ORGANIZATIONAL

Flexing Your Emotional Muscle In The Workplace

By Nikki Sterling, Mentor Trainer & Organizational Consultant at The Conflict Center I instantly go numb whenever I hear someone in an organization explain the necessity of keeping emotions out of the workplace. Okay, let me back up . . . Emotions in the workplace are not the culprit. Mismanaged emotions that get the better of us are instead what damages relationships and curbs an individual and team from progressing to the next level in efficiency. This is where my pal just mentioned up above makes their statement. In a sense they have evidence: failed teams, hurt feelings, and broken relationships. Pretty good empirical evidence. But, of course, it doesn’t have to be that way. Many of us lead and work in conflict-savvy organizations where the culture demands straight talk be coupled with emotions in order to gain better insight and creativity in reaching business results. However, again, not all of us are so lucky. So, lets take a look on controlling the one variable we know we can ALWAYS control – ourselves. Lets focus on flexing our “emotional muscle” by practicing self-control when we are triggered. AUTOMATIC STRESS RESPONSE = LACK OF BUSINESS RESULTS When someone encounters a challenge

Intergenerational Leadership: The Generations & Feedback

By The Conflict Center

Learn effective management skills for a new era, join our Intergenerational Leadership series. The third video of the series, "The Generations & Feedback," will enlighten employers on how the generations see FEEDBACK differently and also some tips and tricks on how to increase your effectiveness with feedback from a generational as well as good communication. Tweet

Intergenerational Leadership: Different Generations – Different Needs (video)

By The Conflict Center

Searching the web we found these great examples of intergenerational conflict in the workplace. After watching the video, can you tell us what are the typical characteristics and needs of each generation? Click on the picture or link below. YouTube video – Generational Diversity Tweet

Cultural diversity

By blogadmin

by Lorena Garcia April 2007 Cultural diversity and competency is often a vague and sometimes controversial topic. But what is it? Is it possible to achieve cultural competency, or is it something we must constantly strive to meet? The word diversity means differences and variations. I believe there is much more involved than this presence of variations, and differences. I recently spoke in a cultural diversity class for Masters Students at the University of Northern Colorado. Needless to say, all the students in the class were Caucasian. These students were adamant that they did not have a culture. If this group, all very different in their own right did not think they had a culture, who were they? How did they identify themselves? I asked them questions about their hobbies, family traditions, likes, dislikes. I pointed out their style differences; glasses, hats and those who had blond hair or brown. I asked them where their last names originated from. Many had Irish, Scottish, German or English names. “Do these countries have Culture?” I asked them. After some thought, a voice from the back replied, “Yes.” Cultural competency is the embrace of diversity. This is an acceptance and respect for those

What is Social Norming?

By blogadmin

by Maggie Helseth August 2007 Social norming is a concept that has historically been used to prevent and reduce alcohol and drug use among high school students. Here’s how it works: As a general rule, middle school and high school students want to fit in with their fellow students. For many, “fitting in” means doing what they think most of their peers are doing. For example, if a student thinks that most of her classmates regularly drink alcohol, she will be more likely to drink. Time and again, studies among high school students suggest that the majority of high schoolers do not, in fact, regularly drink alcohol. However, the majority of high schoolers think that most of their peers do regularly drink alcohol. A social norming approach to reducing alcohol consumption would, thus, involve educating the student body on the actual norms – in this case, that most students do not regularly drink alcohol. One would expect that, once students were educated on the actual norms, the rate of alcohol consumption among students would decline, as, again, students generally want to adhere to the norm. The concept of social norming is not only used to reduce alcohol consumption. It can,

What’s All the Buzz About the Generations?

By The Conflict Center

by Nikki Schmidt March 2009 Perhaps your workplace reflects what is becoming a common meeting-table-mosaic of employees represented from each of the generations : Traditionalists (born up until 1945) Baby Boomers (1946-1964) Generations X’ers (1965-1980) Millennials (1981-1999) Conflict arises when employees and employers neglect to see how generational differences affect communication styles, group dynamics, and even more importantly, whether or not an employee will choose to stay with your organization. In these tough economic times, retaining employees, especially our top talent, is of utmost importance. Each of the generations and their values, goals, and interpretations of fun, balance, and reward must start getting employers to think about the best way to manage, retain, and reward them. What are Baby Boomers wanting more than ever at this point in their lives–more so than money? Why do only 14 % of managers choose Generation X as their preferred generation to manage? What does “mining silver” mean and why should every organization be doing it? What are the emerging events and people who are shaping the newest generation on the block–the Millennials and how are schools and organizations going to cope with this generation’s massive numbers and expectations? These are just some of

Madame Solutions

By blogadmin

Spring 2004 Dear Mme. Solutions, Our store has a policy of hiring disabled workers on a brief, rotating basis. There’s daily stress, but for the most part we are team workers with the exception of insulting remarks made by some of our employees. These comments are really negative because these co-workers make a real deal out of it; making explanations out loud about these workers. We don’t have supervisors, and at least one floor manager is involved. How can I take this up with my co-workers who are doing these insults on my shift? Concerned Employee Dear Concerned Employee: Congratulations to your employer for taking a stand and walking the talk of inclusiveness. And, good for you! Your awareness of the negativity in your workplace tells me that you are sensitive to people with challenges you don’t happen to have. We all have some challenges. Talking this situation out with your co-workers is a great idea. How about getting together, being sure to include that floor manager, to problem solve. First step is to define the problem. So, what exactly is it? I suspect that you are not following your corporate culture plan. Has the atmosphere in which you work

Impact: 2003 In Summary

By blogadmin

Nicole Forward, Manager of Programs Spring 2004 In 2003, The Conflict Center served a total of 12,391 people with 13 staff and 204 volunteers. Of that, 2,936 adults were served in organizations, for-profit and nonprofit businesses, faith communities, and government entities, with over 90% self-reporting that they gained nonviolent skills. Additionally, parenting skills were taught to 770 parents in the community, in daycare centers, in Head Start Programs, and other organizations, with over 90% self-reporting that they learned new skills. A teen parent wrote about the services she received from The Conflict Center: “I especially enjoyed when you showed us the video about spanking children, because I don’t think that many people realize how much that can hurt their child and their relationship with them. I knew that it was harmful but I am still glad that this was discussed.” A local nonprofit staff member writes: “Many of the staff members that attended the trainings expressed that they learned new ways of handling not only conflicts among youth but between themselves and youth as well. One employee in particular expressed that the training completely changed the way she approaches conflict with youth.” In our youth-at-risk program, we served 476 youth

ORGANIZATIONAL

Flexing Your Emotional Muscle In The Workplace

Intergenerational Leadership: The Generations & Feedback

Intergenerational Leadership: Different Generations – Different Needs (video)

Cultural diversity

What’s All the Buzz About the Generations?

Madame Solutions

Impact: 2003 In Summary

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