—and that holds true whether your organization is successful or stumbling.
IN THIS SUMMARY
In Helping, Edgar H. Schein draws not only on his career expertise but from personal life experiences to establish a “general theory of helping” that holds true no matter what the social dynamics of the client/ helper relationship. Helping is a fundamental part of life: parents help their children, coaches their players, nurses their patients, managers their subordinates, yet despite its constant presence in daily life, the dynamics of giving and receiving help are poorly understood. When someone asks for help, they are temporarily lowering their own status and transferring status and power to the helper, creating an imbalanced relationship. Building a helping relationship means that the first client/helper interactions must be carefully managed by the helper toward building the client’s status up from their lower position and identifying which helping role to take vis-à-vis the client.
http://www.bizsum.com/summaries/helping
We are living in a business world that is going through mass transformation regarding human capital. Manufacturers do not have enough of the “right employees” and, with 7 million job openings in the U.S. each day, employees have more job options than ever before.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
05 managing conflict in organizations and dealing with unethical choices c...Nevion
There is a clear tendency to identify trouble makers based on individual’s perceptions or past experience. We often relate to someone else behavior, on single characteristics that are dominants. In other circumstances we are comparing behaviors in the same group assuming that all individuals belonging to that group shall behave the same way. This is forcing individuals to adapt their behavior in that group, not necessary producing the best outcome in term of performances or motivation.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
Sonny Iqbal of Egon Zehnder sent me this wonderful book by Claudio Fernandez Araoz. This is about leadership, it is about hiring great people, it is about figuring out what to look for in great candidates.
The book offers some simple but effective tips on how this can be done.
Identity and Attribution in Intercultural CommunicationPlease .docxalanrgibson41217
Identity and Attribution in Intercultural Communication
Please read the following article about identity and attribution and respond to the content. See attached document to the article below.
Who are we?
an evolving sense of identity is changing the socio- political scene, writes clarence tsui. (2007, Jun 11).
South China Morning Post
Retrieved
Please answer the following:
1. What is the difference between culture and ethnicity?
2. Isn't ethnicity one aspect of cultural identity? How do those in Hong Kong view themselves, though the majority are Chinese?
3. How might that compare to Americans who are Texans (for example)?
4. What are the divisive cultural identity issues here in the United States?
5. Does the motto, "E pluribus unum" ("one out of many") have significance in a modern multicultural society?
Instructions:
please answer all 5 questions accordingly. Each answer should have the question re-typed following the answer. A minimum of 450 words in all excluding the re-typed questions and a minimum of 3 references needed.
.
If a parent brought their son Ethan to your office who had a lot of .docxalanrgibson41217
If a parent brought their son Ethan to your office who had a lot of behavioral issues. Ethan had tantrums in the classroom and at home. Sometimes the tantrums were so intense that it was challenging to calm Ethan down at times. There were even times when mom felt scared to be around Ethan when he was so upset. There was an incident last week when Ethan kicked the dog and that was not the first time he took anger out on the dog. Mom just thinks Ethan has issues since his father died but based on the Psychological Disorder list. Based on the notes from Chapters 5 - 7, what psychological disorder do you think it could be, how would you help mom and Ethan understand what is going on?
250 words minimum for original post
.
Identity ProfileThis assignment is a reflection and analysis.docxalanrgibson41217
Identity Profile
This assignment is a reflection and analysis of your personal racial, ethnic, and cultural identity. For this assignment, you will write a paper of 4–5 pages (excluding the cover page and references list).
You are expected to complete the following:
Describe your own race, ethnicity, cultural influences, traditions, beliefs, and values:
Support your description of your identity with at least three peer-reviewed journal articles published in the last 5 years that discuss racial identity development, ethnic identity development, or cultural identity development. Use the Capella Library and search for three peer-reviewed journal articles related to the identity you describe. (For example, key word search for Latino and identity model or Hispanic and cultural identity development models.)
Identify and discuss factors that influenced how you view yourself (background, experiences, cultural traditions, parental and family relationship, education, and workplace):
Support your description of factors that influenced your view of self with findings from your Internet search in Unit 1.
Consider and analyze how the two domains above have affected your interactions with others, paying particular attention to culture and diversity issues and cultural competence:
Support your analysis with a summary of findings from Universal Ethnic Identity Scale (UEIS) in Unit 1 and the self-assessment in Unit 3.
Compare and contrast your analysis of Universal Ethnic Identity Scale (UEIS) and self-assessment with one of the following additional assessments:
Everyday Multicultural Competencies/Revised Scale of Ethnocultural Empathy.
Cultural Competence Self-Assessment Tool.
Assignment Requirements
Times New Roman, 12-point, and double-spaced.
Include a cover page, page numbers, and a running head.
It is acceptable to write in the first person for this assignment.
Cite at least three sources.
Use the current APA style and formatting, particularly for citations and references.
.
If a company’s CVP analyses showed it was not operating at break.docxalanrgibson41217
If a company’s CVP analyses showed it was not operating at break-even, where on the financial statements might one be able to see this impact (i.e., specific line items on the statements)?
As portfolio activities are to be self-reflective, please make sure to connect the portfolio assignment to:
Your personal experiences
Course readings and any external readings.
Discussion forum posts or other course objectives that tie into your reflection.
.
Identify an international police organization.Research at le.docxalanrgibson41217
Identify
an international police organization.
Research
at least five peer-reviewed articles from academic journals, government sources, or research institutions (e.g. Rand) to detail the police organization chosen.
Create a
15-slide presentation to include the following:
Detail the organization's structure, authority, responsibility, and scope
Explain how they target arms trading, trafficking, and proliferation
Illustrate the effectiveness of the organization and whether they are, or should be, augmented with private security
Format
your presentation consistent with APA guidelines.
.
Identifying
and Managing
Project Risk
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.......................... 9860$$ $$FM 02-20-03 09:14:06 PS
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Identifying
and Managing
Project Risk
Essential Tools for
Failure-Proofing Your Project
Tom Kendrick
American Management Association
New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City
San Francisco • Shanghai • Tokyo • Toronto • Washington, D.C.
.......................... 9860$$ $$FM 02-20-03 09:14:07 PS
Special discounts on bulk quantities of AMACOM books are
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AMACOM, a division of American Management Association,
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information in regard to the subject matter covered. It is sold with the
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Library of Congress Cataloging-in-Publication Data
Kendrick, Tom.
Identifying and managing project risk: essential tools for
failure-proofing your project / Tom Kendrick.
p. cm.
Includes bibliographical references and index.
ISBN 0-8144-0761-7
1. Risk management. 2. Project management. I. Title.
HD61 .K46 2003
658. 4�04—dc21 2002152001
� 2003 Tom Kendrick.
All rights reserved.
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CONTENTS
Acknowledgments ix
Introduction xi
Chapter 1: Why Project Risk Management? 1
The Doomed Project 1
Risk 2
Benefits and Uses of Risk Data 8
The Risk Management Process 10
Anatomy of a Failed Project: The First Panama
Canal Project 12
Chapter 2: Planning for Risk Management 17
Project Selection 18
Overall Project Planning Processes 20
Defining Risk Management for the Project 29
The PERIL Database 31
.
IDS 400 Milestone Four Guidelines and Rubric Analyzing an .docxalanrgibson41217
IDS 400 Milestone Four Guidelines and Rubric
Analyzing an Issue or Event in Diversity Through the Lenses of the Natural and Applied Sciences and the Social Sciences
Overview: For the first part of your final project, the critical analysis portfolio, you will select an issue or event in diversity and critically analyze it through the
four general education lenses: history, humanities, natural and applied sciences, and social sciences. By viewing the issue or event through these lenses, you will
gain insight into how the intersectional nature of diversity affects society as well as both your own individual framework of perception and the choices, attitudes,
and behaviors of others in the world around you.
For this fourth milestone, due in Module Six, you will analyze your issue/event in diversity through the lenses of the natural and applied sciences and the social
sciences. Like Milestone Two, this task provides you with an opportunity to dive deeper into your analysis of the issue/event through these two lenses. This will
provide you with a chance to practice analyzing your issue/event through these lenses and receive feedback on this practice attempt.
Prompt: First, review your work in Modules Five and Six, as well as the Four Lenses document from Module One.
Next, analyze your issue/event through the lens of the natural and applied sciences by exploring the following questions:
How does this issue/event provide a social commentary through the natural and applied sciences?
In what ways can science help resolve or enhance your issue/event?
Next, analyze your issue/event through the lens of the social sciences, and address the following:
How does this issue/event interact with the social sciences lens and impact social issues?
In what ways does the social science lens help articulate a deeper understanding of the social issue(s) that inform your issue/event?
Note: You are completing two separate analyses: one from the natural and applied sciences and one from the social sciences. You must submit two papers in a
single Word document.
Be sure to use evidence from research to support your analysis. Refer to course resources, the LibGuide for this course, and any other pertinent resources to
support your responses. Relevant current news sources may be used with instructor approval. Incorporate instructor feedback into Final Project Part One.
Specifically, the following critical elements must be addressed:
I. Lens Analysis: In this section of your assignment, you will analyze your issue/event through two of the four general education lenses.
A. Analyze your issue/event through the lens of the natural and applied sciences for determining its impact on various institutions. Utilize evidence
from research to support your analysis.
https://learn.snhu.edu/content/enforced/196286-MASTER-IDS-400-CEIDS-OL-TRAD.19EW5/Course%20Documents/IDS%20400%20Four%20General%20Education%20Lenses.pdf?_&d2lSe.
Identifying Your Group for AssignmentIdentify a disenfranchi.docxalanrgibson41217
Identifying Your Group for Assignment
Identify a disenfranchised racial, ethnic, religious, or cultural group whose population experiences microaggressions in U.S. society. (For example, Asian, African American, Hispanic, Muslim, disabled, LGBT, or women.) Using the Sue (2010) text as a reference, define microaggressions and provide examples of the type of microaggressions your selected population may encounter.
.
Identifying and communicating effectively is required. Choose an org.docxalanrgibson41217
Identifying and communicating effectively is required. Choose an organization in your area of interest. Analyze the physical setting and literature, interview others, and making your own observations, then
construct a description of the organizational culture
that addresses the dimension (on pages 50-52 Communicating at Work).
Describe
the best way to communicate
each
of the following:
Introducing new ideas
Interacting with leaders
Confronting Conflict
Managing Time
Socializing with coworkers
Exchanging Information (e.g., face-to-face, text, e-mail, telephone)
This assignment you need your built organizations description that should be one page. Explain what the organization is, the environment culture, the staff trends (retention, feelings about the culture and organization). Explain why this area interests you and how you will fit in the organization. Then there should be minimum one paragraph on the best way to approach the above six areas.
Use APA format, Times New Roman, 12 pt font, proper header and citations.
.
Identify your earliest exposure to people who were racially or cul.docxalanrgibson41217
Identify your earliest exposure to people who were racially or culturally different from you through movies, television shows, or music.
What was your age?
Who was the person and how was he or she different?
What impressions did you have about these people from these media?
From a cultural pluralist’s perspective, do you think this experience was positive or negative for you?
.
Identify your earliest exposure to people who were racially or c.docxalanrgibson41217
Identify your earliest exposure to people who were racially or culturally different from you through movies, television shows, or music.
What was your age?
Who was the person and how was he or she different?
What impressions did you have about these people from these media?
From a cultural pluralist’s perspective, do you think this experience was positive or negative for you?
My age: 20
Race: Hispanic
.
Identify two U.S. criminal justice system policy development agencie.docxalanrgibson41217
Identify two U.S. criminal justice system policy development agencies, and explain how they relay information to policy makers. Explain how their actions directly affect policies. Explain possible challenges these agencies face when getting involved in the criminal justice policy discussion. Critically evaluate the cost-benefit of the agencies’ approaches to policy implementation and changes.
.
Identify two types of assessments discussed in the textbook, andor .docxalanrgibson41217
Identify two types of assessments discussed in the textbook, and/or additional readings. How could the use of technology impact the administration of these assessments? Do you feel that the incorporation of technology would be a benefit to administration? Why or why not? Provide specific examples to support your position.
200 WORDS MIN WITH AT LEAST 1 IN TEXT CITATION
.
identify two projects in which you have been involved recently.1.docxalanrgibson41217
Identify two projects in which you have been involved recently.
1. Describe each project briefly and suggest criteria that may have been used to identify the start of the termination phase of each project.
and
2. Give two examples of activities that were performed poorly during the termination phase of either project and suggest measures that might have been taken to improve the situation.
.
identify three internet service businesses. they can be organization.docxalanrgibson41217
identify three internet service businesses. they can be organizations that retail over the internet or provide the information over the internet, or any other type of entity that uses the internet to communicate with its customer or clients. make sure that organizations you select invite the customer to enter questions or requests through the web site. request information as to (1) their busiest times of the day, the week, the month, and the year; and (2) what drives the traffic to their site at those times. consider what might be done to change those patterns .
.
Identify three diseases related to homeostatic instability within th.docxalanrgibson41217
Identify three diseases related to homeostatic instability within the integumentary system.
Describe the cause of each disease
Explain the physical characteristics of each disease
Identify the symptoms that your patient may experience
Assignment Expectations for Grading:
1. Demonstration of critical thinking, scholarship, and ability to connect and apply the material
2. Comprehensiveness and completeness of your responses
3. Adherence to the written instructions
4. Spelling and grammar
5. Provide 3-5 APA Style References to support your paper.
.
Identify the three main domains of executive function and explai.docxalanrgibson41217
Identify
the three main domains of executive function
and explain
how each of the three domains of executive function is used when young children play hide-and-seek*. You can explain this from the hider’s perspective and/or from the seeker’s perspective.
* Hide-and-seek is a game that a group of children might play. In this game, one child is designated as the “seeker” and everyone else hides in different locations (the “hiders”). The seeker must then find each hidden child.
.
Identify the telos of Erikson’s theory of human development. Compare.docxalanrgibson41217
Identify the telos of Erikson’s theory of human development. Compare this with the telos of Christianity. What type of telos has shaped your development so far? To what specific goals, already achieved or that you are working toward, can you point to illustrate your development?
Must be 250-300 words
.
Identify the scales of measurement for each variable.Ide.docxalanrgibson41217
Identify the
scales of measurement
for each variable.
Identify reasonable
measures of central tendency
, given the scales of measurement for each variable.
Identify reasonable
measures of variability
, given the scales of measurement for each variable.
Identify reasonable
graphic depictions
, given the scales of measurement for each variable.
5. Describe how these concepts
intersect
and why scales of measurement influence decisions about statistics and graphics.
.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
3. At a hospital, employee conflicts can happen
amid life-or-death situations. No one benefits
when these conflicts are ignored—not the staff,
not the managers and certainly not the patients.
While it’s a natural human tendency to avoid
uncomfortable conflict with others, that tactic
won’t work in the long term.
“It’s like a crazy song you can’t get out of your
head,” says Dan Bjerknes, director of HR opera
tions at Catholic Health Initiatives/Mercy Medi-
cal Center in Williston, N.D., who has a master’s
degree in counseling and previously worked as a
conflict management consultant.
By the time a clash comes to H R ’s atten
tion, it’s often too late—such as when a valu-
able employee is quitting. Even seemingly small
conflicts can be important because they’re often
really about larger issues. >
J u ly /A u g u s t 2 0 1 5 HR Magazine 27
COVER STORY EMPLOYEE RELATIONS
Workplace conflicts happen everywhere, and ignoring them
can be costly. Every unaddressed conflict wastes about eight
hours of company time in gossip and other unproductive activi-
ties, says Joseph Grenny, co-founder of VitalSmarts, a training
and organizational development company in Provo, Utah. Now
multiply that by all the issues not being resolved.
“It’s an enormous drain on an organization,” says Grenny,
4. co-author of Crucial Conversations: Tools for Talking When
Stakes Are High (McGraw-Hill, 2011).
Understanding the reasons behind
workplace conflicts can help HR profes-
sionals tackle problems before—or after—
a conflict turns into a face-off between
departments that refuse to work together
or a screaming match between colleagues.
A good place to start is by realizing that,
even though people may shy away from it,
conflict is actually normal and healthy. In
fact, many believe it’s a vital ingredient to
organizational success. Experts have found
that the most effective teams are those in which members feel
safe
enough to disagree with one another. A culture where dissent is
allowed, or even encouraged, can spur innovation, diversity of
thought and better decision-making.
“ Conflict suggests the way you’ve been doing things is not the
way it’s going to be forever,” says Casey Swartz, HR manager
at CTLGroup in Skokie, 111. “You don’t want to hire a bunch
of
clones.”
According to Michael Woodward, an organizational psy-
chologist in the New York City area, the challenge is in figur-
ing out which conflicts are healthy and which ones are harmful.
“Unhealthy conflict is when it becomes personal and emotional.
Then your judgment gets clouded,” Woodward says. By
contrast,
good conflict can lead to higher levels of trust. If people see
that
it’s OK to challenge the boss, they can question the status quo,
5. which is better for the company.
Beneath the Surface
Difference is at the heart of conflict, so it’s important to
explore
areas where people often don’t align.
Conflicting priorities. Some fights
are over resources such as budgets; others
erupt from incompatible goals or reactions
to structural change in the company.
At Black Butte Coal Co. in southwest
Wyoming, a warehouse supervisor and a
maintenance manager were clashing so
severely over policies and procedures that
they were frequently yelling at each other.
The fights worsened until the two depart-
ments didn’t want to work together, recalls
Amanda DeBernardi, SHRM-CP, the company’s HR manager.
In fact, the feuding parties’ manager was ready to fire them
both. Both had strong goals for their departments but had lost
sight of the bigger picture of what was good for the company,
DeBernardi says.
She found help in Grenny’s book on difficult conversations.
She sat the warehouse supervisor and maintenance manager in
a conference room with a blank piece of paper in front of them.
Each person had his say without interruption as the other took
notes rather than presenting a different side of the story. DeBer-
nardi used a white board to categorize the problems and pressed
both to brainstorm solutions. The employees aren’t exactly
lunch
buddies now, but the process worked. DeBernardi’s only regret
6. is not mediating the situation sooner.
“The key thing is the participants knowing they are respon
sible for the results and they are the ones developing the
solution,”
she says. “I’m here to facilitate, and that’s all I will do.” She
esti-
mates that she spends at least 30 percent of her time dealing
with
workplace conflicts.
Many fights over resources can be avoided when people per-
ceive that they are operating in an environment of plenty—in
When Should HR Step In?
HR professionals and conflict management experts
recommend that HR get involved in workplace con-
flicts when:
• Employees are threatening to quit over the prob
lem. Recruiting and training are expensive; it's often
cheaper to work out a solution.
• Disagreements are getting personal, and respect
between employees is being lost.
• Conflicts are affecting morale and organizational
success.
1 1 '■ W B . ■ i ^ ■ ■■■.*■"■ --f-|---
other words, where everyone has what they need to operate
effec-
tively, says Lindred Greer, assistant professor of organizational
behavior at Stanford Graduate School of Business. Note that the
key is creating the perception of abundance—so solutions are
possible even when acquiring more resources is not an option.
Thinking creatively is one way to do this. For example, if two
departments are fighting over a small training budget, HR might
7. offer to conduct in-house training so both can benefit.
Conflicting perspectives. In an increasingly global and
diverse workplace, sometimes the heart of the problem is that
people differ from each other in age, gender, ethnicity or per-
sonality type.
That’s something Marcia Reynolds, an organizational psy
chiatrist with Arizona-based Covisioning LLC, has witnessed.
C asey S w a rtz
A m and a
D eB e rn a rd i
2 8 HR Magazine J u ly /A u g u s t 2 01 5
other. The Baby Boomer had taken notes on when her younger
colleague was showing up in the morning and complained about
the quality of his work. He called her overbearing and inflexible
in trying new approaches.
“A lightbulb went off for us on how to get these people to work
together,” Scala says.
HR set up a new system that uses checklists to show the con-
tributions of each person, which helped the Boomer to recognize
her colleague’s accomplishments. As a result of that conflict,
HR
also developed a mentorship program that pairs M illennial with
older workers, enabling younger workers to gain a better under-
standing of the value of older colleagues’ experience.
8. A recent Society for Human Resource Management survey
found that 72 percent of employees rank “respectful treatment
of all employees at all levels” as the top factor in job
satisfaction.
Conflicting assumptions. One of the biggest drivers of con-
flict is when people misinterpret others’ intentions. The
introvert
who stays quiet during an entire meeting and brings up a prob-
lem at the end is not trying to sabotage a co-worker; that behav-
ior simply aligns with his personality type. A change in seating
arrangements in the office isn’t a personal attack on someone,
just a reorganization that may not have been thought through.
Someone who’s not acting according to a person’s stereotyped
expectations—like a woman who’s very assertive and thus
behaves in a way that contradicts traditional notions of feminin-
ity—may just be being herself. >
To get a sense of how diverse perspectives color people’s
percep-
tions, she asked leaders at a global company she was consult-
ing with to participate in an activity in which they were blind-
folded and asked to describe the puzzle pieces in their hands.
She observed as people gave descriptions so different that they
couldn’t figure out they were holding the same piece.
“Conflict is inevitable because we’re human beings and come
from different backgrounds,” Reynolds says. That’s why organi
zations need to remember to bring people together to get to
know
each other, she points out.
Brian Scala, an HR administrator, repeatedly saw genera-
tional clashes in his job at Vince and Associates Clinical
Research
Inc. in Overland Park, Kan. The Baby Boomers and members of
9. Generation X saw the M illennial as lazy with poor work eth-
ics, while the M illennial viewed their older colleagues as less
adaptable to change.
In one instance, two lab workers from different generations
who performed the same job came to HR complaining about
each
When Should You
Seek Outside Help?
While it's better to address workplace conflicts as soon
as possible and at a local level, sometimes you need out-
side help from a mediator, arbitrator or attorney. Experts
say those situations include the following:
• When potential legal issues are involved, such as alle
gations of discrimination or harassment.
• When the HR department doesn't have the time
or training to provide the conflict resolution assistance
needed.
• When there are patterns of recurring issues.
• When the flare-ups are becoming abusive or resem-
ble bullying.
• When a manager needs retraining that can't be done
in-house.
• When the environment is so toxic it's time to get
everyone offsite so the office doesn't trigger continuing
negative responses.LI
10 Steps to Resolving Conflict
Schedule a meeting to address the problem,
preferably at a neutral place.
Set ground rules. Ask all parties to treat each other
with respect and to make an effort to listen and
understand others' views.
10. 3.
4.
5.
(0■
7
8.
i .
I 0 .
Ask each participant to describe the conflict,
including desired changes. Direct participants to
use "I" statements, not "you" statements. They
should focus on specific behaviors and problems
rather than people.
Ask participants to restate what others have said.
Summarize the conflict based on what you have
heard and obtain agreement from participants.
Brainstorm solutions. Discuss all of the options in a
positive manner. Rule out any options that partici-
pants agree are unworkable.
Summarize all possible options for a solution.
Assign further analysis of each option to individual
participants.
Make sure all parties agree on the next steps.
Close the meeting by asking participants to shake
hands, apologize and thank each other for working
11. to resolve the conflict.
S o u rce : S o c ie ty f o r H u m an R e so u rce M a n a g e
m e n t.
J u ly /A u g u s t 2 0 1 5 HR Magazine 29
EMPLOYEE RELATIONS
f 1 r̂ l
) • l P V H # ^ 1
r X '
t s'
awfip /
vC V /
Too often, people think that “anything in disagreement with
my belief is intended as a personal affront,” Woodward says.
“We
like to ascribe meaning to everything that happens. But we often
confuse our interpretations about the beliefs of others with their
actual intent. We’re all self-centered that way.”
Moreover, telling people not to take conflicts personally
won’t work. Regardless of any such disclaimers, people take
things personally about 70 percent of the time, according to a
meta-analysis of many surveys by Greer, the Stanford professor.
But what may help is to simply acknowledge people’s feel
ings, according to Reynolds, author of The Discomfort Zone:
How Leaders Turn Difficult Conversations into Breakthroughs
(Berrett-Koehler, 2014). For example, if someone was irate that
12. his project wasn’t chosen for funding, the author would say: “It
sounds like you feel like it’s a decision about you personally.”
Conflicting tolerances. Conflict experts and HR practitio-
ners say employees have differing levels of comfort with
address-
ing conflict. Too often, discomfort causes conflicts to be
avoided
entirely. And that’s not good.
Conflict avoidance can lead to real blowups when one per-
son can’t hold it in any longer. Dani Kimlinger, SHRM-SCP, an
HR and organizational psychology leader at the business psy-
chology firm MINES & Associates in Littleton, Colo., recalls
how colleagues in adjoining cubicles at a bank were locked in a
silent battle for six months. The woman felt her turf was being
invaded but wouldn’t talk about it—-or anything else—with the
man next door who was causing her consternation. She rolled
her
eyes at him in meetings, making him feel disrespected. When
she
finally lit into him, she felt that he should already know what
was
wrong—but he didn’t.
In counseling the woman, Kimlinger instructed her to start
small, by saying good morning to the man. Conflict resolution
generally works about 80 percent of the time, Kimlinger says,
but
in this case, it didn’t. The woman ended up leaving the company
after conflicts with other people.
At a previous employer, Swartz coached a manager with an
employee who felt micromanaged. She suggested that the man-
ager set up a weekly report that would allow the worker to keep
13. 3 0 HR Magazine J u ly /A u g u s t 201 5
the boss informed on what he was doing without constantly
being
peppered with questions.
Almost everyone has some conflict they’re avoiding. In his
book, Grenny defines a “crucial conversation” as one that has
high stakes, with emotion involved and in which people are
likely
to disagree.
Studies show that increased productivity and engagement are
correlated with the shortness of time between identifying a
prob-
lem and discussing it.
“If you don’t talk it out, you act it out,” Grenny warns.
Encouraging Trust
Creating a culture of trust is a crucial job for HR. “Try to make
sure when people come to you [the issue] doesn’t just
disappear,”
Swartz says. Below are some tips for building trust,
encouraging
good conflict, and preventing or addressing the bad kind:
S urvey em ployees. Swartz conducts annual engagement
surveys and has loads of conversations with employees in the
interim. Each year, Bjerknes also surveys employees about how
well conflict is being handled at the medical center. The results
identify departments that have widespread problems so he
knows
where training and intervention are needed.
14. Catch peop le d o in g th in g s r igh t. Woodward tells
manag-
ers to seek out opportunities to acknowledge and praise employ-
ees. Doing so creates an environment where people feel
comfort-
able bringing up problems.
W elcome d issen t. Managers should encourage dissent that’s
focused on tasks, strategies and mission. Sometimes a retreat
with an outside facilitator is the best way to get beyond surface
conversations.
C rea te d iv e rse te am s . Create work teams whose mem-
bers have diverse expertise, ways of thinking and backgrounds.
Related Reading
• Getting to Yes: Negotiating Agreement Without
Giving In (Penguin Books, 2011) by Roger Fisher,
William L. Ury and Bruce Patton.
• Fish!: A Remarkable Way to Boost Morale and
Improve Results (Hyperion, 2000) by Stephen C.
Lundin, Harry Paul and John Christensen.
• The Discomfort Zone: How Leaders Turn Difficult
Conversations into Breakthroughs (Berrett-Koehler,
2014) by Marcia Reynolds.
• Crucial Conversations: Tools for Talking when
Stakes Are High (McGraw-Hill, 2011) by Kerry
Patterson, Joseph Grenny, Ron McMillan and Al
Switzler.
____^ > # 1 n i» * W B I I I p III Hi
15. Appointing a rotating devil’s advocate is a good way to stir up
productive conflict.
C reate accountability . This is a conflict prophylactic, since
many fights arise from a lack of clarity over who has the final
authority to make a decision. Making sure that roles are well-
established and communicated prevents problems from arising.
E ncourage p eop le to m an ag e th e ir ow n co n flic ts .
Tell
employees to work out conflict at the level it happens, instead
of
pushing it up the organizational chain. Doing so will give
people
confidence that they are capable of handling these issues on
their
own. “It doesn’t help the culture of our organization if I drop in
and fix the problem and get back out,” Bjerknes says. “We have
500 employees. It’s not possible for me to fix all the problems.”
After people address their own conflicts, the manager or
department leader should follow up to make sure not only that
the immediate problem has been solved but also that the root
cause has been addressed, Grenny says.
P rov ide tra in in g . HR can help people learn the skills they
need to handle conflict by sending them to courses or recom-
mending helpful books. Conflicts tend to become emotionally
fraught when someone chooses not to focus on the issue at hand
but rather to question another person’s competency, autonomy
or
integrity. Bjerknes advises people to choose the right time to
have
a difficult conversation and to prepare in advance the three most
important things they want to say about the conflict.
16. “My objective is to be a good coach,” he says. “At the end of
the day, the coach is not out there playing. You hope they will
use
the things you’ve taught them.” DO
Tamara Lytle is a freelance writer based in the Washington,
D.C.,
area.
July/August 2015 HR Magazine 31
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Social Change (writing only)
Re-imagine historical images. Research the work and writings
of social activist photographers until you can become them; that
is, what would Hill and Adamson, Lewis Hine or Jacob Riis
photograph today if they lived where you live? What social
issue needs an advocate? In a 250-to-400-word essay, which
includes references to readings on the photographer you are
emulating, discuss how you would approach creating this
extended documentary project. For this project you need to
consult at least three credible and substantial sources and list
them in an endnote. If you quote from the source, you need to
include the page number(s) of the source you quoted or the URL
of the electronic source and the page number the quote is on.
17. Grading rubric for option 3 (writing only): (Total 100 points)
Grading rubric
Points
Does the paper include a research question that frames the
discussion?
10
Were at least three credible and substantial sources consulted
and included in an endnote
25
Quality of the writing (how well you develop the essay, clarity
of expression, structure)
50
Is the paper free of spelling and grammatical mistakes?
5
Does the paper fall within the word limit of 250–400 words?
10
Total
100