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IMCV Summer Colloquium
Managing expectations & empowering your team
Maria Hegarty MA (NUI), BSS (DUB), CQSW,
CMII, MCIPD, FIMCA
The Managers Role
• Create environment • Facilitate participation• Build and maintain trust• Accommodate diversity• Promote equality • Prevent harassment and bullying• Maintain momentum and motivation
Respect IMCV
• Members must treat each other,employed staff, members, applicants and thewider community with respect.
• This means recognising that otherpeoplemay have a different point of view so
that, in deliberations, people speak and listen to the others with courtesyand adhere to the standards set out inCodes of Conduct, policies, guidelines
Expectations & Empowerment
• Ask … discuss• Hopes and fears• Structure conversations• Provide clear information – what is possible &
what is not possible ….• Environment- find out, review and discuss– Factors we can act on – Factors we have no control over– Feeling regarding both
Structured conversations – how
• Agree an approach – e.g. individual or collective, length of time for discussion, confidentiality etc
• Agree objectives – what can be covered
• Prepare people – ask people to prepare, go over approach and objectives each time in discussion
Communication
• Managers become skilled at affecting
environment through good communication
• Requires effective listening and effective
questioning
Barriers to Listening
• Self-interested listening
– selective, literal, filling in gaps, projecting
• Offering support instead of listening
• Reacting emotionally
– attacking, ambushing, monopolising, avoiding
• Giving Advice
Effective Listening...
• Prepare yourself mentally to listen
• Adopt open, engaged body language
• Following the person’s flow of ideas but keep the
conversation relevant
• Resist impulses to comment
• Avoid putting words into person’s mouth
• Avoid filling up silences
Effective Questioning
• Sensitive and ethical
• Conscious of (real and perceived) power dynamics
• Includes explanation: why ?s are asked
• Uses right type of question at, right time: open & closed
• Informed by non-verbal cues
Equality Sensitivity
• Respectful (preferred form of address?)
• Non-judgemental
• Non-presumptive
• Culturally appropriate (shaking hands?)
• Language preferences / requirements (check)
• Accessible (range of styles and tools)
• Provide supports, e.g. sign interpretation
Listen when conflict arises
No one definition of conflict
– Incompatible activities occur
– Struggle over values or claims of status, power and scarce
resources where aims of the parties are to gain the desired values
but also to neutralise, injure or eliminate their rivals
– Expressed struggle between at least two interdependent parties
who perceive incompatible goals, scarce resources and
interference from others in achieving their goals (Source: Picard
2002)
• Who are task interdependent
and
• Where one or both feel angry, and find fault with the other
and
• Use behaviours that cause a business problem.
(Source: Dana)
A condition between people
Five Causal Elements of Conflict
• Relationship issues
• Value conflicts
• Conflicts about interests
• Discrepancies over factual information
• Clashes over structural inequality
(Source: Moore 1996)
Framework for Conflict Management Essential
• Problem Solving Approach– Manifestation of a problem in needs satisfaction
OR
• Transformative Approach – Potential occasion for growth
• Strengthening of self and reaching beyond the self to relate to others
Source: (1994 Baruch Bush and Folger)
• Need organisational Conflict management Strategy defining approach,
principles, procedures and setting out competency development
activities
Discuss
• Challenges and opportunities arising from managing expectations and empowerment
• Key take-aways from discussion
