saudi healthcare leadership conference managing conflict (an introduction) presented by peter j....

Saudi Healthcare Leadership Conference

Managing Conflict (an introduction)Presented by Peter J. Smyth, PhD

“Hell is other people”

(Sartre)

“Heaven is other people”

(Smyth)

“So, does anyone else feel that their needs aren’t being met?

Thus,

“Slavery behaviour”

(Mr. Yousef)

© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks.

lmpact Of Leader Dominance

LD TC

LD TC

P.J. Smyth, 2002


lmpact Of Leader Dominance

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HASTEN SLOWLY!

The words we use …

Language determines the conversation The Conversation determines the relationship The Relationship determines the Outcome

"Unresolved conflict represents the largest reducible cost in many businesses, yet it remains largely unrecognized."

(Daniel Dana, 1999).

"Employees in high pressure/low control situations or high effort/low reward situations have much greater risks to their physical and mental well being.

(Ravi Tangri, 2003)

"Employees who rate their managers as "sensitive" miss an estimated 3.7 days of work, whereas employees whose managers are rated as "non-sensitive" miss approximately 6.2 days of work.

(MacBride-King, J.L., and Bachmann, K. Solutions for the stressed-out worker. The Conference Board of Canada,1999)


In the emotional economy,communication is the currency!

(How do we leave others feeling?)

Conflict and Feelings…

Having feelings, versus

feelings having You!

Where do we get stopped?

Conflict Resolution is about Consciousness and Emotional Intelligence

The greatest gift we can give to ourselves is the gift of consciousness:

• Conscious that when I am standing, I am standing• Consciousness that when I am walking, I am walking• Consciousness that when I am reacting, that I am reacting,

and why …• Consciousness about my thoughts and feelings …My intentions and motivations …How I am responding to others and how they are

responding to me … Who and why I like so and so, and why I dislike so and so


“TO BE IS TO BE PERCEIVED”


TRUST


The Mighty L


T

A

S

K

RELATIONSHIP

HI

LOHI


A PARADOX

Differentiating …

spontaneousimaginativesociable

adaptablecollaborativeintimate

takes chargecompetitivepurposeful

observingevidence-basedreliable

When overextended …

impulsivedisorganisedexcitable

reliantunassertivepassive

drivenaggressivecontrolling

suspiciousindecisivebureaucratic

Inspiration Driven

Discipline Driven

Introverted Extraverted

Big Picture Thinker

Down to Earth

People Focussed

Outcome Focussed

Leadership and Influencing

Adapting and Listening ….

Listen, or your tongue will make you deaf!

(Native American Proverb)

Valuing Diversity

o Teams are made up of lots of different kinds of individuals.

o Lumina Spark recognises the value that all of these different individuals bring to a team’s effectiveness.

o Teams also have their own identities (notice the larger circle)

Understanding Human Behaviour:

The Dimensional Model


Why Should They Follow YOU?

(How do you deal with interpersonal issues?)

10% <5%

70% 15%


HOSTILE RESPECT

DOMINANT

SUBMISSIVE® R. Lefton, V. Buzzotta, M. Sherberg


T

A

S

K

RELATIONSHIP

HI

LOHI

HOSTILE RESPECT

DOMINANT

SUBMISSIVE

Q1

Q2 Q3

Q4

® R. Lefton, V. Buzzotta, M. Sherberg

Also, how we resolve issues (make up) is so important….

(Hythem)


The Dimensional Model of Human Behaviour®


T

A

S

K

RELATIONSHIP

HI

LO HI

HOSTILE RESPECT

DOMINANT

SUBMISSIVE

Q1Q2 Q3

Q4

Win-Lose

Lose-Lose

Win-Win

Lose-Win

All Behaviour is Meaningful

Q1

Q2

Q3

Q4


Type 1. Those that make the numbers but don’t share our values. Making the call on these Managers is the most difficult of all – they deliver results but “…they do it while ignoring values. They are a destructive force because they poison the environment, wear people down, stifle creativity and cause valuable talent down the line to flee GE”.

Type 1V. Not only delivers on performance commitments but believes in and furthers GE’s small company values. These are the “A” players who will represent the core of the future leadership into the next century.

Type II. Do not meet commitments and do not share our values – nor do they last long at GE.

Type III. Believes in the values but sometimes misses the commitments. These managers are usually coached, encouraged and given another chance.

(Jack Welch)

Relationship orientation

Tas

k o

rien

tati

on

Dimensional Self-Assessment..

What’s my style?


T

A

S

K

RELATIONSHIP

HI

LO HI

HOSTILE RESPECT

DOMINANT

SUBMISSIVE

Q1

Q2 Q3

Q4


Igniting Corporate Spirit

Action Planning

One thing…


The Four Essentials of Leadership:1. Self-Discipline2. Acceptance of Responsibility3. Dedication to the Truth4. Balance


T

A

S

K

RELATIONSHIP

HI

LOHI

ACE it!

• Awareness• Choices• End Results


COMMITMENT & EMPOWERMENT…

What is General Systems Theory?

• Strengthening yourself (and the Team) with the 5% Principle of Change…


• A transformed individual is one who can tell the truth

• A transformed environment is one in which the truth can be told (S. Johnson)

INTR 2


The healing of the world begins with ourselves (James Hollis)

Three Principles of Conflict Resolution

• Openness• Respect• Empathy

The Power of Empathy – a relationship without empathy is not a real relationship!

Caring implies action…

The health of the Team is determined by:

CO

MM

ITMEN

TCOLLABORATION COORDINATION

COMMUNICATION

Building the Emotional Bank Account …

… with Everybody!

Thanks for your time and energy!

Saudi Health Care Institute Leadership Program

saudi healthcare leadership conference managing conflict (an introduction) presented by peter j....

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