Supervisory Skill Builders Handling Problems and Conflicts.

Supervisory Skill Supervisory Skill BuildersBuilders

Handling Problems Handling Problems and Conflictsand Conflicts

Where Problems come Where Problems come from?from?

1- Working Conditions.1- Working Conditions.

2- People.2- People.

3- The Organization.3- The Organization.

When you use a Team to When you use a Team to Problem Solving, YOU:Problem Solving, YOU:

Get advice from and use all the Skills Get advice from and use all the Skills of many People.of many People.

Promote Initiative among Employees.Promote Initiative among Employees.

Contribute to the Success of your Contribute to the Success of your Property.Property.

Think Carefully about:Think Carefully about:

1- Are your Employees Interested?1- Are your Employees Interested? Is it practical for all Employees to be Is it practical for all Employees to be

Members? Can you Choose without Members? Can you Choose without Upsetting Others?Upsetting Others?

Can you take the Time for a Group Can you take the Time for a Group Solving Team?Solving Team?

Do they have the Skills and Knowledge Do they have the Skills and Knowledge needed to Solve the Problem? needed to Solve the Problem?

Six Steps to Team Problem Six Steps to Team Problem SolvingSolving

1- Brainstorm to Define Problems.1- Brainstorm to Define Problems. 2- Prioritize Problems and Select a 2- Prioritize Problems and Select a

Problem to Solve.Problem to Solve. 3- Develop Possible Solutions.3- Develop Possible Solutions. 4- Obtain Feedback about the 4- Obtain Feedback about the

Solutions.Solutions. 5- Implement the Best Solution.5- Implement the Best Solution. 6- Evaluate the Results of the Solution.6- Evaluate the Results of the Solution.

Ground Rules for BrainstormingGround Rules for Brainstorming

Set the Time Limit on the Set the Time Limit on the Brainstorming Session.Brainstorming Session.

Don’t let Employees get Sidetracked.Don’t let Employees get Sidetracked. Be sure that Employees Speak Be sure that Employees Speak

Freely.Freely. Make sure All Employees Contribute.Make sure All Employees Contribute. Let Your Employees Do the Talking.Let Your Employees Do the Talking.

Develop Possible SolutionsDevelop Possible Solutions

Get Input from Everybody; Clarify the Get Input from Everybody; Clarify the Problem if necessary.Problem if necessary.

Examine the Problem’s Effects on Examine the Problem’s Effects on Employees.Employees.

State the Specific Results you want State the Specific Results you want to get from a Solution to the to get from a Solution to the Problem.Problem.

Brainstorm Possible Solutions to the Brainstorm Possible Solutions to the Problem.Problem.

When you obtain Feedback When you obtain Feedback note:note:

How do the Employees feel about the How do the Employees feel about the Solution?Solution?

Is the Solution Economically Feasible?Is the Solution Economically Feasible? Can we Try Out the Solution before Can we Try Out the Solution before

Implementing it?Implementing it? Does the Solution really Address the Does the Solution really Address the

Problem?Problem? Does the Solution generate New or Does the Solution generate New or

Additional Problems?Additional Problems?

Tips for Solving a Problem with Tips for Solving a Problem with TEAM:TEAM:

Prepare Team Members to be Prepare Team Members to be Problem-Solvers.Problem-Solvers.

Help Team Members Develop an open, Help Team Members Develop an open, appropriate Communication Style.appropriate Communication Style.

Conduct Problem-Solving Sessions in a Conduct Problem-Solving Sessions in a Comfortable place without Comfortable place without Distractions.Distractions.

Limit the Time in Session and Stay Limit the Time in Session and Stay focused.focused.

ConflictsConflicts

Conflict Occurs if:Conflict Occurs if: Communication Problems.Communication Problems. Limited Resources.Limited Resources. Different Goals.Different Goals. Poor Cooperation.Poor Cooperation. Individual Differences.Individual Differences. Organizational Problems.Organizational Problems.

Preparing yourself to Resolve Preparing yourself to Resolve ConflictConflict

Increase the Respect others have for Increase the Respect others have for you.you.

Increase your own Self-respect.Increase your own Self-respect. Grow as a Person and as a Supervisor.Grow as a Person and as a Supervisor. Increase the Efficiency and Teamwork.Increase the Efficiency and Teamwork. Exercise your Creative Thinking Exercise your Creative Thinking

Abilities. Abilities.

Skills to Effectively Resolve a Skills to Effectively Resolve a Conflict. Conflict.

1- Assertiveness.1- Assertiveness.

2- Negotiation.2- Negotiation.

AssertivenessAssertivenessWays to Confront ConflictWays to Confront Conflict

Assertive Approach.Assertive Approach.

Aggressive Approach.Aggressive Approach.

Passive Approach.Passive Approach.

Passive ApproachPassive Approach

Problem !!!Problem !!!

I didn’t notice any Problem !!!I didn’t notice any Problem !!!

Meaning:Meaning:

Tells the Employees that Supervisor Tells the Employees that Supervisor doesn’t want to get involved.doesn’t want to get involved.

Aggressive ApproachAggressive Approach

You two guys have a Problem, and we You two guys have a Problem, and we are going to get to the bottom of it are going to get to the bottom of it Right Now.Right Now.

Meaning:Meaning:

They are Frighten…they may thing They are Frighten…they may thing their Supervisor will Punish them.their Supervisor will Punish them.

Assertive ApproachAssertive Approach

Over the last few days, I noticed that Over the last few days, I noticed that something seems to be different something seems to be different between you two. I think it’s affecting between you two. I think it’s affecting your work.your work.

Has anything happened that you want to Has anything happened that you want to talk about?talk about?

Meaning:Meaning:

Employees are encouraged to talk about Employees are encouraged to talk about the Conflict more Openly and Honestly.the Conflict more Openly and Honestly.

NegotiationNegotiationArt of Negotiation requires the Art of Negotiation requires the

following:following: Listen to Others.Listen to Others. Understand other’s Point of View.Understand other’s Point of View. Helping People get beyond their Helping People get beyond their

Emotions.Emotions. Persuading others to cooperate to Persuading others to cooperate to

Solve a Problem.Solve a Problem.

Four Steps to Conflict Four Steps to Conflict ResolutionResolution

Recognize and Define the Conflict.Recognize and Define the Conflict.

Confront those in Conflict.Confront those in Conflict.

Develop a Solution.Develop a Solution.

Follow-Up on the Conflict.Follow-Up on the Conflict.

AlwaysAlways

ThinkThinkWin – WinWin – Win

Confront Those in ConflictConfront Those in Conflict

Tell Employees Privately at Separate Tell Employees Privately at Separate Times that you’ve Noticed a Problem.Times that you’ve Noticed a Problem.

Be Specific when Describing the Problem.Be Specific when Describing the Problem. Immediately Separate Employees who Yell Immediately Separate Employees who Yell

at or Threaten each other; and Set a Time at or Threaten each other; and Set a Time to Discuss the Problem.to Discuss the Problem.

If an employee comes to you about a If an employee comes to you about a Problem with a co-worker, Schedule a Problem with a co-worker, Schedule a Meeting as soon as Possible. Meeting as soon as Possible.

Follow-Up on ConflictFollow-Up on Conflict

Use your Eyes and Ears to Notice if Use your Eyes and Ears to Notice if Signs of Conflict have Diminished / Signs of Conflict have Diminished / Reduced.Reduced.

Check your attendance and Scheduling Check your attendance and Scheduling records and Incident Reports.records and Incident Reports.

Meet again with Both Employees to see Meet again with Both Employees to see if the Solution is Workingif the Solution is Working

Workplace ViolenceWorkplace Violenceالعمل مكان في العمل العنف مكان في العنف

ThreatsThreats

Frequent Behavior Problems.Frequent Behavior Problems.

Personal Problems.Personal Problems.

Difficult PeopleDifficult People

Barkers and Biters.Barkers and Biters. العض و النبــاح العض هواة و النبــاح هواة Constant Complainers.Constant Complainers. المســـتمر التـــذمر المســـتمر هواة التـــذمر هواة Silent Suffers. Silent Suffers. الصـــامتون الصـــامتون المعــــذبون ..المعــــذبون Wet Blankets.Wet Blankets. المحـــــبطونالمحـــــبطون. . Know-it-Alls.Know-it-Alls. شــــــــيئ بكـــــــــل شــــــــيئ العالمون بكـــــــــل . .العالمون Poppycock Artists.Poppycock Artists. الفــارغ الكالم في الفــارغ البارعون الكالم في . .البارعون Wafflers. Wafflers. المتخوفــــــــــــونالمتخوفــــــــــــون. .

Limit the Effect of Difficult Limit the Effect of Difficult PeoplePeople

Think about the Job Candidates’ Think about the Job Candidates’ Abilities to work with Others before Abilities to work with Others before Hiring them.Hiring them.

Ask “What-if” Questions during Ask “What-if” Questions during Interviews to see How Candidates Interviews to see How Candidates might Handle Difficult Situations.might Handle Difficult Situations.


Provide adequate Orientation and Provide adequate Orientation and Training to Minimize Frustrations Training to Minimize Frustrations that might arise.that might arise.

Provide Opportunities for Provide Opportunities for Employees to advance. Employees to advance.


Model Appropriate Behavior yourself.Model Appropriate Behavior yourself.

Set High Expectations of Set High Expectations of Cooperation for Employees.Cooperation for Employees.

Prevent Constant Prevent Constant ComplaintsComplaints

STOP!STOP!

Do you Complain a lot Yourself?Do you Complain a lot Yourself?


LOOK!LOOK!

Examine your Own Behavior and Examine your Own Behavior and make sure you Don’t give Employees make sure you Don’t give Employees

Reason to Complain. Reason to Complain.


LISTEN! LISTEN!

Let Employees Express their Feelings, Let Employees Express their Feelings, and Pay Attention to What they Say…and Pay Attention to What they Say…

Employee Grievance ProcessEmployee Grievance Processالعاملــــين تظـــلم العاملــــين مراحـــل تظـــلم مراحـــل

Step 1- Step 1-

You, meet with the Union Stewart and You, meet with the Union Stewart and the Employee to Resolve the the Employee to Resolve the Problem, if cannot be Solved. >>>>Problem, if cannot be Solved. >>>>

Step 2-Step 2-

Your Boss and Union’s Grievance Your Boss and Union’s Grievance Committee try to Reach Solution. Committee try to Reach Solution. >>> >>>

Employee Grievance Employee Grievance ProcessProcess

Step 3 –Step 3 –

Top Managers meet with the Grievance Top Managers meet with the Grievance Committee or High-Level Union Officials. Committee or High-Level Union Officials. >>>>>>>>

Step 4 – Step 4 –

Mediators are Called in. Listens to both Mediators are Called in. Listens to both sides, and Neither the Union nor the sides, and Neither the Union nor the Management must Accept the Management must Accept the Recommendation. Recommendation.

Thank You,Thank You,

Leader Evaluation:Leader Evaluation:Supervisory Skill Supervisory Skill

BuildersBuilders

Resources:Resources: Resource 1: Resource 1: Resource 2:Resource 2: Resource 3:Resource 3: Resource 4:Resource 4: Resource 5:Resource 5: Resource 6:Resource 6:

Resources: Cont. 1Resources: Cont. 1

Resource 7:Resource 7: Resource 8:Resource 8: Resource 9:Resource 9: Resource 10:Resource 10: Resource 11:Resource 11:


Resource 12:Resource 12: Resource 13:Resource 13: Resource 14:Resource 14: Resource 15:Resource 15: Resource 16:Resource 16: Resource 17:Resource 17:


Resource 18:Resource 18: Resource 19:Seminar EvaluationResource 19:Seminar Evaluation Resource 20:Leader EvaluationResource 20:Leader Evaluation

Supervisory Skill Builders Handling Problems and Conflicts.

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