DCP Cooperation Irving ISD

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COOPERATIONPracticum in Irving ISD

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Getting Along With People


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


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


Developing Leadership Skills


CooperationDeveloping Leadership Skills Leaders have special point of view Aim: get people to do things NOT TRUE: being a supervisor is easy –

anybody can give orders Ordering people about loses productivity;

bossing is not leading and causes resentment TRUE: lead, not boss Leaders get more out of people than bosses do.


CooperationDeveloping Leadership Skills

The tone of the request in the second example would encourage Cody to join the effort to get the work done.

““Cody, I expect you to get this repair Cody, I expect you to get this repair done by 4 p.m. today, or I want to know done by 4 p.m. today, or I want to know

why.”why.”

““Cody, I’m working on the Walker site Cody, I’m working on the Walker site this afternoon, but this repair needs to this afternoon, but this repair needs to be done by 4 p.m. today. Could you try be done by 4 p.m. today. Could you try to get it done? If you need any help, let to get it done? If you need any help, let

me know, and I’ll see what I can do.”me know, and I’ll see what I can do.”

COMPARE EXAMPLES. PREFERENCE?


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

around.


CooperationDeveloping Successful Leaders

Leaders set realistic goals that are challenging but not impossible for their employees to achieve.

Leaders build group loyalty by seeing that workers are rewarded for their good work. They do not try to take all the credit for a job well done.

Leaders continually question themselves. They do not think that everything they do is

wonderful or right.


CooperationDeveloping Successful Leaders

They are able to accept constructive criticism and use it to improve their leadership abilities.

Leaders are competitive. The desire to excel is a motivator for them. Because leadership skills are developed—you

are not born with them—don’t forget to give your leadership skills a workout at every opportunity.


CooperationDeveloping Successful Leaders This does not mean that you should go around

telling people what to do, but be aware of opportunities to be a leader.

For instance, when working with a group, try to get a cooperative effort from the group rather than have everyone pulling in a different direction.


CooperationDeveloping Successful Leaders You can provide leadership by taking actions that

would help the group complete its task and by helping the group members maintain good working relationships.

Such practice will help you develop your own leadership style.


Conflict Management


CooperationConflict Management

Avoidance Refrain confrontation; refuse to take a stance or

by physically leaving or by “tuning out” Ineffective way to hide; do not disappear when

ignored Example: ostrich buries head in sand when

faced with unpleasant situation



Avoidance Effective strategy source(s) of conflict disappear

or get better in short period of time Example: opposing parties are so angry that

feelings should not be bared at that time


CooperationConflict ManagementAccommodating Make peace by calming down or pointing out

common interests Reacting to emotions, not to problem Cause doesn’t go away; hidden

Quieting of feelings may be useful; occasions arise for use Not resolving real issues

Direct competing individuals to accomplish goal; more important



Forcing Solution comes from:

most powerful of two sides supervisor

Use authority, threats, and intimidation Call for majority rule when they know they will

win If one side in conflict has more power than other,

stronger side can simply intimidate the weaker



Forcing Problems

Resolution is not guaranteed to be in best interest of both parties or company—only that it will be in best interest of stronger party

Losing party will be frustrated by results and may attempt to retaliate or sabotage the plan

Bad when winner is supervisor and loser is subordinate



Forcing Highly effective method of controlling conflict,

and times exist when it has to be used Short-term resource; original conflict will

reemerge or similar ones will arise to create more problems



Bargaining Solution through give and take Both sides move from original position to

somewhere in between Both sides willing to give up something of value

and to bargain in good faith; rarely a clear winner/loser

Outcome is often less than completely satisfactory to both sides



Bargaining More assertive mode than either avoidance or

accommodating; not as assertive as forcing Cooperative approach to conflict Most practical and often used methods of conflict

resolution


CooperationConflict ManagementProblem Solving Greatest potential for achieving a permanent

solution to conflict Deals squarely with issues Focuses on roots of conflict although feelings are

not ignored Not coerced into accepting an unwanted solution Solution is sought in which neither side feels it

has to give up something important to get what it wants


CooperationConflict ManagementProblem Solving Brings parties together to examine and improve

situation with third-party help Not used because:

Time consuming Requires a great deal of energy and commitment

Must be attempting to achieve same, or similar, goals and have desire to see problem solved


CooperationConflict ManagementProblem Solving Must believe in achieving a better solution

through collaborating than through fighting; willing to see problem from other side’s point of view



Summary Not one best method of conflict resolution exists,

applicable to every conflict Understand all modes and know which would be

best to apply in a given conflict situation.


Conflict Resolution Approach


CooperationConflict Resolution ApproachContext of Conflict Avoidance (refraining from confrontation) works

best when … Potential damage of addressing conflict outweighs

benefits of resolution People need chance to cool down emotionally Others are in a better position to resolve conflict Problem will no doubt go away by itself There's little chance you'll get your way anyway


CooperationConflict Resolution ApproachContext of Conflict Accommodating (trying to appease

combatants) works best when … Preserving harmony is important Conflicting personalities are major source of problems The issue itself cannot be solved Care more about other person than getting own way


CooperationConflict Resolution ApproachContext of Conflict Forcing (getting my way) works best when …

You know you’re right You must protect yourself A rule has to be enforced Quick, decisive action is needed


CooperationConflict Resolution ApproachContext of Conflict Bargaining (compromising) works best when …

Opposing sides do not share goals but are equal in power

Temporary settlements on complex issues are needed Problem solving won’t work


CooperationConflict Resolution ApproachContext of Conflict Problem solving (reaching a consensus) works

best when … Both sides bring concerns that are much too important

to be compromised Hard feelings must be worked through A permanent solution is desired


Problem Solving Techniques


CooperationProblem Solving Techniques Problems: big and small Better to solve problem before it gets bigger and

more difficult Problems cause …

Loss of sleep Poor performance on job or in school To be cranky with friends and family Health problems Unsolved, create a crisis situation later

Hard on physical and mental health


CooperationProblem Solving Techniques Must make decisions, often hard to do

Made everyday What clothes to wear What classes to take Where to live Which friends to be with

Some are more complex and require a solution


CooperationProblem Solving Techniques

To some people, these questions are overwhelming; to others, the solution may be simple

One person’s problem may not be a problem to someone else

““What career should I choose?” What career should I choose?” ““What should I do with my What should I do with my

rebellious child?” rebellious child?” ““What am I going to do about What am I going to do about

moving out on my own?”moving out on my own?”


CooperationProblem Solving Techniques Acting on feelings rather than logic and valid

information Sometimes results of solution are considered in great

length, while realities of solution are often overlooked

Narrow vision Narrow vision involves zeroing in to point where

problem solver cannot be open-minded and does not consider other events that may affect decision


CooperationProblem Solving Techniques Following poor advice

Friends or relatives who seem to be experts may in fact give misleading advice resulting in a poor decision and unobtainable solution

Lack of direction and goals When a person has no direction, it is difficult to make

decisions and solve problems A solution that seemed good at one point may in fact

tend to be poor when circumstances change


CooperationProblem Solving Techniques Lack of thoroughness

Facts and figures needed to solve a problem must be carefully collected and considered.

Every alternative should be thoroughly and patiently checked before a decision is made


CooperationProblem Solving Techniques Fear

Biggest obstacles an individual has to overcome

Thinking of all bad things that could result from decision causes people to hesitate and lose confidence in self

Not looking ahead results in problem reoccurring later Consider future consequences of solution

REASONS THAT CAUSE REASONS THAT CAUSE PEOPLE TO MAKE AN PEOPLE TO MAKE AN INCORRECT DECISIONINCORRECT DECISION




Seeing problem as worse than it is The more person thinks about problem, larger it grows Often person talks self out of even beginning to deal

with problem

Not being able to identify problem Often problem seems so complex that problem-solver

does not know where to begin





IDEA Method for problem

solving Sure-fire method for

reaching a solution to problems


CooperationProblem Solving Techniques Step 1: Identify your problem.

What do I need to accomplish? What should I be able to do when I finish this task? Understanding the purpose of your activity is

extremely important. As a sharp thinker once said, “If you don’t know where

you are going, how will you know when you get there?”

So, be sure to clarify your goals when setting up to begin a task.


CooperationProblem Solving Techniques Step 2: Design your solution.

Information available to solve problem? Materials needed to solve problem? Designing means planning. A person who applies technology to tasks doesn’t

jump into the middle of the project but takes a look at the information and materials available to complete the task.

After collecting information and materials, select the most useful tools for the project and arrange in an efficient way in order to complete job.


CooperationProblem Solving TechniquesStep 3: Examine your resources.

Ask questions, then use resources

““What do I already know about this What do I already know about this situation that will help me?”situation that will help me?”

““What information sources will be What information sources will be most helpful?”most helpful?”

““Within the information sources, Within the information sources, what information is important what information is important

because it helps solve my because it helps solve my problem?”problem?”


CooperationProblem Solving TechniquesStep 3: Examine your resources. Instructions for installation or repair are in a

stepwise (numbered 1, 2, 3, 4, 5, etc.) Process Chronological order

Read and follow instructions in a detailed and careful manner Attention to detail viewed favorably Take note of other information sources

Table of contents shows parts of manual and helps in selecting necessary information

Troubleshooting guide to repair a problem


CooperationProblem Solving TechniquesStep 3: Examine your resources. Everyone has lifetime of problem-solving

experience behind them Use knowledge gained from previous task that

can guide in future tasks


CooperationProblem Solving TechniquesStep 4:Assess your solution Upon completion of any project, revisit original

goals

Arrive at intended goal

““Did I accomplish my purpose?” Did I accomplish my purpose?” ““Did the information help me Did the information help me

solve my work problem?”solve my work problem?”““How did it help?”How did it help?”


CooperationProblem Solving TechniquesStep 4:Assess your solution Survey resources again

“Did you have what you needed to complete your task on hand?”

“Were you constantly having to stop your task to gather more materials or information?”

Experiences help in being better prepared for next challenge


CooperationProblem Solving TechniquesStep 4: Assess your solution Suggestions for thinking more creatively and

critically Don’t sit back and wait for events to determine actions, get

involved up front Shape course of events by energetically pursuing process of

solving problem Think for self … ultimately responsible for decisions affecting life Look at all sides

Consider all arguments, even those not wanted to hear Remain open to ALL new ideas


CooperationProblem Solving TechniquesStep 4:Assess your solution Relax and let subconscious mind work on

problem Brilliant, creative people often seem absent-

minded and idle, “lost in thought”


Maintaining Good Relationships


CooperationMaintaining Good Relationships Learn about people and their needs in order to

get along with them Hard to relate to people if you have no idea what

makes them tick In order to get along with others:

Everyone is unique Everyone wants to feel important People have many roles Needs affect actions


CooperationMaintaining Good Relationships Be aware of uniqueness; treat equal

One supervisor may want to be called “Jim” and another “Mr. Baxter”

One co-worker might like to hear an occasional workplace joke but another might choose to refrain from such

Recognize, accept, and respect differences People have good reasons for actions and

preferences Respect their preferences Otherwise makes them feel unimportant


CooperationMaintaining Good Relationships Remember that supervisors and co-workers

have other roles in life Parents, sisters, sons, husbands, softball coaches,

church members, etc. Irritable or moody? Could be a sick child or personal

life has upheaval Make allowances and understand that by supporting

them in their other roles, improve working relations with them

All humans have needs If one is thirsty, he takes a drink of water If one is lonely, she seeks out a friend


CooperationMaintaining Good Relationships People are always trying to satisfy one need or

another maintain good human relations Slow in anger at person’s behavior

understand behavior of person Someone who brags a lot may get very annoying Person may be acting from need for approval … be

tolerant and encouraging

Good human relations skills take practice and patience … mistakes will occur


CooperationMaintaining Good Relationships Stop to consider what other people want and

need and not just react to an immediate, surface situation


CooperationChain of Command Learn organizational chart

Know who … immediate supervisor supervisor of supervisor other department managers, etc.

Keep supervisor informed about what’s going on with job

Do not go over supervisor’s head without permission

Keep boss “in the loop” when talking to management about making changes in the business


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


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


Conflict Management Avoidance – refrain from actions that may cause

a confrontation Accommodating – make peace by calming

people down Forcing – This should only take place by the

authority or supervisor over the situation Bargaining – Seek a solution through give and

take Use problem solving skills to create a

solution


Problem Solving Skills. . .

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


How do conflicts arise? Acting on feelings rather than logic and valid

information Narrow vision – close-minded people Following poor advice Lack of direction and goals Lack of thoroughness


How can you make an “incorrect” decision? Fear – this happens when people lose

confidence in themselves Not looking ahead will result in the problem

reoccurring later. Seeing the problem as worse than it is Not being able to identify the problem.


Cooperation Maintain good relationships with Supervisors and

co-workers Remember that everyone is unique, Everyone wants to feel important, People have many roles, and Needs affect actions.

Always follow the chain of command when you do have to get assistance with a problem.


Cooperation Display leadership skills Practice good conflict-management skills Demonstrate problem-solving capabilities Maintain good working relationships with

supervisors and co-workers Follow the company’s chain of command


COOPERATION: Problem Solving

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Identifying the problem: You cannot afford to pay the $75 rent increase with your current limited income.

Determining your solutions:• You can move.• You can take on a roommate.• You can move in with your parents or other family member.• You can talk to the landlord.• You don't pay the extra money.

Examining your resources:• If you move, you have to locate other housing and spend time moving.• If you get a roommate, you will have no privacy.• You might have a hard time getting along with your parents or other family

members.• Your landlord may not care about or understand your problem.• If you don't pay the $75, you will be evicted.

POSSIBLE SOLUTIONSPOSSIBLE SOLUTIONS

POSSIBLE RESOURCESPOSSIBLE RESOURCES


COOPERATIONPracticum in Irving ISD

DCP Cooperation Irving ISD

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