Download - Summit 10 09 Work Climate Studies
WORK CLIMATE STUDIES
Assessing the Organization for Sources of Conflict
Debra Dupree, MFT 23250James Champion
Workplace Climate ConsultantsCredentialed Mediators
Certified Coaches
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution1
But few know how much it is!
Dan Dana, Ph.D. 2001
Conflict Competent Organizations are all about the…
• People• Communication• Influence
10/7/093
Southeast Organizational Leadership Summit on Workplace Conflict Resolution
Some startling statistics Every year there are more than 1
million victims of workplace violence and harassment?
Fifteen percent of these are violent crimes and eighty percent of these acts are committed by males.
More than 1000 employees are murdered annually.
In North America workplace violence incidents are the second-leading cause of death in the workplace. ,
http://www.eeoc.gov/types/
What happens in most organizations…
So how much is conflict costing in your organization?
Most likely, in ways you may not even realize!
Wasted Time Bad decisions Loss of skilled
employees Restructuring Reassignment
Sabotage/Theft Low motivation Absenteeism/
Presenteeism Health costs Litigation
5
Dan Dana, 2001
Reflection
Think about it…Recognize any of these factors in YOUR organization?
Have you heard…any of these complaints lately?
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution6
Common Complaints “Something’s not right but I just can’t put my finger
on it” “We’re functioning but people don’t seem happy” “Productivity is okay but could be better” “No one appreciates our work. No one says thanks” “ I can’t seem to do anything right by my boss” “People are complaining” “Every one is so tense” “EEO Claims are mounting” “I can‘t believe it – a ‘hostile workplace”? “A vote of ‘no confidence’ in leadership?” What’s
going on?
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 7
WORK CLIMATE STUDIES
A methodology Takes a hard look at
yourself Asks some difficult
questions Gets at the heart of
the organization
A process Guided by a third-
party neutral Trained in conflict
management Expert at assessing
internal, interpersonal and organizational perspectives
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 8
WHERE AND HOW DO WE INTERVENE (differently)?
WORK CLIMATE STUDIES
provide insight into an organization’s soul
1)What’s going on2)What’s not happening3)What is happening4) What’s needed for organizational and individual success to improve
the bottom line!
9
USING LOGICAL & LATERAL THINKING
• Work climate studies use both logical & lateral thinking to analyze issues in conflictual situations and to generate options for change.
• Both play an important role in negotiation, mediation, and organizational analysis!
• What is logical vs. lateral thinking?
10
LOGICAL & LATERAL THINKING
• Logical thinking is:– Linear– Traditional– Rational– Fact-based– Used to analyze facts– Used to assess liability– Used to understand
the positions of parties
• Lateral thinking is: – Creative– Innovative– Intuitive– Non-linear– Non-traditional– Used during brain-
storming
11
Thinking outside the box!
• Looking for possibilities and proposals
– Can you solve a puzzle by connecting all 9 dots using ONLY 4 straight lines?
– Once you put your pen on the paper, you cannot take it off!
– You have 60 seconds!
12
LATERAL THINKING – can YOU do it? 13
LATERAL THINKING 14
What about connecting them with only ONE line? 15
So thinking differently about Work Climate yet?
What is Work Climate?
Work Climate is the prevailing workplace atmosphere as experienced by employees
Climate captures what it feels like to work in a group
It’s the “weather” of the work place
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 16
Climate impacts how you feel and behave at work.
It’s like the proverbial ELEPHANT IN THE ROOM!
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution
The Effects of Work Climate
a (-) work climate impedes performance and leads to increasing levels of absenteeism and turnover.
a (+) work climate leads to sustained employee motivation and improved performance.
influences the “discretionary effort,” or level of effort above and beyond job expectations, that employees exert.
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 18
What creates Work Climate?
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 19
Source:Gregory Rodway, MBA , Workplace Climate Consultant
Four Keys to Motivation & Performance
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 20
IndividualCharacteristics& Competencies
Job Requirements
Leadership & ManagementStyles
Work Climate
Motivation & Performance
Adapted from Watkin, 1999
What Do The Experts Say?
What the boss of a workgroup does is the most important determinant of
climate” (Stringer 2002, p.99)
“50 to 70 percent of employees’ perception of working climate is linked
to the characteristics of the leader” (Goleman, 2001, p.42)
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 21
Reflection
Think about a time when you were part of a great, high performing workgroup or team…..
What did the manager/leader do?How did the manager/leader behave?
Think about a time when you were part of a dysfunctional workgroup or team…
What did the manager/leader do?What opportunities for input did you have?Where did your concerns lead?
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 22
Revisiting MASLOW’S HIERARCHY OF NEEDSMotivation = "getting the desired outcomes from employees to attain
goals".
Using Maslow’s Hierarchy, we can begin to understand underlying currents to people’s behavior and attitude. Managers have used his theory for five decades to help diagnose their employees’ needs and motivate them. They include:
Physiological Needs
Safety & Security Needs
Belonging/Social Needs
Esteem Needs
Self-actualization Needs
9/22/2009San Diego County Fire Chiefs Association - Administration Section 23
Work Climate Studies Accomplish: Clarity and standards
Support, rewards and responsibility
Challenge and encourage pride and team commitment
Builds team and trust
Strong message to the workforce that the organization cares enough to do something to effect change(s)
10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution 24
Connection before correction!
Acknowledge•Input•Contributions•Effort•Presence
Celebrate •Completion•Timeliness•Successes•Outcomes
25
Work Climate Studies provide opportunities to:
Using Work Climate AssessmentsWhat are we trying to assess?
Performance assessment to determine what works and what doesn’t
Competency levels and developmental opportunities for learning and growth
Workgroup relations & communication challenges
Leadership development at any level Reporting relationships Allegations of inappropriate conduct that
may give rise to prohibited conduct (EEO) Organizational (re)structuring & best
practices 10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution26
Work Climate Study Methodology
Organizational Assessment
Employee Involvement
Historical Review Policy Review & Analysis Consistency of Practices
with Policies & Procedures
Trends in Employee Relations
Formal & Informal Complaint Review Processes
Organizational Strengths & Developmental Needs Assessment
Management Meetings One-on-One Interviews Focus Group Sessions Analysis of Employee
Perceptions Employee Surveys Gap Needs Analysis 360-Assessments in
Conflict Management & Leadership Styles
Workplace Diversity Intervention & Analysis
27
Why look at “Climate”?
The better the leader/head understands their climate, the greater possibility of sustained success.
Leaders can then use underlying competencies to shape the climate by using effective leadership (and management) styles to achieve the 3 M’s:
motivate manage, and move
(Watkin 1999, p.13)
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 28
Work Climate Studies Isolate sources of conflict Rebalance the organization Promote development of
Individual Conflict Competence Team Conflict Competence
Build Leadership Capacity Build Organizational Capacity Redirect focus on mission, values, and
outcomes Build CONFLICT COMPETENT ORGANIZATIONS
10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 29
The Company We Keep
City of Miami Police Department
Jackson Health Systems
Jackson Memorial Foundation
Foundation Health Services
Imperial Irrigation District
Southeastern Economic Development Corporation
So. California Association of Governments
Yangmin Stevedoring Services
Burgers & Beer10/7/09Southeast Organizational Leadership Summit on Workplace Conflict Resolution 30
It’s Question Time…from me to you!
What’s one thing you learned?
NOTE: A Conflict Audit Questionnaire is available on demand
Debra Dupree1-800-743-1973
debradupree@relationshipsthatmatter.comwww.relationshipsthatmatter.com
James Champion1-305-871-4866
Debra DupreeYour Presenter
www.relationshipsthatmatter.com
1-800-743-1973
1-619-417-9690
A DVD of Debra’s presentation style is available
DEBRA DUPREE, founder of RELATIONSHIPS THAT MATTER, also established Vitali WORCS - Workplace Solutions in 1986, demonstrating early leadership in the application of conflict resolution strategies to workplace issues.
Debra thrives as a catalyst for communication, leadership, and problem-solving. She actively demonstrates collaboration through her work with numerous organizations.
She demonstrates over 25 years of proven leadership and success in employee relations, team building, leadership development and organizational change. She is a Certified Master Trainer for the Conflict Dynamics Profile and EDGE Systems certified leadership coach.
Debra possesses a Master's degree in Education - Counseling Psychology, University of California, Santa Barbara and Pre-doctoral training in Organizational Development & Disability Management, San Diego State University. Debra's commitment focuses on relationships in all walks of life...the workplace, families and divorce, and business partnerships...seeking healthy alternatives to breakdowns in communication.
Debra is available for Work Climate Studies, Coaching for Leaders & Executives, Conflict Coaching, Mediation & Facilitation, Performance Management, Conflict Management, Communications Styles, and Goal-Setting.33
References
Cloke, K. & Goldsmith, J. 2007, The Chronic Sources of Workplace Conflict: Strategies for Transformation, Prevention & Renewal , Washington, DC
Dana, D. 2001, Managing Differences, Kansas City, KS
Goleman, D. 2000, “Leadership that gets results”, Harvard Business Review, March–April
Goleman, D. 2001, “An EI-Based theory of performance” in The Emotionally Intelligent Workplace, eds. G. Cherniss & D. Goleman, Jossey-Bass, San Francisco
Johnson, S. & Rodway, G. 2002, “Creating a Work Climate that Motivates Staff and Improves Performance”, The Manager Volume 11 Number 3, MSH Boston
Stringer, R. 2002, Leadership and Organizational Climate, Prentice Hall, Upper Saddle River, New Jersey
Watkin, C. 2000, “The leadership program for serving headteachers: probably the world's largest leadership development initiative,” The Leadership and Organization Development Journal, Vol.21 No.1
http://www.eeoc.gov/types/
10/7/09 Southeast Organizational Leadership Summit on Workplace Conflict Resolution34
SO NOW, ASK YOURSELF THESE QUESTIONS…
SAMPLE CONFLICT AUDIT QUESTIONS
So what are your answers?
How much does the organization spend on lawyers, litigation and human resources time related to conflict?
How much time does the average manager spend each week trying to prevent, manage, or resolve conflicts? At what salary?
What is the cost of stress-related illness and conflict-related turnovers?
How much employee time is spent on rumors, gossip, lost productivity and reduced collaboration due to conflict?
What customers, creativity and opportunities have been lost due to conflict?
Where might the organization be now had it not experienced these conflicts?
How are negative conflict behaviors rewarded?
How do leadership and management typically respond to conflicts? How might they respond better?
What do people do when they have conflict? Where do they go for help?
Is there an internal mediation process? Who is allowed to use it? How often is it used? Do employees know about it?
What skills do employees and managers need to resolve conflicts successfully?
What systems changes could reduce or help resolve conflict?
35