School Leadership Program

Tuesday February 14, 2012

Just Do It!!!

SLP Workshop #2February 14IntroductionRole of the Parent

Conflict ResolutionLeadership Practice

Inventory

February 15Instructional Leadership

OverviewInstructional Rounds

Strategic Thinking Process

Setting Priorities & Filtering

Wrap Up & Next Steps

Intended Learner OutcomesTo deepen our

understanding of working with parents

To identify our personal response to conflict

To increase our awareness of the principles of Dealing with Conflict

To identify alternatives to resolving conflict

To apply conflict principles to current conflict situations

Working AgreementsStart and Finish on timeFull attention to the task at hand. Limit side conversationsEveryone has equal voice. Challenge ideas

not peopleShare the air space. Notice patternsMonitor personal technologyMake it real!Respond to the transition signal(s)

What is on your mind?

Think About………Book Study

October 2011 Workshop

Onsite Coaching

Leadership Practice Inventory

LeadershipAction

bh

………….Talk About

wp

Key QuestionsIn what ways can school leaders work

effectively with parents?What are the keys to dealing with conflict?How can resolving conflict move the learning

agenda forward?

Transfer and MotivationThe work of today is building your learnings

from the book study/webinars and the two previous workshops.

We will be consistent with our leadership frameworks of K&P and the seven dimensions of PQPG.

We will be focusing on building relationships with parents and strengthening our ability to deal with those conflict situations.

Feedback from the school visitsHospitality The modeling by leaders of a student

centeredness approach.School based leaders making efforts to be in

classrooms and provide feedback to teachers.Some schools have PLCs that are operating

effectively.Some school based leaders have started

discussions with staff about exemplary teaching.Observed a commitment to use data provided by

Alberta Education.

Feedback from school visits…Common discussions:

Many great examples/stories of how you are adapting the ideas from the workshops to your unique leadership circumstance.

Some certainty and/or confidence in how to provide instructional leadership

Concern with relationships with and of some individual staff members

School culture: moving from the congenial to the collegial approach

About the WebinarsWebinar Participant (five) Webinar EvaluationAttendance : 63%100%: six school leaders80%: 12 school leaders

Participant Rate for survey: 52%

Of those who replied, overall satisfaction rate was 96% satisfied or highly satisfied.

Dealing with Conflict using Compelling ConversationsFrom To

Conflict ResolutionPurpose:To identify our

personal response to conflict

To increase our awareness of the principles of Dealing with Conflict

To identify skills and strategies to resolving conflict

Learning:Embracing ConflictConflict WisdomPrinciples of ConflictStrategic Approaches

Conflict ResolutionMotivation:PracticalActive engagementExperienced based

Transfer:War stories on

conflictAnger

Management training

Assertiveness training

Cognitive Coaching

Conflict: What is it?Conflict is part of the

human conditionThree components of

conflict:a) Substantive: content

of disagreementb) Procedural: how you

“do” the conflictc) Emotive: the

emotions connected to the conflict

EMBRACING CONFLICTConflict is difficult to

acknowledge because it is associated with failure.

The fear of conflict may be more destructive than the conflict itself.

EMBRACING CONFLICTThree behaviours

associated with conflict that emerge if we don’t move away from our natural response to conflict: Self Absorption Powerlessness Vilification of the person with

whom we are in conflict.The process used to deal

with the conflict may be more important as the decisions taken to resolve the conflict

Embracing ConflictTASK 1: Answer the following questions on the

worksheet1. What animal represents your response to

conflict and why?2. Which animal represents your school

community and why?3. What are some other animals not included in

the chart?

Conflict: How does one handle it?What do you know to

be true about resolving conflict?

What tips do you have?

What are your questions about how to handle conflict?

General Principles for Resolving Conflict

Acknowledge the presence of conflictHelp everyone become aware of their role in the

conflictSeek resolution without victimizing anyoneClarify what is ambiguous: substance,

procedures, emotionsBe sensitive to the capacity of others to tolerate

conflictEncourage others to be forgivingSeek first to understand

Anger Management TipsAcknowledge feelingStart light move to

heavyGive optionsModel respectful

behaviourGive timeStay calm

Do not threatenEnsure your own

safetyDo not allow abusive

behaviourOffer positive

encouraging suggestions

Know and respect your limits.

Rotary Four Way Test1. Is it the truth?2. Is it fair to all concern?3. Will it build good will and better

friendships?4. Will it be beneficial to all concerned?

Continuum of ApproachesAccommodationCollaboration Competition

Soft on the people

Hard on the people

Soft on the people

Soft on the problem

Hard on the problem

Hard on the problem

Accommodating(soft)

Soft on the people and the problem

We are friendsMy goal is agreementI will make concessions

to ensure a relationshipI trust those with whom I

negotiateI change my position

easily

Collaborating

Soft on the people; hard on the problems

We are partnersThe goal is a sustainable

solutionSeparate the people from

the problemI proceed independent of

trustFocus on understanding

Competing(hard)

Hard on the people and the problem

We are adversariesMy goal is victoryI demand concessions as

a condition of the relationship

I don’t trust those with whom I negotiate

I am firm and dig in my heels.

Alternative Approaches to Conflict Resolution

Difficult conversationsBefore you talk or meet. Prepare, prepare,

prepareSteps to resolution1. Establish a professional, collaborative

and productive tone2. Identify topics for discussion3. Explore and disclose what is important4. Create options

PreparationIdentify your topics of discussionIdentify all parties’ interestIdentify possible solutionsWhat might make it difficult for them to talk

with you?What are your options if you don’t talk?What are their options if they don’t talk?

Difficult ConversationsSTAGE 1

Setting the Environment and Guidelines

STAGE 2Set the Agenda

STAGE 4Problem Solving

Go Slow!Time

Process for Decision Making

Honesty, Respect, Fairness, Equality

Go Fast!What Issues are we going to discuss?

Go Slow!Go Fast!Probe for Drivers

Interests"The Why"

Generate OptionsForm Agreements

STAGE 3Exploring Interest

Step 1: Establish Tone

Time demandsProcess of

discussionLevel of

confidentiality

Go Slow!Proceed with Caution!

Step 2: Set the AgendaFrame issues in

neutral, non-biased ways

If more than one topic to discuss jointly pick a place to start

Go Fast!

Step 3: Explore Interests

Seek to understand their perspective

Clarify, paraphrase, reframe, summarize

Listen to ensure the other party knows you understand

Share your interests and why it matters

Go Slow!Proceed with caution and seek understanding

Finding the Meaning Between the WordsBelonging Safety Security Love

Recognition Respect AcceptanceTrust

DignityCaring Trust

Integrity

Honesty

Freedom Reputation

InclusionCommitment ResponsibilitySelf

Protection

Probing Questions1. What does it sound like/look like when you get ______?

2. What does it look like/sound like when you don't get ____?

3. What do you have when you get ________?

4. What don't you have when you don't get ______?

Validation Financial Privacy

Hope

Step 4: Problem SolvingGenerate options

and action plan

Go Fast!

Compelling conversations

Before you talk or meet - Prepare, prepare, prepare

Steps to resolution1. Establish a professional, collaborative and

productive tone2. Identify topics for discussion3. Explore and disclose what is important4. Create options

Difficult ConversationsSTAGE 1

Setting the Environment and Guidelines

STAGE 2Set the Agenda

STAGE 4Problem Solving

Go Slow!Time

Process for Decision Making

Honesty, Respect, Fairness, Equality

Go Fast!What Issues are we going to discuss?

Go Slow!Go Fast!Probe for Drivers

Interests"The Why"

Generate OptionsForm Agreements

STAGE 3Exploring Interest

Practice Makes Perfect!

Conflict Scenarios Using the Four Step Model, prepare for

the upcoming meeting.

Leadership Practice InventoryOverall ResultsInterpreting the ResultsIndividual conferencing

ClosureReflection:

What have I learned?What surprized me? Inspired me? Interested me?

Application: How may I use these concepts/ideas to develop

my leadership capacity?Implication:

To what am I committing? What do I need to do? When and how am I going to do it?

bhOr email to Bill, Dot or Warren