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Conflict Management E-Newsletter
February 2003 #37
------------------------------------------------------------------ Contents: 1. Articles
2. Workplace Pledge of Nonviolence
3. EEOC Updates Guidance On National Origin Bias
4. Training Announcements
5. Survey: My team's most significant problem is...
6. Time to tame your most destructive emotions?
7. Quotes
8. New Book: The Book Of Agreement
9. Georgia Tech Dispute Management System ------------------------------------------------------------------
Visit http://www.mediate.com/johnford (recently updated) to learn
more about workplace conflict prevention, management and resolution. ------------------------------------------------------------------
1. Articles Are your organization's conflict management practices
an Integrated Conflict Management System?
By Jennifer Lynch and Peter German
In this article we will provide a checklist that will
help you assess the gaps between your organization's
conflict management practices and an Integrated
Conflict Management System.
Contributions of Caucusing and Pre-Caucusing to Mediation
By Gregorio Billikopf Encina
The author argues that pre-caucusing—a separate meeting
between the mediator and each of the stakeholders before
they are ever brought together into a joint session—can
not only overcome many of the negatives often associated
with caucusing, but has the potential of becoming a pillar
of conflict management. Pre-caucusing affords stakeholders
the opportunity to vent and be heard at a critical time in
the mediation process, when it can reduce defensiveness
and increase creativity. Once in the joint session,
stakeholders communicate with each other with less
mediator interference.
Difficult Communications: Going Beyond "I" Statements
By Sterling Newberry
Dealing with difficult people can be unpleasant; it is
also easier than you think. Being willing to learn, and
asking the right kinds of questions helps, as does being
aware of your demeanor and intent. More honest and open
communication on your part makes it more likely the
other party will react non-defensively.
Taking a Positive Approach to Change—Appreciative Inquiry:
An Interview with Jane Magruder Watkins
The expression "You find what you look for" often
describes those naysayers with an unerring capacity
to identify what's wrong with a situation. Negative
energy usually bogs everyone down and impedes the
search for a solution. But what happens when people
champion the positive? In most cases, tremendous
forward momentum and enthusiasm emerge.
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2. Workplace Pledge of Nonviolence
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3. EEOC Updates Guidance On National Origin Bias Equal Employment Opportunity Commission Chair Cari M. Dominguez
announced Dec. 2 the issuance of updated guidance, in the form of
a new compliance manual section, on the prohibition
against national origin discrimination under Title VII of the
Civil Rights Act of 1964. The guidance, along with a new web page
and Q&A fact sheet, is part of the EEOC's proactive efforts
to prevent workplace discrimination through education, outreach
and technical assistance to the employer and labor communities. The new guidance explains the prohibition against national
origin bias and emphasizes "best practices" aimed at fostering
work environments that are free of such discrimination. It
addresses a wide range of issues that arise in claims of
national origin discrimination, including hiring decisions,
harassment, and language issues. The EEOC has also created a special fact sheet providing questions
and answers to some of the most common national origin matters
faced by small employers today. While specifically developed
for small businesses, the new fact sheet will be valuable to
anyone interested in Title VII's prohibitions against
discrimination based on ethnicity or country of origin.
To complement these materials, the EEOC is posting a national
origin web page containing the new compliance manual section
and the Q&A fact sheet, as well as basic information about
national origin discrimination, charge statistics, and links
to documents and resources that provide further information
on the topic and related issues. The web page can be accessed
from the EEOC 's home page at www.eeoc.gov. The new compliance
manual section is also available through the EEOC's publications
distribution center at 800-669-3362 voice or 800- 800-3302 TTY. ------------------------------------------------------------------
4. Training Announcement 4.1 Introduction to Conflict Management/Alternative Dispute
Resolution (Elective in HR Certificate Program at SFSU)
With John Ford This course addresses the challenges of managing a work
force with diverse attitudes toward conflict. Participants
gain insights into their own responses to conflict and learn
tools to prevent and resolve conflict. Topics include:
* tools to defuse anger and prevent escalation of conflict
*how to conduct mediation sessions
*the role of the human resource manager in conflict management
*the impact of cultural differences on communication and conflict
resolution.
Sat, Mar. 01, 2003 - Mar. 08, 2003 , 9:00 AM - 5:00 PM
SFSU Downtown Center, 425 Market St.
$235
4.2 Mediation and Conflict Resolution Training
With Ron Kelly
Do you want to successfully resolve
disputes with confidence?
In this widely-acclaimed training you will learn a
step-by-step process for resolving nearly every
kind of business-related dispute.
Trainer is Ron Kelly, winner of six ADR awards,
who brings you the best techniques developed
over fifteen years of mediating.
Five Saturdays - March 1, 6, 20, 27 and April 5.
Cost is $895
Offered by UC Berkeley Continuing Education,
Business and Management Department.
Call Ron Kelly at 510-843-6074 --------------------------------------------------------------
5. Survey: My team's most significant problem is... Team members in conflict 21%
Lack of team member cooperation 14%
Lack of trust 7%
Unclear direction 11%
Ineffective meetings 2%
No fun 5%
Low morale 13%
Poor work performance 7%
Poor work habits 3%
Lack of management support 2%
Time for brainstorming and process improvement 7%
None... we have a great team! 3%
Other 3%
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6. Time to tame your most destructive emotions? Like to discover a scientifically proven approach to turning your
attention away from anger and envy and toward congeniality and
equanimity? Surely that's the straightest path to cultivating calm,
establishing satisfying friendships and becoming more productive.
Right? Sound like an infomercial? In fact it's the good news of a
groundbreaking set of experiments and resultant book due out in
January 2003 by _Emotional Intelligence_ author Daniel Goleman. The
book is called _Destructive Emotions: A Scientific Dialogue with the
Dalai Lama_. Goleman's book came out of an ongoing collaboration with several
neuroscientists, other researchers, and Buddhists under the
sponsorship of The Mind and Life Institute.
The ambitious goal of their experiments? As an alternative to Western
medicine's reliance on mood-altering pills, Goleman and his
colleagues tested meditative and other mental training techniques
for "emotional self-management training" for people who are not
necessarily spiritual seekers. Wrote Goleman: "Our purpose is to learn how to dwell in a constructive
range: contentment instead of craving, calm rather than
agitation, compassion in place of hatred." Source: http://www.sayitbetter.com ----------------------------------------------------------------------
7. Quotes "Man ruins things much more with his words than with his silence."
Mahatma Gandhi "Legal fear has become a defining feature of our culture."
Philip K. Howard "War is only a cowardly escape from the problems of peace."
Thomas Mann ----------------------------------------------------------------------
8. New Book The Book Of Agreement
By Stewart Levine For years, when asked about the difference between my work, and
the classic "Getting to Yes" I would say that although "Getting to
Yes" is a wonderful book that expounds on many very important
principles it does not give you the conversational steps that lead to
agreement, and my work is about giving people "conversational
competence." As you might imagine I am very pleased to report that
in the first review of "The Book of Agreement" it was call more
practical than the classic. Specifically it was said that: "With less
focus on the purely psychological aspects of reaching agreement
than 'Getting to Yes' Levine's becomes a much more pragmatic
approach." Perdido, Leadership With A Conscience, Fall 2002 Review
of "The Book of Agreement"
For more information and to order "The Book of Agreement"
please go to www.ResolutionWorks.org ----------------------------------------------------------------------
9. Georgia Tech Dispute Management System The Dispute Management System is aimed at resolving and curtailing
conflict within the workplace. The Dispute Management System is
comprised of the following offices:
*The Office of Diversity Management
* Employee Relations
* Ombuds Office ---------------------------------------------------------------------
10. Feedback and Subscriptions welcome If you have any suggestions, tips, or other comments,
send an e-mail to johnford@mediate.com.
New subscriptions are welcome. Forward this to a
friend or colleague. ---------------------------------------------------------------------
The Conflict Management E-Newsletter
Published by John Ford and Associates
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