How do you currently handle quality control in your business? If you offer products to clients, you must have some system in place to make sure every product delivered to every client is of high quality.
If this is neglected, you will lose your customers and gain a reputation for producing products that do not live up to their hype. This is bad for business and one low quality product could stick with your business in a negative light for many years to come. This is why you may consider working with a quality management system designed by a professional ISO consultant.
There are four main benefits to moving beyond your own system to a quality management system that can be ISO certified:
1. Longevity and growth for your business.
When you work with an ISO consultant to improve the quality of your products, you ensure that your business will be around for a long time to come. When your products become more valuable and are consistent over time, you start to gain the trust of the consumer. Your excellent quality is talked about in communities and word of mouth spreads. You become one of the most trust brands in your market because you care enough to work with a quality management system that keeps your products at the top of the market.
2. Increased prestige and enhanced reputation.
Along with increased quality comes prestige and a positive reputation in your industry. As your customers note your exceptional and consistent quality, so will your competitors. So will others who may be looking for someone in your industry to do business with. A lot of great things can happen for your reputation as you start to implement a quality management system.
3. Greater opportunity to sell in markets around the world.
There are untapped markets that you cannot get into today without being ISO certified. The only way to get ISO certified is to work with an ISO consultant who knows all about quality control and the standards for certification. They can help you implement a quality management system that passes for certification and that you can afford to continue implementing in the future. In order to remain a competitor in these worldwide markets, you will need to be very consistent with implementing and documenting your system as it pertains to quality.
4. Peace of mind that you are delivering what you promised your customers.
Finally, you have your own peace of mind that you are doing the right thing for your customers and the market when you implement an efficient quality management system. Whether you are interested in ISO certification right now or just might be open to it in the future, you will feel good knowing that the products you sell are of high quality.
All product lines require high quality today. Whether you are baking donuts and cakes or selling swing sets or baby cribs, you have to make sure the products stamped with your brand name represent your name very well. Your reputation and the future of your business is on the line!
read more »
Apr 16, 2012
Apr 14, 2012
Importance of ISO 14001
ISO 14001 is an internationally recognised certificate which evaluates how well an organisation manages its environmental responsibilities by guiding them through the process of putting an Environmental Management System (EMS) into use.
An EMS is a widely used and recognised standard which concentrates on both continued improvement of how you manage the impact you have on the environment while implementing a 'plan, do, check, act' methodology to ensure that no stone is left unturned.
The process by which a business becomes certified is relatively simple and unlike before it is much more accessible in terms of cost and time. You can be certified within 30 days after completing an assessment in which your business is examined and advised on areas that need to be rectified to comply with all the regulations set out for the ISO 14001 accreditation.
There are many benefits to becoming ISO 14001 certified and it can in fact directly help to drive profits of your business. After completion of the assessment, you will receive along with your certificate an environmental manual which will not only outline the guidelines you have to work within but also advice on obtaining maximum publicity and marketing from your achievement which will help you to gain new customers.
In the current climate, seeing to be environmentally friendly is of paramount importance and with the ISO 14001 certificate you are letting your customers, clients and competitors know that the environment is something you take very seriously. This in turn will earn you the respect and reputation of a trustworthy business. There are some customers who are obliged only to work with or purchase from certified organisations therefore with the certification you can be safe in the knowledge that you are not ignoring potential clients and gives you a competitive edge over rivals.
Organisations now are legally obligated to conform to rules and regulations regarding their waste management and energy consumption, an ISO 14001 certificate proves that you are definitely complying with any legislation and avoids potentially being liable for a large fine and any legal cases.
The processes the EMS puts into place will also save your organisation money in the long run. By reducing waste fewer resources are used and by looking at ways in which your organisation consumes energy bills can be reduced.
An ISO 14001 certification also grows alongside the business. When you expand there is no reason to waste time and money on new environmental management systems as they are already there and as the certificate is recognised internationally if you expand into other countries the certificate just effectively moves with you.
read more »
An EMS is a widely used and recognised standard which concentrates on both continued improvement of how you manage the impact you have on the environment while implementing a 'plan, do, check, act' methodology to ensure that no stone is left unturned.
The process by which a business becomes certified is relatively simple and unlike before it is much more accessible in terms of cost and time. You can be certified within 30 days after completing an assessment in which your business is examined and advised on areas that need to be rectified to comply with all the regulations set out for the ISO 14001 accreditation.
There are many benefits to becoming ISO 14001 certified and it can in fact directly help to drive profits of your business. After completion of the assessment, you will receive along with your certificate an environmental manual which will not only outline the guidelines you have to work within but also advice on obtaining maximum publicity and marketing from your achievement which will help you to gain new customers.
In the current climate, seeing to be environmentally friendly is of paramount importance and with the ISO 14001 certificate you are letting your customers, clients and competitors know that the environment is something you take very seriously. This in turn will earn you the respect and reputation of a trustworthy business. There are some customers who are obliged only to work with or purchase from certified organisations therefore with the certification you can be safe in the knowledge that you are not ignoring potential clients and gives you a competitive edge over rivals.
Organisations now are legally obligated to conform to rules and regulations regarding their waste management and energy consumption, an ISO 14001 certificate proves that you are definitely complying with any legislation and avoids potentially being liable for a large fine and any legal cases.
The processes the EMS puts into place will also save your organisation money in the long run. By reducing waste fewer resources are used and by looking at ways in which your organisation consumes energy bills can be reduced.
An ISO 14001 certification also grows alongside the business. When you expand there is no reason to waste time and money on new environmental management systems as they are already there and as the certificate is recognised internationally if you expand into other countries the certificate just effectively moves with you.
read more »
Apr 9, 2012
Qualifications of a Six Sigma Project Manager
Some people have worked in their business positions without a higher education. However, to obtain and keep a managerial position, you will need to make yourself a better candidate than anyone else. Getting a four year college degree is a start. However, a graduate education will put you even further ahead to start.
You cannot work in the Six Sigma field without some level of certification. How will you know the practices and procedures to follow if you are not trained properly? When you enroll in Six Sigma Training, you get the total amount of information necessary to take it to your place of business in order to succeed. You know how to solve problems and come up with solutions for your employer or clients.
If you have experience on an actual Six Sigma Project in any capacity, you can put that on your resume. Sometimes a training provider will allow you to work on sample cases during your training. But in the real world, people want to know that you can affect change on actual business processes. If you have the experience and can demonstrate a marked improvement, this is another way to increase your advantage.
As a project manager you will be required to work with a team and even supervise it. If you have any managerial experience, it will help to fortify that you can do the job. Every team needs a leader. If you do not currently have leadership experience, try to take leadership enrichment courses and ask for leadership responsibilities at your current position.
It may seem obvious, but you will need to know how to effectively use a computer. You will need to know more than just basic operating procedures. It is good to understand all computer software that will be used to document and report your quality findings. You do not just need to be computer literate, but proficient.
There are many manufacturing industries that you can work in. Even if you do have certification and managerial experience, you will not get hired if you do not understand the industry that the job is in. Try and stick within one or similar industries to improve your chances of gaining employment.
One cannot simply get certified and expect to obtain a Six Sigma project manager job. There are many attributes that are needed to get the position. These are managerial skills, computer knowledge, higher education and degree, industry experience and project experience. It is important that you stand out to the person doing the candidate selection. These qualifications will get you noticed. If you have them, you are one step closer to getting hired.
read more »
You cannot work in the Six Sigma field without some level of certification. How will you know the practices and procedures to follow if you are not trained properly? When you enroll in Six Sigma Training, you get the total amount of information necessary to take it to your place of business in order to succeed. You know how to solve problems and come up with solutions for your employer or clients.
If you have experience on an actual Six Sigma Project in any capacity, you can put that on your resume. Sometimes a training provider will allow you to work on sample cases during your training. But in the real world, people want to know that you can affect change on actual business processes. If you have the experience and can demonstrate a marked improvement, this is another way to increase your advantage.
As a project manager you will be required to work with a team and even supervise it. If you have any managerial experience, it will help to fortify that you can do the job. Every team needs a leader. If you do not currently have leadership experience, try to take leadership enrichment courses and ask for leadership responsibilities at your current position.
It may seem obvious, but you will need to know how to effectively use a computer. You will need to know more than just basic operating procedures. It is good to understand all computer software that will be used to document and report your quality findings. You do not just need to be computer literate, but proficient.
There are many manufacturing industries that you can work in. Even if you do have certification and managerial experience, you will not get hired if you do not understand the industry that the job is in. Try and stick within one or similar industries to improve your chances of gaining employment.
One cannot simply get certified and expect to obtain a Six Sigma project manager job. There are many attributes that are needed to get the position. These are managerial skills, computer knowledge, higher education and degree, industry experience and project experience. It is important that you stand out to the person doing the candidate selection. These qualifications will get you noticed. If you have them, you are one step closer to getting hired.
read more »
Mar 28, 2012
Six Sigma Benchmarking
There are different types of scaling used to propel growth. Most people use it to increase the visibility of their businesses. These days, most businesses have websites which they use to interact with their customers.
Through the websites, customers stay informed on new products, improvements, expansions and changes in management. It helps create loyalty among customers as well as penetrate deeper into the market.
Six Sigma Benchmarking, however, is a very complicated concept and can only be performed by trained professionals. The process helps companies understand the main perspectives in their business industries. They include visibility, market effectiveness and website design. If implemented properly, the business will dramatically project new growth and remain competitive in the market for a very long time.
The concept works in review of ten practical steps. Understanding these steps can help companies understand the benefits and drawbacks of the benchmarking initiatives they utilize. Doing this helps businesses identify the best approaches to realize bigger profits. The main aim of this concept is to measure the company's products or services against the most recognized ones in the world.
It is important to understand that the entire Six Sigma methodology is a continuous process. The information, operations and market penetration are measured against those of big companies. Through this, companies learn the best business practices in the world. Having an insight of practices of established companies enable small businesses to understand where they need to put more attention.
An in-depth analysis of performance helps add value to working processes eventually. It is a tool that endeavors to instill professionalism with the belief that the company can also lead while following others. The steps are very systematic and one cannot be done without each other. The benchmarking process can only work perfectly if it is implemented by trained and dedicated Six Sigma individuals. All the steps must be followed to ensure that all aspects are analyzed adequately.
There are normally four important steps the methodology addresses. This includes strategizing, analyzing, integration and actualization. Under these phases are ten practical steps which can help streamline the operations of any business seeking to realize growth. The planning phase is actually the most important. In this phase, businesses identify opportunities and create priorities. The second phase is the analysis phase and, as the name suggests, it consists of analyzing data collected in the planning phase. The integration phase provides the framework that will help implement the recommended plans. The final phase is the actualization phase where everything that the business comes up with is implemented and improved upon. Six Sigma benchmarking is quite beneficial because it helps small businesses learn practices. It helps companies to discover new ways of improving operations to realize bigger growth.
read more »
Through the websites, customers stay informed on new products, improvements, expansions and changes in management. It helps create loyalty among customers as well as penetrate deeper into the market.
Six Sigma Benchmarking, however, is a very complicated concept and can only be performed by trained professionals. The process helps companies understand the main perspectives in their business industries. They include visibility, market effectiveness and website design. If implemented properly, the business will dramatically project new growth and remain competitive in the market for a very long time.
The concept works in review of ten practical steps. Understanding these steps can help companies understand the benefits and drawbacks of the benchmarking initiatives they utilize. Doing this helps businesses identify the best approaches to realize bigger profits. The main aim of this concept is to measure the company's products or services against the most recognized ones in the world.
It is important to understand that the entire Six Sigma methodology is a continuous process. The information, operations and market penetration are measured against those of big companies. Through this, companies learn the best business practices in the world. Having an insight of practices of established companies enable small businesses to understand where they need to put more attention.
An in-depth analysis of performance helps add value to working processes eventually. It is a tool that endeavors to instill professionalism with the belief that the company can also lead while following others. The steps are very systematic and one cannot be done without each other. The benchmarking process can only work perfectly if it is implemented by trained and dedicated Six Sigma individuals. All the steps must be followed to ensure that all aspects are analyzed adequately.
There are normally four important steps the methodology addresses. This includes strategizing, analyzing, integration and actualization. Under these phases are ten practical steps which can help streamline the operations of any business seeking to realize growth. The planning phase is actually the most important. In this phase, businesses identify opportunities and create priorities. The second phase is the analysis phase and, as the name suggests, it consists of analyzing data collected in the planning phase. The integration phase provides the framework that will help implement the recommended plans. The final phase is the actualization phase where everything that the business comes up with is implemented and improved upon. Six Sigma benchmarking is quite beneficial because it helps small businesses learn practices. It helps companies to discover new ways of improving operations to realize bigger growth.
read more »
Mar 24, 2012
ISO 14001 Accreditation
If you are someone who is looking into getting an ISO 14001, then you may be wondering exactly why it is that you have to get this accreditation. First, you have to understand that ISO stands for the International Organisation of Standardisation.
This is a series of standards that have been developed with a singular level of guidance for all companies to measure up to. The particular 14001 deals with the requirements that you will need to have in order to measure up to the environmental standards that have been set forth by the ISO.
While you do not necessarily have to get the ISO 14001 accreditation to operate your business, it is something you can do to prove to your clients and customers that you are doing your part to help out with the environment. However, you may be confused on how to go about getting this important accreditation, but it is not as difficult to attain as you might think, and most businesses should be able to get the certification within a year of the application. You should know that they will want to make sure that you have been following some form of environmental standards for at least three months prior to your application. To do this you can write an environmental review of your company's environmental impact as it is in its current operating state. You will then want to make sure that you provide this information when you send off your initial paperwork to begin the overall process.
In order to help prove that your company is doing its part to be environmentally aware you will have to go through an initial audit once the application has been filled out and filed. After the audit has been completed you will get a list of issues that the auditor feels you need to resolve before you can be certified for the ISO 14001. You will need to work on and correct these issues before the second audit is conducted, and they will give you a time period (usually three to six months) when they will return to check on your progress.
When the second audit occurs they will once again assess the overall business and then they will address the issues that were laid out in the previous audit. If everything goes well then your company will have proven that they are doing what they can to meet the standard set forth in ISO 14001, and they will then receive accreditation. However, this is not the end of the process. Even though you are now recognised as having environmentally conscious policies that are congruent with the international standards, you will have to go through periodic audits every three years to make sure that you are still operating correctly. Not only this, but every three months partial aspects of your company will be analysed to see that they are still working within the standards as well. As long as you remain within the compliance terms you will continue to receive your ISO 14001 certification.
read more »
This is a series of standards that have been developed with a singular level of guidance for all companies to measure up to. The particular 14001 deals with the requirements that you will need to have in order to measure up to the environmental standards that have been set forth by the ISO.
While you do not necessarily have to get the ISO 14001 accreditation to operate your business, it is something you can do to prove to your clients and customers that you are doing your part to help out with the environment. However, you may be confused on how to go about getting this important accreditation, but it is not as difficult to attain as you might think, and most businesses should be able to get the certification within a year of the application. You should know that they will want to make sure that you have been following some form of environmental standards for at least three months prior to your application. To do this you can write an environmental review of your company's environmental impact as it is in its current operating state. You will then want to make sure that you provide this information when you send off your initial paperwork to begin the overall process.
In order to help prove that your company is doing its part to be environmentally aware you will have to go through an initial audit once the application has been filled out and filed. After the audit has been completed you will get a list of issues that the auditor feels you need to resolve before you can be certified for the ISO 14001. You will need to work on and correct these issues before the second audit is conducted, and they will give you a time period (usually three to six months) when they will return to check on your progress.
When the second audit occurs they will once again assess the overall business and then they will address the issues that were laid out in the previous audit. If everything goes well then your company will have proven that they are doing what they can to meet the standard set forth in ISO 14001, and they will then receive accreditation. However, this is not the end of the process. Even though you are now recognised as having environmentally conscious policies that are congruent with the international standards, you will have to go through periodic audits every three years to make sure that you are still operating correctly. Not only this, but every three months partial aspects of your company will be analysed to see that they are still working within the standards as well. As long as you remain within the compliance terms you will continue to receive your ISO 14001 certification.
read more »
Mar 23, 2012
On Job Training
On job training is part of every manager's job. But some managers aren't aware that adults learn differently to children. Being aware just how adults learn can markedly improve the quality of on job training.
1. Learning By Doing
In broad terms, children learn by being told. Adults learn by doing. Ensure that your on job training has a strong emphasis on practical action rather than theory and telling. Adults do not need to know "why" in order to learn and practice skills. Few drivers know how a reciprocating engine works. It's the engine that powers your car. You don't need to know how it works in order to drive well.
2. Try Out
Adults like to try out skills. Provided it's safe, allow trainees to "try their hand" extensively. Supervise them closely so that they avoid errors.
3. Discovery
Pose a problem. Give adult trainees the opportunity to "work things out". Ask lots of questions. Don't be too directive. Just make sure you're always on hand to help.
4. Self Pacing
Try to let trainees work at a pace that they're comfortable with. Avoid slow, tedious instruction and avoid rushing through material too quickly. Adapt your instruction to the pace that suits your trainee. If they show that they're learning quickly, provide more opportunities for them to demonstrate their competence.
5. Problem Centred
Make sure you present your instruction as providing skills and knowledge that will help trainees solve a problem. Avoid presenting material that's merely "useful" and lacks direct relationship to on job performance.
6. Making Sense
Adults learn better when the learning process makes sense to them. Elaborate and complex instruction will discourage many trainees.
7. Acknowledge Experience
Take care that you acknowledge trainee's past experience. Test to see what they can already do so that you're not asking them to learn what they know already. That's a huge turn off to adult learners.
8. Results Emphasis
Ensure that you inform trainees what result they'll achieve through the training. Adults like to know the result that they're aiming for.
9. Perceived Needs
Adult trainees want to be certain that on job training meets their perceived needs. Before commencing instruction, make sure that you and the trainee are agreed that the training will satisfy the needs they believe they have.
10. They Are Adults
Treat adults trainees like adults, not children. They may have some knowledge and skill deficiencies that need your training. But they expect you to respect them as mature "grown-ups" not ignorant children.
These principles apply to all on job training, even if it's brief and informal. Ensure that you circulate this article to anyone in your business who's involved in on job training.
read more »
1. Learning By Doing
In broad terms, children learn by being told. Adults learn by doing. Ensure that your on job training has a strong emphasis on practical action rather than theory and telling. Adults do not need to know "why" in order to learn and practice skills. Few drivers know how a reciprocating engine works. It's the engine that powers your car. You don't need to know how it works in order to drive well.
2. Try Out
Adults like to try out skills. Provided it's safe, allow trainees to "try their hand" extensively. Supervise them closely so that they avoid errors.
3. Discovery
Pose a problem. Give adult trainees the opportunity to "work things out". Ask lots of questions. Don't be too directive. Just make sure you're always on hand to help.
4. Self Pacing
Try to let trainees work at a pace that they're comfortable with. Avoid slow, tedious instruction and avoid rushing through material too quickly. Adapt your instruction to the pace that suits your trainee. If they show that they're learning quickly, provide more opportunities for them to demonstrate their competence.
5. Problem Centred
Make sure you present your instruction as providing skills and knowledge that will help trainees solve a problem. Avoid presenting material that's merely "useful" and lacks direct relationship to on job performance.
6. Making Sense
Adults learn better when the learning process makes sense to them. Elaborate and complex instruction will discourage many trainees.
7. Acknowledge Experience
Take care that you acknowledge trainee's past experience. Test to see what they can already do so that you're not asking them to learn what they know already. That's a huge turn off to adult learners.
8. Results Emphasis
Ensure that you inform trainees what result they'll achieve through the training. Adults like to know the result that they're aiming for.
9. Perceived Needs
Adult trainees want to be certain that on job training meets their perceived needs. Before commencing instruction, make sure that you and the trainee are agreed that the training will satisfy the needs they believe they have.
10. They Are Adults
Treat adults trainees like adults, not children. They may have some knowledge and skill deficiencies that need your training. But they expect you to respect them as mature "grown-ups" not ignorant children.
These principles apply to all on job training, even if it's brief and informal. Ensure that you circulate this article to anyone in your business who's involved in on job training.
read more »
Mar 20, 2012
Employee Conflict
These are some common beliefs about the three stages of employee conflict.
Here are my thoughts - what do you think?
•"The presence of conflict is the sign of a poor leader!" (I think conflict used in a competitive way to generate new ideas or increase productivity to meet an earlier deadline can be a good thing.)
•"Anger is always negative and destructive." (I think anger can become negative and destructive if allowed to develop and grow.)
•"Conflict, if left alone, will take care of itself." (I think that's not always true. I believe leaders should always be aware of conflict within their groups but not always involved. Sometimes it can take care of itself.)
•"Conflict must be resolved immediately." (Once again, not necessarily. This is like the one above that can become a problem but is not automatically one requiring the leader's intervention. A wise leader will observe and see if the participants can work out their own differences. After all, the leader will not always be there to act as a referee.)
Conflict builds in three distinct stages and has these characteristics.
STAGE ONE-"Irritating Daily Events"
Characteristics and clues of Stage One
•Comments are focused on "non-human" topics (machinery, weather, traffic, the "system [computers, the organizational culture, procedures]" etc.)
•Words are in the present tense ("This copier is out of paper".)
•More focus on a solution than the problem ("This copier is out of paper: where is the supply so I can refill it?")
Ways to Handle Stage One
•Initiate a response that examines the situation. ("Looks like the copier's out of paper. Do you know where the stock of it is?")
•Ask yourself if the reaction is proportional to the situation. Is anyone carrying "baggage" from previous situations? How would you know? Hint: What tense are they using to describe their position: present or past?
•Identify points of agreement and work from these points first and then identify the points of disagreement. ("I agree with you that it seems like no one else restocks the copier but you. But at least we can rely on you.")
STAGE TWO - Challenges Requiring "Win-Lose" Results
Characteristics and clues of Stage Two
You must LISTEN FOR these clues:
•Words are in the past tense ("This copier never has paper in it! It's always empty!")
•Comments are focused on "human" topics (machinery maintenance person, weather man, traffic - a particular driver, the "system [computers service people, the organizational culture - a particular person within it, procedures - a particular person who doesn't follow them]" etc. "I hate people who can't even restock a copier run they run it out of paper!")
•More focus on who caused the problem - or allowed it to happen - than a solution ("The copier on this floor needs paper. Who is supposed to keep it full?")
Important considerations for Stage Two:
•Coping strategies DO NOT WORK because people are the problem and the conflicts do not go away.
•Self-interest is very important. "CYA" ('Cover Your Assets') is a survival strategy.
•People take sides, take notes, and keep score. Alliances and cliques may form. A "us" vs. "them" mentality develops.
•Discussion of issues and answers are futile because participants and the problem have become too closely entangled. (Similar to a heated political discussion.)
•Participants deal in terms that are more general. You will hear about the phantom "them" and comments as "everyone thinks...", "always..." and "never" increase in frequency. Each side is reluctant to provide facts without asking, "How will you use this information?"
•TRUST IS VERY LOW!
Ways to Handle Stage Two Conflict
•Create a safe environment to discuss the situation which includes:
a) Make the setting informal
b) Establish neutral turf
c) Have an agenda so there is focus on an outcome
•Be hard on facts, soft on people. Take time to get every detail. Clarify generalizations. Who, by name, are "they"? Are you sure that "always" or "never" is accurate?
•Do not let the participants sit across from each other. Arrange to get them sitting beside each other across from you. (Sitting across from each other so they make eye contact can start it all again.)
•Focus on points of agreement to find a middle ground. Do not suggest that each side "concedes" something because that implies "giving in". Rather, suggest a "trade". "Do you agree this bickering is becoming an aggravation for the two of you? If so, maybe we can work a way to resolve this. Sam, would you be willing to trade proof-reading of your work before you give it to Sue if she will stop making comments about your work quality?"
•Take as much time as necessary to reach agreement without forcing concessions or issues.
•Avoid voting to resolve issues because that leads to a "win - lose" result. (The only way to avoid having hurt feelings by voting is if you are assured of a unanimous decision before you begin!)
STAGE THREE- Eliminating the "Enemy"
Characteristics and Clues of Stage 3
•The motivation is to "get rid" of the opponent, not just win. Being right and punishing wrong become consuming goals.
•The competing parties identify "insiders" and "outsiders". "You are either with me or against me!"
•Leaders emerge from the group to act as representatives.
•You equate your position as doing "what's good for the organization! ["I have to fire you for the good of the organization".]"
•Specific causes of the problem get lost in the emotion. Many newly recruited team members may not know the origins of the conflict.
•TRUST IS NON-EXISTANT!!
Ways to Handle Stage Three Conflict
•An outside intervention agent or team (a neutral person or department) is required as a mediator so neither side feels this third party favors the other.
•Details are critical to a thorough understanding of the situation by the mediator.
•You must allow sufficient time to get a true picture of both sides of the case.
•The mediator can ask each side to present their case (without comment from the other) and identify the results they would like to achieve in this process.
•The mediator puts the responsibility on the two teams to find areas of common agreement or trade in search for an agreement.
•Not every participant on both teams may be at Stage 3. Try to break off members at lower stages and redirect their energies away from this situation.
read more »
Here are my thoughts - what do you think?
•"The presence of conflict is the sign of a poor leader!" (I think conflict used in a competitive way to generate new ideas or increase productivity to meet an earlier deadline can be a good thing.)
•"Anger is always negative and destructive." (I think anger can become negative and destructive if allowed to develop and grow.)
•"Conflict, if left alone, will take care of itself." (I think that's not always true. I believe leaders should always be aware of conflict within their groups but not always involved. Sometimes it can take care of itself.)
•"Conflict must be resolved immediately." (Once again, not necessarily. This is like the one above that can become a problem but is not automatically one requiring the leader's intervention. A wise leader will observe and see if the participants can work out their own differences. After all, the leader will not always be there to act as a referee.)
Conflict builds in three distinct stages and has these characteristics.
STAGE ONE-"Irritating Daily Events"
Characteristics and clues of Stage One
•Comments are focused on "non-human" topics (machinery, weather, traffic, the "system [computers, the organizational culture, procedures]" etc.)
•Words are in the present tense ("This copier is out of paper".)
•More focus on a solution than the problem ("This copier is out of paper: where is the supply so I can refill it?")
Ways to Handle Stage One
•Initiate a response that examines the situation. ("Looks like the copier's out of paper. Do you know where the stock of it is?")
•Ask yourself if the reaction is proportional to the situation. Is anyone carrying "baggage" from previous situations? How would you know? Hint: What tense are they using to describe their position: present or past?
•Identify points of agreement and work from these points first and then identify the points of disagreement. ("I agree with you that it seems like no one else restocks the copier but you. But at least we can rely on you.")
STAGE TWO - Challenges Requiring "Win-Lose" Results
Characteristics and clues of Stage Two
You must LISTEN FOR these clues:
•Words are in the past tense ("This copier never has paper in it! It's always empty!")
•Comments are focused on "human" topics (machinery maintenance person, weather man, traffic - a particular driver, the "system [computers service people, the organizational culture - a particular person within it, procedures - a particular person who doesn't follow them]" etc. "I hate people who can't even restock a copier run they run it out of paper!")
•More focus on who caused the problem - or allowed it to happen - than a solution ("The copier on this floor needs paper. Who is supposed to keep it full?")
Important considerations for Stage Two:
•Coping strategies DO NOT WORK because people are the problem and the conflicts do not go away.
•Self-interest is very important. "CYA" ('Cover Your Assets') is a survival strategy.
•People take sides, take notes, and keep score. Alliances and cliques may form. A "us" vs. "them" mentality develops.
•Discussion of issues and answers are futile because participants and the problem have become too closely entangled. (Similar to a heated political discussion.)
•Participants deal in terms that are more general. You will hear about the phantom "them" and comments as "everyone thinks...", "always..." and "never" increase in frequency. Each side is reluctant to provide facts without asking, "How will you use this information?"
•TRUST IS VERY LOW!
Ways to Handle Stage Two Conflict
•Create a safe environment to discuss the situation which includes:
a) Make the setting informal
b) Establish neutral turf
c) Have an agenda so there is focus on an outcome
•Be hard on facts, soft on people. Take time to get every detail. Clarify generalizations. Who, by name, are "they"? Are you sure that "always" or "never" is accurate?
•Do not let the participants sit across from each other. Arrange to get them sitting beside each other across from you. (Sitting across from each other so they make eye contact can start it all again.)
•Focus on points of agreement to find a middle ground. Do not suggest that each side "concedes" something because that implies "giving in". Rather, suggest a "trade". "Do you agree this bickering is becoming an aggravation for the two of you? If so, maybe we can work a way to resolve this. Sam, would you be willing to trade proof-reading of your work before you give it to Sue if she will stop making comments about your work quality?"
•Take as much time as necessary to reach agreement without forcing concessions or issues.
•Avoid voting to resolve issues because that leads to a "win - lose" result. (The only way to avoid having hurt feelings by voting is if you are assured of a unanimous decision before you begin!)
STAGE THREE- Eliminating the "Enemy"
Characteristics and Clues of Stage 3
•The motivation is to "get rid" of the opponent, not just win. Being right and punishing wrong become consuming goals.
•The competing parties identify "insiders" and "outsiders". "You are either with me or against me!"
•Leaders emerge from the group to act as representatives.
•You equate your position as doing "what's good for the organization! ["I have to fire you for the good of the organization".]"
•Specific causes of the problem get lost in the emotion. Many newly recruited team members may not know the origins of the conflict.
•TRUST IS NON-EXISTANT!!
Ways to Handle Stage Three Conflict
•An outside intervention agent or team (a neutral person or department) is required as a mediator so neither side feels this third party favors the other.
•Details are critical to a thorough understanding of the situation by the mediator.
•You must allow sufficient time to get a true picture of both sides of the case.
•The mediator can ask each side to present their case (without comment from the other) and identify the results they would like to achieve in this process.
•The mediator puts the responsibility on the two teams to find areas of common agreement or trade in search for an agreement.
•Not every participant on both teams may be at Stage 3. Try to break off members at lower stages and redirect their energies away from this situation.
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