Management: Dealing with Conflict in the WorkplaceInterQuest Group
'Conflicts can arise in any team environment; How a Manager responds can be vital to resolving the situation and to restoring the team to its normal level of effectiveness’... The latest addition to our slide-deck library looks at 'Dealing with Conflict in the Workplace'.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Soft skills are all too often overlooked during the hiring process, but they're no less important than the technical skills needed to do a job well. Bruce Tulgan shares some actionable tips for building soft skills criteria into your hiring process, starting with the job description. With some strategic preparation, you can be sure your next hire has all the right soft skills to excel with your organization.
Transformational Leadership 1 Day Workshop
11th February 2014 in Rossett, Chester
Realise the aspirations of your business | Develop the talent of your people
Discover how colleagues who may drive us to distraction could provide the necessary balance within a team...
...and much MUCH more!
Management: Dealing with Conflict in the WorkplaceInterQuest Group
'Conflicts can arise in any team environment; How a Manager responds can be vital to resolving the situation and to restoring the team to its normal level of effectiveness’... The latest addition to our slide-deck library looks at 'Dealing with Conflict in the Workplace'.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Soft skills are all too often overlooked during the hiring process, but they're no less important than the technical skills needed to do a job well. Bruce Tulgan shares some actionable tips for building soft skills criteria into your hiring process, starting with the job description. With some strategic preparation, you can be sure your next hire has all the right soft skills to excel with your organization.
Transformational Leadership 1 Day Workshop
11th February 2014 in Rossett, Chester
Realise the aspirations of your business | Develop the talent of your people
Discover how colleagues who may drive us to distraction could provide the necessary balance within a team...
...and much MUCH more!
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Ann Herrmann-Nehdi, CEO of Herrmann International, explores the connection between thinking preferences and different phases of the innovative and strategic thinking processes, discussing the implications for building skills in these areas.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
This online team building assignment was put forth by Full Sail University. Five students, including me, followed the rubric to complete the project. We had not known each-other at the outset. The Keynote presentation outlines the special considerations in working together online, though it transfers to working side-by-side with co-workers.
Abney Ramsay Associates: The 5 C's of People Managementalaynaduval
Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
Design Thinking-Solution based approach to problem solvingPradeep Patel, PMP®
Design is not about how it looks rather it is more about how it works. How design thinking is applied to solve complex problems.
The presentation deep dives into the Design Thinking process, tool& Techniques, Visual thinking, 6 thinking hats and real world success stories and case studies of how Design thinking has helped broke startups to become Billion dollar Companies
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.
Managing People with Love and Logic. Using Trust and transparency to engage a workforce. How to motivate using love and logic. How to develop an organization to be more productive with a workforce that has higher morale and trust in leadership.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Ann Herrmann-Nehdi, CEO of Herrmann International, explores the connection between thinking preferences and different phases of the innovative and strategic thinking processes, discussing the implications for building skills in these areas.
All teams set out with great dreams, but few achieve great things. Why? The answer lies in the ability to empower your teams with maximum clarity. But clarity is a habit you need to cultivate, within yourself and across your teams. This is my three-pronged framework for ensuring clarity in the workplace so your teams can go from dreaming big dreams to achieving great things.
This online team building assignment was put forth by Full Sail University. Five students, including me, followed the rubric to complete the project. We had not known each-other at the outset. The Keynote presentation outlines the special considerations in working together online, though it transfers to working side-by-side with co-workers.
Abney Ramsay Associates: The 5 C's of People Managementalaynaduval
Traditional management models stress the development of detailed project plans and the rigorous observation of disciplined models. Developed by engineering and manufacturing organisations they assume workflows with controlled variables and fixed inputs, in short they assume that you are managing machines, not human beings.
Any experienced manager knows that you can follow the Gant Chart and spreadsheet every element to the finest degree, but the human factor will always be the element which bites back.
Failure to effectively engage with people management repeatedly causes projects to underperform, miss targets and fail, leaving managers who adhered to the traditional management models confused and frustrated. But effective people management actually relies on only five key skills, the Five ‘C’s:
Create
Build a team which is fit for purpose. Don’t try to use the wrong tool for the job and then complain that the hammer won’t make the screw work! This involves making the correct decisions on three elements.
The first is recruitment, the fundamental basis of the success of any business. If the right people aren’t coming into an organisation how can you expect the results to be successful? Hire the best people, hire the right people.
The second element is training. It is vital that you give people the skills they need to do a good job. If you have people who aren’t quite right, develop them. They will not only be better suited and more productive, they will be grateful for the investment and commitment.
Thirdly and finally a good manager must create the right team structure and set the boundaries. A robust set of measures for success, clearly explained and tracked with discipline will give your people the framework for success, and just as important, tells them how to succeed.
Building an effective team isn't as simple as waving a magic wand, but it is also not an overly difficult process. Understanding the strengths and weaknesses of individuals, the role each person plays in a team environment and how they complement each other are all contributing factors.
In this webinar, you will learn the components of an effective team, the importance of team communication and the role of leadership.
Design Thinking-Solution based approach to problem solvingPradeep Patel, PMP®
Design is not about how it looks rather it is more about how it works. How design thinking is applied to solve complex problems.
The presentation deep dives into the Design Thinking process, tool& Techniques, Visual thinking, 6 thinking hats and real world success stories and case studies of how Design thinking has helped broke startups to become Billion dollar Companies
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.
Interview TwoExplain your approach to maintaining high stand.docxnormanibarber20063
Interview Two
Explain your approach to maintaining high standards and improving poor performance in a team.
I think the key is to hone in one the strengths and weaknesses of the team. See what works for each member and play to those things. As a group, working together may be a hard task, but is an essential key to completion of the main goal of the group. Communication is another major component of improving performance. On both levels, it is important everyone respectfully acknowledges corrective criticism.
How do you deal with difficult customers?
With difficult customers it is important that you listen to understand and not listen to respond. An angry or irate customer does not like too much back and forth conversation without much action. Be apologetic for the circumstances beyond your control do what you can within your level of ability and IF you can go the extra mile, it is important to do so. We have all been on the other side, so it is important to view every situation from the standpoint and ask, what would I have wanted to be done for myself?
Research Question
What is the impact of leadership style on employee's job satisfaction?
Team conflict management/ Team Communication
Resolving Team Conflict
· Prepare for Resolution
· Acknowledge the conflict
· Discuss the impact
· Agree to a cooperative process
· Agree to communicate
Understand the Situation
· Clarify positions
· List facts, assumptions and beliefs underlying each position
· Analyze in smaller groups
· Convene back as a team
· Reach Agreement
Team Communication
· Cohesiveness
· Sharing
· Professional Development
When a team is having conflict you have to acknowledge the issue in order to resolve the problem; by acknowledging the issue you will be able discuss the impact that the conflict is having on the group. Everyone in the group should agree to cooperate with finding a solution to end the conflict in order to get the group’s mission accomplished. In order for the process to work everyone will need to keep the line of communication open, with an open line of communication the team will need to come to an understanding of what the conflict is about. Everyone will not have the same perspective, so everyone should at least respect and acknowledge each of the team members’ opinions. Take everyone’s input and list facts, assumptions and beliefs underlying each position; once this is broken down go into smaller groups and analyze and dissect each position presented. By considering the facts, assumptions, beliefs and decision making that lead to other people's positions, the group will gain a better understanding of those positions. After the group dialogue, each side is likely to be much closer to reaching agreement. Now that all parties understand the others' positions, the team must decide what decision or course of action to take. With the facts and assumptions considered, it's easier to see the best action to take and reach an agreement. After reaching an agreem.
This presentation outlines the key points for a freelance specialist to maintain a quality of life and work. Tips that we can easily get when you join teams, but in Freelance, we need to be careful about our principles.
در این اسلاید با استفاده از عکس های دوست خوبم اباذر شرکت از استارتاپ ویکند دانشگاه صنعتی اصفهان تلاش شده است که خصوصیات یک تیم قوی و موفق بیان شود. این اسلاید ها در استارتاپ ویکند بند ماهشهر در دانشگاه پردیس امیر کبیر در اسفندماه سال 94 هم ارائه شده است.
در این اسلاید تلاش شده است آنچه که به عنوان خصوصیات کار تیمی در یک رویداد استارتاپ ویکند باید به آنها توجه شود ، به ترتیب زمانی رویداد ارائه گردد.
این ارائه در بوت کمپ استادتاپ ویکند دانشگاه صنعتی اصفهان در چهارم خرداد ماه ارائه شده است
این طرح به عنوان پیشنهادی برای همفکری و ابراز نظر در ارتباط با بحث نحوه تدوین تعرفه های پشتیبانی در جلسه پانزدهم مرداد ماه نظام صنف رایانه ای استان اصفهان ارائه شده است.
تجربیات جذب و نگهداری سرمایه انسانی کارآمد در ساختارهای چابکAziz Banihashemi
ارائه مربوط به تجربیات جذب و نگهداری سرمایه انسانی کارآمد در ساختار های چابک ویژه اولین همایش چابک ایران
در این ارائه تلاش شده است تجربیات مربوط به سرمایه های انسانی که در یک فرآیند چابک توسعه و تولید پروژه های نرم افزاری جذب و نگهداری می شوند مطرح و به چالش های مرتبط به آن اشاره گردد.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Agenda
Effective Communication
Functions of Communication, The Communication Process,
Communication Fundamentals, Key Communication Skills
01
6 Thinking Hat02
GOAL
SMART
03
1
14. Positive vs. Negative Feedback
Positive feedback fits what most
people wish to hear and already
believe about themselves
Subjective impressions carry
weight only when they come from
a person with high status and
credibility
Positive feedback is more readily
and accurately perceived than
negative feedback
Negative feedback is most likely
to be accepted when it comes
from a credible source if it is
objective in form
Feedback Skills
15. Focus on specific
behaviors
Keep feedback impersonal Keep feedback goal
oriented
Direct feedback toward
behavior that is
controllable by the
recipient
Ensure understanding
Developing Effective Feedback Skills
Make feedback well
timed
16. Preparation / Planning is the
first step on the ladder to
success
01
Aspects in the development of
a good presentation02
Audience Centered (Audience)
03
“I want (who) to (what) (where, when and how) because (why)”
Presentation Skills
Self Centered (Self)
Subject Centered (Material)
20. Six Thinking Hats
What do you
feel about
the
suggestion?
What are
your gut
reactions?
What
intuitions do
you have?
Don’t think
too long or
too hard.
The
information
seeking hat.
What are the
facts?
What
information
is available?
What is
relevant?
When
wearing the
white hat we
are neutral
in our
thinking.
The
sunshine
hat.
It is positive
and
constructive.
It is about
effectivenes
s and getting
a job done.
What are the
benefits, the
advantages?
The caution
hat.
In black hat
the thinker
points out
errors or pit-
falls.
What are the
risks or
dangers
involved?
Identifies
difficulties
and problems.
This is the
creative mode
of thinking.
Green
represents
growth and
movement.
In green hat
we look to
new ideas and
solutions.
Lateral
thinking
wears a green
hat.
The control
hat,
organising
thinking
itself.
Sets the
focus, calls
for the use of
other hats.
Monitors and
reflects on
the thinking
processes
used.
Blue is for
planning.
24. SMART
Goal Specific goals answer the following questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements/constraints.
Why: Specific reasons, purpose or benefits of accomplishing
the goal.
Specific
25. SMART
Goal To determine if your goal is
measurable, ask questions
such as
How much?
How many?
How will I know when it is
accomplished?
Measurable
The goal is “do-able”
It is action-oriented
It is “within reach” of
mortals!
Amay also stand for
Action-oriented and that
requires action verbs in the
goal!
Attainable
26. SMART
Goal The goal must be an
objective toward which you
are both willing and able to
work.
Again, it must be “do-able”
People must believe it can
be accomplished
Realistic
You should establish a
timeframe
The timeframe must be
realistic
Everyone needs to know the
timeframe…make it public
Tmay also represent
Tangible in that you can
experience it with one of
your senses
Timely
33. Target and Award per Step
Target
Same Support
Same Behavior
Powerful Leadership
Leadership
Per Member and his/her
attitude external support
External Support
TEAM
Should have
36. Conflict Type
Entrepreneurship
Migration
PhD/Work
Intrapersonal
Conflict
occurs within an
individual.
Intrapersonal
refers to a conflict between two
individuals. This occurs typically
due to how people are different
from one another
Interpersonal
is a type of conflict that happens
among individuals within a team.
Intragroup conflict
takes place when a
misunderstanding arises among
different teams within an
organization
Intergroup conflict
41. Who is More deserving
Of New Gift in your Team ?
10 Min
42. The Five Steps to Conflict Resolution
The more information you have about the cause of the
conflict, the more easily you can help to resolve it
Identify the source of the conflict
Often, it is not the situation but the perspective on the situation that
causes anger to fester and ultimately leads to a shouting match or
other visible—and disruptive—evidence of a conflict
Look beyond the incident
After getting each party’s viewpoint on the conflict, the next step is to
get each to identify how the situation could be changed. Again,
question the parties to solicit their ideas: “How can you make things
better between you?”
Request solutions
You are listening for the most acceptable course of action
Identify solutions both disputants can support
The mediator needs to get the two parties to shake hands
and agree to one of the alternatives identified in Step 4
Agreement
01
02
03
04
05