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Best Prac*ces in Effec*ve Communica*on and Conflict Management
Walt Gmelch Dean and Professor
University of San Francisco School of Education [email protected]
Materials adapted from Life Cycle of a Department Chair (Gmelch & Schuh, 2004), Department Chair Leadership Skills (Gmelch & Miskin, 2010) and Chairing an Academic Department (Gmelch & Miskin, 2004).
The Jossey Bass Department Chair Leadership Ins6tute
Future Jossey-‐Bass workshop sessions
August 12, 2010: The Most Important Things You Need to Know (and Do) as a Department Chair
August 26, 2010: A Quick and Practical Guide to Managing Your Time and Stress
September 16, 2010: Best Practices in Effective Communication and Conflict Management
October 14, 2010: What Department Chairs Can Do to Foster Excellent Teaching
November 10, 2010: Best Practices in Budgeting, Resource Management, and Planning for Results
Best Prac*ces in Effec*ve Communica*on and Conflict Management
Materials adapted from Life Cycle of a Department Chair (Gmelch & Schuh, 2004), Department Chair Leadership Skills (Gmelch & Miskin, 2010) and Chairing an Academic Department (Gmelch & Miskin, 2004).
Walt Gmelch Dean and Professor
University of San Francisco School of Education [email protected]
3
The Three R’s of Communica*on and Conflict Management
1. Recognize the Nature and Causes of Conflict
2. Respond to Conflict with Appropriate Style
3. Resolve Conflict with Principles
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 4
Department Chair’s Web of Communica*on and Conflict
Ins*tu*onal 5 Structural Condi/ons
Interpersonal 60% Job Dissa/sfac/on
Posi*onal Department Chair Role
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As a university/college employee, I consider myself to be:
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CONFLICT
When you think of conflict, what is the first word that comes to mind?
List 1 or 2 synonyms for conflict.
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Approaches to Organiza*onal Conflict
Prescriptive Period Philosophy Nature Strategy
1890-1940’s Traditionalists Destructive Eliminate
1950-1980’s Behavioralists Natural Accept
Present Time Interactionalists Necessary Encourage
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 9
Five Communica*on PaLerns Crea*ng Conflict
Organizational Characteristics 1. Levels
2. Structure 3. Heterogeneity 4. Participation 5. Influence
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 10
Interpersonal Influence Ac*vity
Visualize a mee6ng with a faculty member:
Your colleague closes his or her fist.
How would you get her/him to open it?
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What did you do?
How did you try to influence your colleague to open his or her fist?
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There are two types of influence: personal and positional.
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Sources of Communica*on and Influence (con*nued)
Each base of power provides a different possible reason for faculty to comply with their department chair’s wishes . . .
And a different way chairs can attempt to influence a colleague.
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Source of Power: Posi%onal
Power Base
Reward
Coercive
Authority
When to Use When you want to add incentives When you want to recognize superior
performance When faculty value reward
When you need to reinforce rules When discipline is needed When basic ethics are violated
When department has clear procedures When rapid compliance is needed When you are willing to take total
responsibility for decision 15
Sources of Power: Personal
Power Base When to Use
Expertise When faculty growth and development are desirable When you are sure of the decision When data or rationale are complex or confidential
Referent When harmony is important When friendships are valued When faculty must trust you and share the same values
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 16
What source of influence do you believe you use the most as chair?
1. Reward 2. Coercive 3. Authority 4. Exper6se 5. Referent
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“You can’t shake hands with a closed fist.”
Golda Meir
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Thomas-‐Kilmann Conflict Mode Instrument
Assess your preferred style for dealing with conflict
Complete Conflict Mode Instrument Score your Instrument OR ------ Estimate your styles
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Conflict Management Model
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Personal Style for Conflict
1. My primary conflict style is: _____________
2. My backup conflict style is: _________________
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As a department chair, when is it appropriate to use each of the five styles of conflict?
Cooperative High Low
Ass
ertiv
e H
igh
Low
Competition Collaboration
Avoidance Accommodation
Compromise
Conflict Resolu*on Organizing Ques*ons
1. Are there more than two parties?
2. Are the parties monolithic?
3. Are there linkage effects?
4. Is there more than one issue?
5. Is ratification required?
6. Are threats possible?
7. Are negotiations public or private?
8. Is there a time constraint?
Adapted from H.Raiffa (1982). The Art of Science of Negotiation. Cambridge, MA: Harvard University Press. 26
X
O
X X X
O O O
VERTICAL Conflict Stakeholders
X
O
HORIZONTAL Conflict Stakeholders
Principled Conflict Management
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Interests
Definition: The basic intangible or abstract needs of a party
such as values, principles, needs
Characteristics: Rarely negotiable Usually intangible Not measurable May be substituted for other interests
Results: Interest satisfaction must be achieved if conflict is
to be resolved
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 28
WISE OUTCOME
“Meets the legitimate interests of each side to the extent possible, resolves conflicting interests fairly, is durable, and takes community interests into account.”
Fisher and Ury, 1983, p. 4
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Basic Ingredients for a “Sa*sfying” Conflict Resolu*on
1. Substantive Satisfaction Content of settlement
2. Procedural Satisfaction Specific conflict procedures giving order to negotiation process – before, during, and after
3. Psychological Satisfaction How parties feel after resolution
Walter H. Gmelch, Center for the Study of Academic Leadership, University of San Francisco 30
The Perfect Apology
1. Acknowledge mistake
2. Accept responsibility
3. Express regret 4. Provide assurance, won’t be repeated 5. Time it well
Barbara Kellerman (April, 2006) Harvard Business Review. 72-81. 31
Ways to Resolve Conflict Soft Hard Principled Friends Adversaries Problem Solvers
Agreement Victory Wise Outcome
Trust Distrust Independent of Trust
Make Offers Make Threats Explore Interests
Yield to Pressure Apply Pressure Yield to Principle, Not pressure
Souce: Getting to Yes by R. Fisher and W. Ury. 32
Nego*a*ng with Difficult People
Step 1. Don’t React Go To The Balcony
Step 2. Disarm Them Step To Their Side
Step 3. Change The Game Don’t Reject…Reframe
Step 4. Make It Easy To Say Yes Build Them A Golden Bridge
Step 5. Make It Hard To Say No Bring Them To Their Senses, Not Their Knees
Source: William Ury (1995), Getting Past No. New York: Bantam Books, 33
1. DON’T REACT:
Go To The Balcony
Keep Your Eyes on the Prize
Name the Game
Buy Time to Think
Don’t Get Mad, Don’t Get Even, Get What You Want
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2. DISARM THEM:
Step To Their Side
Listen Actively
Acknowledge the Point
Agree Wherever You Can
Acknowledge the Person
Express Your Views – Without Provoking
Create a Favorable Climate for Negotiation
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3. CHANGE THE GAME:
Don’t Reject… Reframe
Ask Why
Ask Why Not
Ask What If
Ask for Your Colleague’s Advice
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4. MAKE IT EASY TO SAY YES:
Build Them A Golden Bridge
Involve Your Colleague
Satisfy Unmet Interests
Help Your Opponent Save Face
Go Slow to Go Fast
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5. MAKE IT HARD TO SAY NO:
Bring Them To Their Senses, Not Their Knees
Let Your Colleague Know the Consequences
Use Your BATNA, Defuse the Reaction
Keep Sharpening Your Colleague’s Choice
Forge a Lasting Agreement
Mutual Satisfaction, Not Victory
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Conflict Concepts & Strategies BATNA “Best Alternative to a Negotiated Agreement”
ZOPA Myopia “Zone of Possible Agreement” (Overlap between most willing to offer and least willing to
accept)
LOGROLLING Making mutually beneficial trade-offs between/among
issues.
WIN – WIN Negotiated outcome where both parties have reached an
agreement that cannot be mutually improved.
Source: Leigh Thompson (2008). The Truth About Negotiations. Upper Saddle River, NJ: FT Press. 39
The Mee*ng: Working with Your Colleagues
1. Set the stage – get faculty close. 2. Leave your biases at the door. 3. Act as mediator of the meeting. 4. Establish ground rules. 5. Get the facts, nothing but the facts. 6. Clarify misunderstandings 7. Don’t reject, reframe and explore. 8. Do a reality check. 9. Be clear on consequences.
Walter H. Gmelch, Center for the Study of Academic Leadership. University of San Francisco 40
Conflict Resolu*on Con*nuum
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Department Chair Survival Skills 1. Be principled in your discussions. 2. Communicate in all direc6ons. 3. Hallucinate – see the vision ver6cally and
horizontally. 4. Serve others – it is not about you. 5. Know yourself – enlarge your arena. 6. Play well with others – collaborate 7. Enhance leadership and learning.
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“We’re all in this alone.” Lily Tomlin
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Legacy Worksheet
How do you want to be remembered as a university leader?
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Old Chinese Saying
To know and not to use
Is not yet to know
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Best Prac*ces in Effec*ve Communica*on and Conflict Management
Walt Gmelch Dean and Professor
University of San Francisco School of Education [email protected]
Materials adapted from Life Cycle of a Department Chair (Gmelch & Schuh, 2004), Department Chair Leadership Skills (Gmelch & Miskin, 2010) and Chairing an Academic Department (Gmelch & Miskin, 2004).
The Jossey Bass Department Chair Leadership Ins6tute
