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Working with Difficult People and Interpersonal Conflict

Working with Difficult People and Interpersonal Conflict. 13 February 2013 Katrina Di Gravio Gary Waller Matt Erickson. Agenda. Difficulty in Your Department/School What is “difficulty” and what are its consequences Cases Types of difficult people Some approaches

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Working with Difficult People and Interpersonal Conflict

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  1. Working with Difficult PeopleandInterpersonal Conflict 13 February 2013 Katrina Di Gravio Gary Waller Matt Erickson

  2. Agenda Difficulty in Your Department/School What is “difficulty” and what are its consequences Cases Types of difficult people Some approaches Office of Conflict Management and Human Rights Your Conflict Style Do’s & Don’ts Policies & Resources to Help Wrap & Feedback

  3. The Case of Prof. Fabrikant

  4. Key Observations from the Cowan Report Inadequate preparation for academics who take on leadership/management roles at all levels Decentralized structure and poor communication among units Poor record keeping and turnover resulting in serious lack of institutional memory Failure to distinguish between academic issues and management issues re: management rights and responsibilities Extended interpretation of academic freedom leading to abuse Lack of institutional policy and/or failure to understand and apply policy appropriately

  5. Difficult People – Case Study A Case to Consider - Professor Choler (Gunsulas, p. 119)

  6. A Major Decision Ignore or Respond What are the factors

  7. What is YOUR ROLE(and the role of others) You Others

  8. How is Conflict Viewed in Your Unit

  9. The Case of Anna(Crookston, p. 11)

  10. Some GENERAL caveats and principles Alone or ….. A Plan Behavior, not Personality Civility and Collegiality A “mature” department Preparation HR web site Conflict Management web site

  11. Types of Difficulty Is it helpful to categorize Various labels – Crookston, Gunsulus, Buller, Leaming Crookston, R.K. Working with problem faculty. Wiley, 2012. Gunsulas, C.K. The college administrators survival guide. Harvard, 2016. Buller, J.L. The essential department chair. Anker, 2006. Leaming, D.R. Academic leadership. Anker, 1998.

  12. Example from Leaming, 1998 Substance abuse Obstinate Weak teacher Gossip Snitch Loud, abusive Lean, mean venting machine High maintenance Unmotivated

  13. The (Sanitized) Worst Case in Your Unit Groups of two or three Share basics of specific cases Describe the case Focus on analysis Develop a plan Examples of specific language Help each other What’s said here, STAYS HERE

  14. The Worst Case in Your Unit Assume you want change – the plan, step by step, timing, language, hurdles, likely consequences What help do you expect from others – colleagues, dean, other uW units, Conflict Management, Human Resources, Police

  15. Describe the behavior Examples Frequency Effects

  16. What Are the “Costs”

  17. The Consequences of Doing Nothing For you For your colleagues For the “victims” For you unit’s mission Short term and long term Remember Prof. Fabrikant and the Cowan Report

  18. The Crookston Approach Clarify values and expectations Follow policy Build trust with colleagues Evaluate yourself and your perceptions Listen Take effective action

  19. Get, set – GO When do you start What is your very first step What responses do you anticipate

  20. Managing Interpersonal Conflict

  21. Conflict Management & Human Rights Office Matt Erickson MC 4049 ext. 33765 erickson@uwaterloo.ca

  22. ServicesHuman Rights Related Case Consultation Issue identification Policy and legislative implications Resources and support "Formal" versus "informal" responses Confidentiality "What's my role?" Option development Facilitation Investigation Education Mediation

  23. ServicesConflict Management Mediation Group Facilitation Resolution Support Personnel Education & Training [e.g. 5 Dysfunctions of a Team] Conflict Coaching Meeting Facilitation Conciliation

  24. Ethical Behaviour Policy #33 “Those who receive complaints or who perceive what they believe to be violations of this policy shall act promptly to notify an appropriate administrative officer, normally one's immediate supervisor, the department Head, Chair or Director, to provide or initiate the appropriate remedial or disciplinary measures.”

  25. Ethical Behaviour Policy #33 Further, as required by the Ontario Human Rights Code, the University has a responsibility to provide an environment free from harassment and discrimination, and accordingly must deal effectively, quickly and fairly with any situation involving claims of harassment or discrimination that come to its attention.”

  26. Ontario Human Rights Commission DIRECTING MIND: “generally speaking anyone who performs management duties is part of the directing mind of the corporation.” “all managers are aware of their duties and responsibilities under the code and the internal policies.”

  27. Ontario Human Rights Commission Corporate liability may be found: “...where an employee responsiblefor the harassing behaviour, or knew of the harassing behaviour, failed to take steps to remedy the situation and is part of the directing mind.”

  28. What Do People Get Excited About? Position Freedom Knowledge Reputation Money Inequity Relationships

  29. Your Style The Conflict Inventory A self-assessment tool Purely personal No right or wrong What’s “better” depends Do it, score it, talk about it

  30. Dealing with Conflict • Styles of Dealing with Conflict: Avoid Accommodate Compromise Collaborate Compete

  31. Pros and Cons When to use How to decide – the factors Personalize it Your “typical” style Are you able to switch appropriately

  32. Do’s and Don’ts • Listen • Stay calm & cool • Be realistic • Be patient • Count to 10 • Avoid emotion • Avoid over reacting • Ask questions • Speak calmly • Contrast person & situation • Contrast unique & dispositional • Focus on the behaviour • Keep your confidence • Look for agreement • Confront only if appropriate • Bring others to bear

  33. Typical Mistake(from OHD Conflict Workbook for Students) Avoid Don’t listen Judge Be defensive Be right Stonewall Blame Psychoanalyze Win

  34. Managing Difficult Conversations(Conflict Management and Human Rights web site)

  35. Policies & Practices Policy 33: Ethical Behaviour Policy 40: The Chair, (section 1) Policy 36: Dispute Resolution for University Support Staff Policy 49: Extra University Activity Policy 69: Conflict of Interest Policy 73: Intellectual Property Rights Policy 77: Tenure & Promotion of Faculty Members – (sec. 1, para. 4, professional conduct) UW/FAUW – Memorandum of Agreement; Article 6 (Academic Freedom) & Article 8 ( discipline) UW Policy 18: Staff Employment

  36. Campus Resources Conflict Management and Human Rights Human Resources Counseling Services Police Services Etc.

  37. Take it Back to Work

  38. Summary and Wrap Seek help as necessary: Conflict Management & Human Rights Office: Matt Erickson, Director Human Resources: Kenton Needham, Director Policy 36: Dispute Resolution for University Support Staff MOA, Article 8: Discipline

  39. Thank You And Best Wishes!

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