Leadership in Negotiation, Motivation, & Conflict Resolution

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Leadership in Negotiation, Motivation, & Conflict Resolution. Overview. Influence and Leadership. Leadership is Influence J. Oswald Sanders Spiritual Leadership. Communication. The art of communication is the language of leadership James Humes , 2006. Communication. - PowerPoint PPT Presentation

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<p>Power, Chi-Square &amp; Prominent Distribution-Free Tests</p> <p>Leadership in Negotiation, Motivation, &amp; Conflict Resolution</p> <p>12Overview2Influence and Leadership</p> <p>Leadership is InfluenceJ. Oswald SandersSpiritual Leadership3CommunicationThe art of communication is the language of leadership James Humes, 200644Communication56Communications are by and large just as poor today as they were twenty or thirty years ago when we first became aware of the need for, and lack of, adequate communications in modern organization. (Peter Drucker, 2006)6Compliance-Gaining Strategies</p> <p>ExchangePersuasion tactics Supporting evidenceOther benefitsReference influence78Organization/School compliance</p> <p>9Types of Managers10Common Managerial Influence Tactics11What makes a tactic successful?</p> <p>12Psalms 19:14Let the words of my mouth and the meditation of my heart / Be acceptable in Your sight, / O Lord , my strength and my Redeemer.13</p> <p>How a Leader Moves an Organization1414To make a leaderLeaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.-Vince Lombardi</p> <p>15Observe before making Changes</p> <p>16</p> <p>Trust is a must17Biblical ConnectionWhere there is not a vision, the people are unrestrained -Proverbs 29:18 (NASB)18Have a Vision or GoalSet short-term goalsHave a long term visionHave a planClearly Communicate the Vision</p> <p>19</p> <p>Surround Yourself with Good PeopleDelegate ResponsibilityHire Highly Qualified, Highly Motivated People20</p> <p>Establish a Sense of UrgencyPeople do not have any reason to accept change unless a sense of urgency is presentedPress others continually to implement the change</p> <p>21Create a Guiding TeamSolicit other effective leaders within the organization that help implement the necessary changesSpread this group of leaders throughout the organization</p> <p>22</p> <p>Challenge the Status Quo23Encourage Innovation24</p> <p>Encourage Ownership25Relate to Christian Worldview26Support the People You LeadStrive to give the people you lead the tools they need to succeedRemove obstaclesSupport ideas and workHelp them improve ideas </p> <p>27Follow Through</p> <p>28Insight of a LeaderIn the confrontation between the stream and the rock, the stream always wins - not through strength but through persistence.-Unknown author</p> <p>29Change the Culture30Do or do not do, there is no try.-Yoda</p> <p>31How Leaders Deal with Conflict32Conflict Scenario3333Risk Factors for Aggression</p> <p>34Aggressive Tactics35Roots of ConflictAAARR!!!36Acknowledgement: using someone elses idea without giving creditAppreciation: giving everyone a certificateAssumption: everyone wants to know their opinion because of their position, weve always done it this way so it must be right. Change is not always positive (change for the sake of change) Respect: position call me Bob in stead of Dr. Smith or calling me instead of LatessaResources: all classes have teachers assistance but, the specialty teachers. They have more students and no assistance. They have more supplies but, you have to reduce your consumables budget.All things in ModerationModeration in temper is always a virtue, but moderation in principle is always a vice. -Thomas Paine</p> <p>37The ART Model</p> <p>38Tactics that produce a positive emotional climate Supporting evidenceOther(s) benefitExchangeReferent influence</p> <p>39Supporting evidence-give reasons why they should complyOther benefit-emphasize how they will benefitExchange-trade things of value like favors, money, and servicesReferent influence-appeal to commonalities (we both need to pass this class, so lets study together)Biblical Conflict management40From a Biblical perspective41</p> <p>Tammy Bixler-Zalesinsky42Blessed are the peacemakers: for they shall be called the Children of God.Matthew 5:9</p> <p>43</p> <p>What is Peacemaking?A peacemaker can participate in peacemaking because of who they are in the inside (Wesley). It is their holiness which enables them to be a peacemaker (Wesley). The process of peacemaking can be translated into being every manner of good (Wesley). By bringing understanding and serenity, the peacemaker is creating what is good (Wesley). Peace is what God wants (Wesley). Those who bring about peace will be blessed in their soulstatus of Gods Childrenand eternal standing for accomplishment (Wesley). </p> <p>44</p> <p>Meet a PeacemakerThe literal translation of peacemaker is that they are lovers of God (Wesley). They want man to be in peace in harmony (Wesley). They want to decrease strife and discord. They want to keep dissention from spreading and getting out of control (Wesley). The art of innocence (Wesley). This is a talent given by God to bring calm and quiet (Wesley). This may be to reconcile as well as to preserve the peace (Wesley). </p> <p>Peacemakers are behind the scenes and get little recognition (Wesley). Often they manipulate peace (Wesley). 45</p> <p>Active PeacemakersPeacemakers seek opportunities to bring peace (Wesley). They look for every opportunity to help another person (Wesley). They are active to look for ways they can use their talents (Wesley). 46</p> <p>Types of Negotiation Traditionalinitial proposals are offered from both sides and then compromises are made in order for both sides to come as close to their original proposal as they can (Ingram and Snider 2008) </p> <p>Interest-basedinitial proposals are not given, both sides work towards a common goal, agreement should be of mutual interest (Ingram and Snider 2008)</p> <p>Core-values/Guided Principles---each side picks either traditional and interest-based; both sides cannot agree on either type of negotiation practice, so both sides have to be well prepared for each (Ingram and Snider 2008)47</p> <p>ClimateJoint effortOpen and honestBe niceRespond to provocationForgiveAccording to Hackman and Johnson, the climate for negotiation should stress that this is a joint effort (2004). The climate should begin by being open and honest (Hackman and Johnson 2004). Each individual should be nice and courteous to each other as well as the opposition (Hackman and Johnson 2004). There may be provocation, and this should be responded to swiftly (Hackman and Johnson 2004). If the provocation is toward someone not present, be sure to deal with the provocation quickly and get the named individuals response to the accusation quickly and in a non-threatening manner (Hackman and Johnson 2004). Be aware that forgiveness is needed on both sidesoffer it and accept it (Hackman and Johnson 2004). </p> <p>48</p> <p>PerspectiveTaking SkillsJoint Problem SolvingSeparate FocusTake on the goals of the other group and find out how you would attempt to get them what they want (Hackman and Johnson 2005). The best way is to role play (Hackman and Johnson 2005). Separate the person from the problem and work side by side on a common goal (Hackman and Johnson 2005). Focus on interests not on positions (Hackman and Johnson 2005). Be objective (Hackman and Johnson 2005). </p> <p>49Negotiation TacticsSide 250</p> <p>Case Study In this case study, a board of education for the Warwick Valley Schools was caring, sincere, and attentive (Castello and Natale 2005). They wanted to do more after morale seemed to fall (Castello and Natale 2005). Morale fell because they had a large growth spurt which required many teachers to assume new positions and move to different schools (Castello and Natale 2005). There had also been a recent negotiation for a new labor agreement which had been long and drawn out (Castello and Natale 2005). </p> <p>Superintendent decided to take a good board and school and make them better (Castello and Natale 2005). The chief problems appeared to be that roles were not clearly defined. The teachers wanted to over-reach their boundaries into administrative functions and board members wanted to get involved in the daily operation of the teachers classrooms (Castello and Natale 2005). </p> <p>51</p> <p>Workplace Environment CommitteeIn the original negotiations, teachers raised concern over working conditions (Castello and Natale 2005). Instead of focusing on these, the board decided to initiate a Workplace Environment Committee which consisted of support staff, board, administration, and teachers. </p> <p>In the end this was helpful because each player was a member of the committee and had no other title (Castello and Natale 2005). Members could be frank in their comments without fear of reprise (Castello and Natale 2005). Each member was able to look at each other in a different light than what they had originally (Castello and Natale 2005). This also allowed them to address the concerns from different perspectives (Castello and Natale 2005). Not everyone got what they wanted, but they were willing to role play and to compromise (Castello and Natale 2005). </p> <p>At times the support staff stated they felt disrespected (Castello and Natale 2005). The teachers in the group stated that the roles of each member was poorly-defined (Castello and Natale 2005). The administration felt at times that the board members were not as supportive as they could have been (Castello and Natale 2005). 52</p> <p>Skills for NegotiationCommon GoodLong MarriageSet GoalsLike a long marriage, players in the negotiation must realize they will have to work together after the process (Castello and Natale 2005). Like those who weather a long marriage, the skills of negotiation include hard work, compromise, and acceptance (Castello and Natale 2005). </p> <p>Look for goals that you have in common with the other side, and reach for the common good instead of what is good for one side. Leadership can be achieved by effective and open communcation (Castello and Natale 2005). </p> <p>53</p> <p>What you should take away from negotiationsBe sure to have goals that are measureable (Castello and Natale 2005). Be aware that you need to have feedback and reassessment built into your goal attainment (Castello and Natale 2005). Goal setting may get you to an agreement but also have them beyond the negotiating sessions (Castello and Natale 2005).</p> <p>Know what your role is going to be in the negotiation and get the information you need to feel confident in that role (Castello and Natale 2005). This can lead to a foundation on which to build future relationships (Castello and Natale 2005).</p> <p>Rewards are numerous when open communication and other positive aspects of good negotiation are adhered to (Castello and Natale 2005). Be sure to address all concerns brought (Castello and Natale 2005).</p> <p>Find support in outside consultants, retreats, facilitators, and others who can help with the process (Castello and Natale 2005).</p> <p>Be professional both to each other and to the rest of the group (Castello and Natale 2005). </p> <p>Find reasons to want people to work together (Castello and Natale 2005). Do you enjoy what you do? (Castello and Natale 2005). It is hard to entice others if you do not enjoy doing it yourself (Castello and Natale 2005).</p> <p>54Resolution Scenario5555Works CitedWorks CitedCastallo, R., &amp; Natale, J. (2005, June). A CLIMATE OF UNDERSTANDING. American School Board Journal, 192(6), 20-22. Retrieved June 30, 2008, from Academic Search Complete database. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&amp;db=a9h&amp;AN=17005177&amp;site=ehost-live</p> <p>Ford, D. (2006, May). The Impact of Leadership Communication. FBI Law Enforcement Bulletin, 75(5), 7-7. Retrieved June 30, 2008, from Academic Search Complete database. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&amp;db=a9h&amp;AN=21410801&amp;site=ehost-live</p> <p>Ingram, R., &amp; Snider, B. (2008, March). an educator's guide to Contract negotiations. Leadership, 37(4), 30-34. Retrieved June 30, 2008, from Academic Search Complete database. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&amp;db=a9h&amp;AN=31901649&amp;site=ehost-live</p> <p>Jazzar, M. (2004, November). Bargaining Chips. American School Board Journal, 191(11), 48-58. Retrieved June 30, 2008, from Academic Search Complete database. http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&amp;db=a9h&amp;AN=14668449&amp;site=ehost-live</p> <p>Secord, W. (2007, May 29). Learning the Deep Structure Elements of School-Based Leadership. ASHA Leader, 12(7), 10-11. Retrieved June 30, 2008, from Academic Search Complete database: http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&amp;db=a9h&amp;AN=25223297&amp;site=ehost-live</p> <p>56ReferencesHackman, M. Z., &amp; Johnson, C. E. (2004). Leadership: A communication perspective. Long Grove, IL: Waveland Press, Inc.Keyword search-conflict. (2007, July 14). [On-Line]. Available: http://bibleresources.bible.com/ index.php.Prothrow-Stith, D., &amp; Spivak, H. R. (2005). Sugar and spice and no longer nice. San Francisco, CA: Jossey-Bass.57</p>