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Topic: Are departnt or team norms identified and establied around conflict resolution?

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Are departnt or team norms identified and establied around conflict resolution?

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Greg Giesen
Submitted 2007-07-26 18:03:19 All too often organizations cry out for what I call the quick fix. You know the scenario: o employees not getting along http://www.mlbmarinersstore.com/authentic-taijuan-walker-mariners-jersey/ , probably personality differences, not real receptive to previous internal interventions, etc., so the organization decides to bring in outside help to fix the problem. Sound familiar?

I call it the quick fix because the conflict beeen the o employees may also be a symptom of a much larger organizational problem, or http://www.mlbmarinersstore.com/authentic-robinson-cano-mariners-jersey/ , as I like to call it, a system malfunction. In this scenario, a system malfunction can be a direct result of poor leaderip, dysfunctional work groups, inadequate performance managent processes andor a general lk of soft skills training and resources for employees on the part of the organization.

Now do not get wrong. It is very important to address the tual conflicts beeen employees and to help them reh ceptable resolutions http://www.mlbmarinersstore.com/authentic-nelson-cruz-mariners-jersey/ , etc. However, it would be a mistake for an organization to limit the scope of a conflict resolution to the imdiate conflicting employees without also being willing to look at the surrounding system where the conflict resides in. Without a more thorough assessnt, an organization can easily get into the habit of treating the symptom while ignoring the problem.

In order to assess if there are organizational ftors that are contributing to the conflict(s), consider investigating the following checkpoints:

Checkpoint 1: Is adequate leaderip within the organization and departnt being demonstrated?

The leader (i.e., supervisormanager) of the employees in conflict is the first ple to check to assess whether the conflict is a symptom of a bigger problem or rely an isolated event. Things to look for include:

-What previous efforts have been made by the leader to address the conflict and with what results?

-Is the leader fortable with conflict resolution?

-Is the leader role-modeling effective conflict resolution skills?

-What has the leader done to create a supportive environnt within their group for effective conflict resolution?

-Is the leader consistent in how hee addresses conflicts?

-Is the leader being held countable by their supervisor in effectively addressing conflict resolution issues in their area?

-Are effective conflict resolution skills being prticed by the CEO and hisher senior managent team?

The leaderip ftor is the most important predictor of how conflict will be handled within a given departnt andor organization. If a supervisormanager is ineffective in handling conflict http://www.mlbmarinersstore.com/authentic-kyle-seager-mariners-jersey/ , it is possible that their supervisormanager may not be providing adequate cohing or guidance to them. If not, the problem has now expanded to the next level of leaderip. Sotis this can be tred all the way up to the CEO.

Checkpoint 2: Do co-workersteam mbers foster a supportive environnt for conflict resolution or a non-supportive environnt?

In my opinion, the co-workersteam mbers (including those directly involved in the conflict) must also are the responsibility for the interpersonal dynamics (good and bad) that occur within their own group. Hence, here are so of the things to look for:

-What previous efforts have been made by individuals or the group to address the conflict and with what results?

-What are the defined or undefined group norms around conflict, if at all?

-Who is impted by the conflict in question?

-What is not happening that needs to happen in this group around conflict resolution?

-How does the group http://www.mlbmarinersstore.com/authentic-ken-griffey-mariners-jersey/ , as well as the conflicting parties, see the role of the leader in all of this. Effective? Ineffective? What guidance and support does the group feel they still need from the leader and the organization?

Of course the leader, as ntioned, is critical in creating a supportive environnt for effective conflict resolution but that does not let the group or the conflicting individuals off the hook. There needs to be a collaborative effort in this process.

Checkpoint 3: Is there an countability ftor in the organization that supports teamwork and good munication skills?

The organization itself plays a critical role in defining appropriate and inappropriate behaviors in the workple. Clearly, what gets reinforced is the behavior that gets exhibited. Specifically:

-Are the desired conflict resolution skills (particularly around teamwork and munication) reflected as criteria in the performance review process?

-Are there organizational core values? If so http://www.mlbmarinersstore.com/authentic-justin-smoak-mariners-jersey/ , are they reflected within the performance review process?

-Are departnt or team norms identified and establied around conflict resolution? If so, are they followed in a consistent manner?

-Is peer input part of the performance review process? If not, would it make a difference?

-Is the disciplinary process ever used for employees who exhibit poor munication andor cooperation skills?

The performance reviewmanagent process must reflect the desired skill sets required for effective conflict resolution. Here I am talking about teaming skills, munication and problem-solving, collaborative and listening skills http://www.mlbmarinersstore.com/authentic-ichiro-suzuki-mariners-jersey/ , to na a few. If organizations fail to knowledge and create countability around these types of skills amongst their employees, then those sa organizations are contradicting themselves when they say they want to create an environnt that fosters effective munication and conflict resolution.

Checkpoint 4: Is the organization (at all levels) providing soft skill trainingresources on an ongoing basis?

Maintaining effective working (CNN) -- A


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