Items tagged "Conflict":
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Destruction Through Email
A lot of groups get themselves into hot water over email. It’s not just tech novices; it’s the tech savvy that can be the most at risk of missing when email has changed from being a supporting tool, to a derailing or destructive force.
For groups separated by distance it’s important to recognize the limitations of email.
I’m noticing that even those that are geographically close are operating as if they are spread far apart (ex: spending a day emailing back and forth with someone sitting next to you).
A new study by Kevin Rockmann and Gegory Northcraft, looked at the issue. They put groups in charge of a complex task. Some groups worked by email, while others worked by video conferencing and in person meetings. They discovered that those who met in person had the highest level of trust and effective cooperation. Those using email were the least able to collaborate and accomplish their job.
What does this mean to you? Think about the most important, critical work that you’re on right now. How are you connecting with others in your group? If you’re connected primarily over email, you might question if that’s the best format.
Email isn’t going to go away. For groups that are using email as a key communication tool, I suggest developing norms. What norms make the most sense will vary greatly depending on the work you’re trying to accomplish and those that are involved. To get you started, here are some examples adapted from The Distance Manager by Kimball Fisher and Mareen Duncan Fisher:
- Identify the subject in the subject line (that means no smiley faces)
- Don’t use email for philosophical debates
- Keep all distribution lists current
- Don’t use email for urgent messages (alternatives: pick up the phone and call, walk over and talk, connect over skype)
- Accept responsibility for personal delivery of urgent messages (meaning face-to-face or voice-to-voice)
- Code subject lines with “please respond,” “action required,” or “FYI”
- Use email as a supplement to, not a replacement for personal contact
- If you have to scroll down, it’s likely a call, not an email that’s needed
There are lots of clues that you’re over using email and under utilizing personal contact. Some include having trouble staying on the same page with others, not feeling very energized, or blood pressure rising when you’re reading/typing an email. One of the greatest telltale signs is that you’re fighting over email. If you’re interested in and want skillful dialogue, you won’t get that from email.
I’d like to do more writing on the topic of virtual work groups. I’m curious, what are you noticing? Do you see a similar pattern, or something entirely different? What are other issues to consider in long-distance management of groups?
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- posted by:
- patrickod-blog
- date:
- Jun 28, 2010 (a Monday)
- time:
- 10:00:00 (1 year ago)
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High-Middle-Low Performer Conversations
Recently in a conversation with someone, they pointed me to Quint Studer and a model for understanding how to have different conversations with “high, middle, and low” performers in organizations. Studer is perhaps best known for his work in hospital and health care settings.
I have to admit two things that came up for me in reading this article. First, I have a difficult time labeling someone a “low” performer. Interestingly, I don’t have any difficulty naming someone a “high” performer. I think this comes from wanting to see the best in people and wanting to understand larger system dynamics that might be impacting individuals and their ability or interest in performing at higher levels. Second, I found this article helpful, particularly in how to talk with those that are performing at a lower level.
Studer suggests that:
“In Low-performer conversations do not start the meeting out on a positive note. Use the DESK approach:
- Describe what has been observed.
- Evaluate how you feel.
- Show what needs to be done.
- Ensure that employees know the consequences of the continued poor performance.
Because low performers are so skilled at excuses, guilt, and indignation, these conversations can be difficult for managers. Be calm, objective, and clear about consequences if performance does not improve by a date you specify. Then follow through and take action.”
Not to be missed in this article is how to support those who are middle and high performers. Sometimes high performers do not get much support, or it’s an after thought, precisely because they are doing so well. Studer writes:
“In high-performer conversations re-recruit your best performers by giving specific positive feedback about what they do well, their accomplishments, and examples of positive attitude. Share information about where the organization is going, and ask if there is anything you can do for them to make their job better.”
Read the full article by clicking on one of the links above or here.
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- posted by:
- patrickod-blog
- date:
- Jan 5, 2010 (a Tuesday)
- time:
- 11:46:00 (2 years ago)
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3 Common Myths in Managing Social Justice Groups
Ann Caton, partner at Potomac Group and Adriann Barboa, of Young Women United, teamed up to present “The Dream and the Drama: Ups and Downs of Alternative Organizational Structures” at the Sister Song conference here in DC.This workshop created an all too rare space for 20 women from various organizations around the country to talk about the dynamics taking place inside of their organizations. There are few places where grassroots groups are able to discuss these issues and receive support in addressing them. Ann and Adriann presented best practices from Young Women United, a polarity management model on “participatory and directive management,” and frameworks for understanding the exploration of alternative structures.
As a part of this workshop, Ann shared a new paper on three common myths in managing social justice groups. Read her paper:
3 Common Myths in Managing Social Justice Groups:
“Most social justice practitioners take on the work of organizational management not by choice but by necessity. We make our way by luck and instinct, trial and error, and seldom pause to share what we’ve learned. For our collective consideration, I offer here three myths that I often find - and that I once subscribed to fully - in the management of social justice groups.”
1. Conflict is unbearable
Organizers and activists can look like an angry bunch - interrupting meetings, blocking traffic, picketing people’s homes. In our efforts to win victories for our communities, we are apt to defy social convention and spark conflict on purpose, in public y con gusto. Outside the walls of our organizations, we are warriors. Inside those walls…eh, not so much.
It’s a given that every organization has it’s own unique culture…READ THE FULL ARTICLE.
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- posted by:
- patrickod-blog
- date:
- Dec 18, 2009 (a Friday)
- time:
- 9:47:00 (2 years ago)
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