View
229
Download
0
Category
Preview:
Citation preview
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 1/71
Time, Stress and ConflictManagement
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 2/71
STRESS
STRESS - WHAT IS IT?
When used in physics, stress is defined as theexternal pressure applied to an object
Popular definitions include:
the result of a person being
pushed beyond the limit of theirnatural ability
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 3/71
Is All Stress Bad?
Moderate levels of stress may actually
improve performance and efficiency
Too little stress may result in boredom
Too much stress may cause anunproductive anxiety level
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 4/71
Identifying Stressors
Situations, activities, and
relationships that causeµdisturbance¶ to one¶s physical,
emotional, or psychological
condition
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 5/71
Stressors
Work
Family
Relationships Legal
Finances
Health/illness
Environment Living Situation
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 6/71
Signs of Job Stress
Resist going to work
Tired all day
Watch the clock
Loss of concentration
Not open to change
Excessive absenteeism
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 7/71
How To Manage Stress
The goal is to manage our job stress
before it manages us!
God grant us the serenity to accept the
things we cannot change; the courage
to change the things we can, and the
wisdom to know the difference!
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 8/71
Identify your stressors
Know how you react
Learn techniques to deal with stress
Integrate stress management into your
daily life
Time management
Re-label
Problem solve
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 9/71
Delegate
Anticipate problems
Be assertive
Be decisive
Organize
Balance work and personal time
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 10/71
Job Stress Busters
Take a break!
Take a mental break!
± Use your imagination« ± Use a calming phrase
Use humor
Let go of what you can!
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 11/71
Learn your limits
Shoulder and share your burdens
Let your perfectionism go!
Attempt not to personalize any
criticism«.
Check out your Attitude!
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 12/71
STRESS MANAGEMENT
TE
CH
NIQUE
S TH AT
WO
RK!
Can control, reduce and even
eliminate anxiety & stress
symptoms!
Can learn strategies and
techniques that provide stressrelief!
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 13/71
BREATHING
Breathing helps to slow down or to evenstop the stress response!
Takes time to practice, learn well and usedaily.
Often, people do not learn how to breathe
correctly, and do not use it consistently«
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 14/71
Slowly inhale counting up to seven,
pause for a moment and slowly exhale
counting eight
Try to feel the cool air as you inhaleand the warmth of your breath as you
exhale
You may repeat this for another four breaths...
BREATHING
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 15/71
GOOD
PLANNING
1. Concretely identifying the problem
2. List the problem solving options
3. Select one of the options
4. Write out a plan of action
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 16/71
MANAGE THE
BODY
Care for your self through eating right,getting enough sleep and exercising!
Follow a routine to keep the body healthy,balanced and healthy!
AVOID sugar, nicotine, and caffeine! They
over stimulate and produce highs and lowsthat lead to distress-especially in excess
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 17/71
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 18/71
Conflict Management
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 19/71
Definition
Disagreements Between And Among
Individuals; As Difference Of Opinion
Or Idea, or Misunderstanding.
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 20/71
Sources of Conflict Sources of Conflict
Wants And Needs Differ Wants And Needs Differ
Values Differ Values Differ
Knowledge Expectations Differ Knowledge Expectations Differ
Differences In Race, Gender, society, And AgeDifferences In Race, Gender, society, And Age
Assumptions/Perceptions Assumptions/Perceptions
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 21/71
Sources of Conflict Sources of Conflict
Personality Clash Or disagreement Personality Clash Or disagreement
Competition For Limited Resources Competition For Limited Resources
Personal, Self, Or Group Interest Personal, Self, Or Group Interest
Tension And Stress Tension And Stress
Power And InfluencePower And Influence
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 22/71
N egative Impact
Mission Incomplete
Destroys Morale
Polarizes Groups
Deepens Differences In Values
Produces Irresponsible And RegrettableBehavior
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 23/71
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 24/71
Coping Strategies Coping Strategies
Ask yourself Ask yourself
How Important Is The Relationship?How Important Is The Relationship?
How Important Is The Incident?How Important Is The Incident?
How Will I Feel If I do/dont Confront?How Will I Feel If I do/dont Confront?
What is the Likely Outcome?What is the Likely Outcome?
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 25/71
Coping Strategies Coping Strategies
Negotiation Skills Negotiation Skills
Diagnosis Diagnosis
Ability To Determine The Nature Of The Ability To Determine The Nature Of The
Conflict Conflict
Initiation Initiation
Influencing Someone From ChangingInfluencing Someone From Changing
The Behavior The Behavior
Listen Listen
Hear the Others Point of ViewHear the Others Point of View
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 26/71
E lements Of TheE lements Of The
Conflict Model Conflict Model
Avoidance Avoidance Lose/LoseLose/Lose
Accommodating Accommodating Lose/Win Lose/Win
CompetingCompeting Win/LoseWin/Lose
CompromiseCompromise DrawDraw
Collaboration Collaboration Win/Win Win/Win
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 27/71
What Does This Mean
Managing conflict means you need to
develop several styles and decide which is
valuable at any given point of conflict
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 28/71
Tips for Managing Workplace
Conflict Build good relationships before conflict
occurs
Do not let small problems escalate; dealwith them as they arise
Respect differences
Listen to others¶ perspectives on theconflict situation
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 29/71
Acknowledge feelings before focusing on
facts Focus on solving problems, not changing
people
If you can¶t resolve the problem, turn tosomeone who can help
Remember to adapt your style to the
situation and persons involved
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 30/71
³If the only tool you have is a
hammer, you will treat every
situation that you encounter as anail´
Abraham Maslow
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 31/71
Time Management
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 32/71
ManageYourself
ManageYour Work
Environment
ManageYour
Relationshi
ps
Effective Time Management and Priority SettingEffective Time Management and Priority Setting
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 33/71
How to Manage Yourself
Set Goals
Make your goals SMART Plan your success
Evaluate priorities
Use ³To Do´ Lists Every Day
Analyze your current use of time and set goals to
improve
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 34/71
You can¶t get what you want if you
don¶t know what you¶re going for
Why Do We Need to Set Goals?
A goal has an extraordinary power over the
direction of your life and business
Accomplishing a goal is one of the moresatisfying pleasures a person can experience
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 35/71
Wheel of Time Exercise
Personal
R
elationships
Health
Religion/Spiritual
Career & Wealth
Projects
Education
Social
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 36/71
What are SMART goals?
Clear deadline by which a goal will beachieved, including milestones
Clear statement of what needs to beachieved
Clear method for obtaining evidence that it has been achieved
Do you have the time, money, man-power or
resources and is it relevant?
Do you have an action plan for your goal andhow to achieve it?
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 37/71
Example of SMART Goal
³I will learn French by taking the night
class offered Sundays from 7-10 pm at my
local high school. I will enroll and begin
next week March 29th and complete the
fall course.´
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 38/71
Now It·s Your Turn
Using the goal you selected from your Wheel of Time,
rewrite it to make it SMART
Ask yourself these questions: ± Is it specific?
± How will I know when I¶ve accomplished it?
± Is this goal related to actions (i.e. are there things I will have to
do to get it accomplished?
± Is it realistic?
± Have I specified a time frame for completion?
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 39/71
Lack of Planning
If you fail to plan,
you are planning to fail.Why is this true?
Proper Planning Prevents Poor Performance
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 40/71
Planning Steps
Brainstorm W hat needs to be done
Put activities in order ( W hen)
Identify W ho will complete each activity
Build in milestone checkpoints to monitor:
Quality (How)
Deadlines ( W hen)
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 41/71
PUT it in Writing
Only 3% of people actually write down their life goals They are the successful ones!
Just by writing it down in detailed paragraphs
increases the likelihood that itll happen by 50% Putting it into your calendar increases the probability
that itll happen by 100%
Writing goals down results in moreclear statements of intention
Writing your goals down strengthensyour commitment
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 42/71
Prioritize
A-B-C-D Values
A Goals: High Value
B Goals: Medium Value
C Goals: Low Value
D Goals: Delegate
As Simple As A-B-C-D!
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 43/71
To Do Lists
Done daily
Prioritized based on your goals
One combined list instead of multiple lists
Kept in plain sight
Taken with you whenever you leave
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 44/71
The To-Do Book
Write the date at the top of the page.
Make a master list of everything you have
to do.
Highlight the top three things that you want
to accomplish.
During the day, every time you complete
an item, cross it off.
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 45/71
Establish Rituals
What is a ritual?
± A ritual is something you do the same way at the
same time
Rituals help you get important things done What are some rituals you can build into your
day?
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 46/71
Name ___________________ Date ________
My Daily Goal: Deadline:1. ________________________________________ _________________2. ________________________________________ _________________3. ________________________________________ _________________4. ________________________________________ _________________5. ________________________________________ _________________
Priority: 1 - Very Urgent; 2 - Important; 3 - Routine; 4 - Trivial
Time Activity Time Used Time Wasted Priority Comment
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 47/71
Time Map Instructions
Complete the time map for your last day at work
Write date, your key goals for the day, and
your deadlines
Determine the priority for each activity
Be very specific
Use abbreviations, e.g.. phone call out: c>
phone call in: c<
Be totally honest
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 48/71
Procrastination
Putting off working on something that needs to
be done
Why do we procrastinate
± Fear of task
± Task seems overwhelming
± Don¶t like task or it¶s boring
What¶s the problem with procrastination ? ± Important tasks don¶t get completed
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 49/71
49
Dealing with Procrastination
Just start!
Spend time breaking down the activity into bite-size chunks ± the
Swiss cheese technique
Schedule completion of chunks over a period of time
Avoid "analysis paralysis´
Set a start time and a deadline, then stick to it.
Be realistic about the deadline ± don't allow yourself to be under
so much pressure that it leaves no time for corrections
Determine what motivates you and reward yourself as youcomplete portions of the task
Manag
e
Yoursel
f
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 50/71
Manage your work environment
Identify Time Bandits
Find Solutions for TimeBandits
Manage Meetings Effectively
Organize Your Work Space
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 51/71
Time Bandits
The two major definitions of a time bandit
are: ± Anything that decreases your productivity and
effectiveness
± Anything that causes you to shift your focus away
from your number one priority.
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 52/71
Interruptions :Where do they come from ?
1. Boss
1. Subordinates
2. Fellow workers
3. Clients and customers
4. Phone & emails
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 53/71
Common Time Bandits
1. Drop-in visitors
2. The telephone
3. Badly managed meetings
4. Waiting time/travel time
5. Confused responsibility/authority
6. Lack of standards and progress reports
7. Unclear communication
8. Unskilled staff
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 54/71
Drop-in Visitors
Close your door and leave a note saying when
you¶ll be available
Stand up when the visitor walks in
Greet the visitor explain you¶re working toward a deadline
Set a time limit for the visit Make an appointment for a more convenient time
Walk towards the door as you acknowledge
and summarize
Rearrange your office layout
Go to their office so you¶re in control of whenyou leave
Ask them to help you with your work
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 55/71
Email Disruptions
Set two times a day to read, respond to, and send
Turn off sound alert unless you are expecting animportant email
Use an outgoing message to state when you will beavailable
Remove yourself from group lists
Scan subject lines for important messages
Do not review a message more than once - if needed,file it
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 56/71
Telephone Disruptions
Forward to voice mail
± Screen your calls
Establish phone hours
± Set a convenient block of time each day to return all calls
Be prepared when returning calls
± Decide what action you want them to take and by when
Keep socializing to a minimum
Thank and say good-bye courteously as soon as your business isconcluded
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 57/71
Meetings«Potential Benefits
Run properly they can be an effective means of:
Communicating to a group
Meeting people face-to-face
Improving the quality of decisions Getting to know people
Drawing from a variety of different experiences
Building teams
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 58/71
Confused Responsibility &Lack of communication
Two people may do the same job twice
Two people think that the other person is doing the job²so it may not get done at all
Two people both think they have the authority to the joband give conflicting instructions to other people
One person has been given the task, but the other person does not know he is doing it²so cannotcooperate
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 59/71
Confused Responsibility &Lack of communication
There was an important job to be done and Everybodywas asked to do it. Everybody was sure that Somebodywould do it. Anybody could have done it, but Nobodydid it. Somebody got mad because it was Everybodys job. Everyone thought that Anybody could do it, andNobody realized that Everybody wouldnt do it. It ended up that Everybody blamed Somebody whenactually Nobody blamed Anybody.
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 60/71
Dealing with Paper Do You Have a Cluttered Desk ?
On average people spend 45 minutes every day
looking for lost papers or documents
µCluttered desk = cluttered mind¶
Cluttered desks aren¶t conducive to clear and
creative thinking, so
Start by clearing your desk of all unwanted items.
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 61/71
Organizing Your Files
1) Working Files
2) Reference Files
3) Archive Files
4) Disaster Files
Manage
W ork
Environmen
t
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 62/71
Manage relationships
Delegate More
Learn to Say ³No´
Manage Your Stress
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 63/71
Steps of Delegation
1. Explain why the job is important.
2. Describe what is needed in terms of results.
3. Give the person the authority they need to do the job.4. Indicate when the job needs to be completed and get
agreement.
5. Ask the person to tell you his understanding of the task,
deadlines, etc.
6. Never ask the person the question ³ do you understand?´7. Check back on progress long before deadline.
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 64/71
A 5 J 9 2 Q 10 7 3 8 K 4 6
A 5 J 9 2 Q 10 7 3 8 K 4 6
A 5 J 9 2 Q 10 7 3 8 K 4 6
A 5 J 9 2 Q 10 7 3 8 K 4 6
k
l
j
i
Arrange the Cards
Exercise
We will time you
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 65/71
Delegate
1. BEFORE
± Identify the task
± Determine who has the skill, ability and time
2. MIDDLE
± Outline the task with the person, including their authority
± Be clear about the results you want
(Invest the time to write them down)
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 66/71
Delegate
2. MIDDLE (continued)
± Write results as a SMART goal
± Allow the other person the satisfaction of contributing
his or her own ideas ± Check for understanding by asking the other person to
summarize and ask for questions
± Set procedures and checkpoints that are mutuallyagreeable
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 67/71
Delegate
4. AFTER
± Follow-up at checkpoints
± Give positive and constructive feedback
± Make yourself available
± Accept risk²avoid perfectionism
± Limit standards to what is acceptable andexpect a learning curve
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 68/71
Delegation Exercise
Work in groups of three to
practice delegating
Three different roles
± Delegator ± Employee
± Observer
Three rounds:
± Each person changesrole in each round
A
(Delegator)
B(Employee)
C(Observer)
Round 1C
(Delegator)
A(Employee)
B(Observer)
Round 2
B(Delegator)
C(Employee)
A(Observer)
Round 3
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 69/71
Learn to Say No
One way to make sure that your schedules are kept on
time is the ability to say no to new and untimely
commitments.
May I say no«««.
When do I say no«««
How do I say no««..
Manage
Relationship
s
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 70/71
Tone of Voice Matters
How you say ³no´ is very important:
Manage
Relationship
s
Aggressive: You will damage the relationship
Passive: They won¶t take you seriously
Assertive: They¶ll take you seriously and
you won¶t damage the relationship
8/8/2019 Conflict and Time Amcham HANY
http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 71/71
What should I ask myself at
the top of ever y hour ?
What is t he best use of my time
rig ht now?
Recommended