Meeting Management Conflict resolution Kurt R. Richter IEEE EAB Outreach Council IEEE Region 8 Educational Activities IEEE Sections Congress Washington D.C., October 2002  Teams solve problems  They also create problems IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? - What to do? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Problems at meetings? What to do? Talking for the sake of being heard. Conducting side conversation. Challenging attempts to move groups toward decisions. Listen, do not debate. Talk privately with members who continuously exhibit disruptive behavior. Turn negative behaviors into positive contributions. Encourage the group to share the responsibility of handling difficult members. Interpreting criticism of ideas and personal attacks. Waving off or negating all suggestions or new ideas from others. Urging the group to take action before a problem is clearly defined. IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? - What to do? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Types*) of difficult people I  Type No enthusiasm, sighs, shrugs, never say what is wrong  Offloading tasks, especially the worst tasks *) see Christina Osborne, “Dealing with Difficult People”, “Essential Managers”, DK Publishing, Inc. IEEE Sections Congress Washington D.C., October 2002 Types of difficult people II  Type No scruples, takes credit for others work  Complaining constantly about everything, is impossible to please IEEE Sections Congress Washington D.C., October 2002 Types of difficult people III  Type Takes the kudos and blames mistakes to others  Has to have the first and last word and be one step ahead Bullies and intimidates others and gets its own way by being aggressive  IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? - What to do? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Dealing with difficult people I  Type No enthusiasm, sighs, shrugs, never say what is wrong  How to manage Encourage to reflect on their achievements as they progress to goals  Offloading tasks, especially the worst tasks  Set clear objectives, milestones & DLs, draw action plan and show that most of their initials are against most of the action IEEE Sections Congress Washington D.C., October 2002 Dealing with difficult people II  Type No scruples, takes credit for others work   Complaining constantly about everything, is impossible to please  How to manage One-to-one meeting asking questions to pinpoint specific problems; ask them to prioritize their workload and set DLs for achieving objectives When responsible for a project make sure that people deliver their feedback themselves; define responsibilities clearly and give credit IEEE Sections Congress Washington D.C., October 2002 Dealing with difficult people III  Type Takes the kudos and blames mistakes to others   Has to have the first and last word and be one step ahead Bullies and intimidates others and gets its own way by being aggressive    How to manage State responsibility clearly; set stretching targets; meet regularly to review progress against objectives Confirm in writing whatever has been agreed; anticipate the objections Stand your ground by being assertive; state your case calmly and ask questions to encourage to consider consequences of their actions IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? - What to do? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Seating Interpretation (One to One Meetings) e Person 1 d ? c b a Supporting Person 2 Collaborating Confronting IEEE Sections Congress Washington D.C., October 2002 Seating Interpretation (One to One Meetings) e Person 1 d ? c b a Supporting Person 2 Collaborating Confronting IEEE Sections Congress Washington D.C., October 2002 Seating Interpretation (One to One Meetings) e Person 1 d ? c b a Supporting Person 2 Collaborating Confronting IEEE Sections Congress Washington D.C., October 2002 Seating Groups Tactical Seating Chairperson (1) Supporters (3) Opponents (4) sees and hears all points of view large part in discussion looks to chair for leadership puts case to undecided Eye contact with other supporters isolated Undecided (2) ? eye contact with most balances the table isolated influences opinion of the opposites IEEE Sections Congress Washington D.C., October 2002 Seating Groups Observing Seating good sightlines to almost all allows to play an active role weak opinion? wishes to be uninvolved? strong position, chair person, main speaker strong and confident speaker ? traditional position of privilege to sit right of chairman Sharing the view of strong and confident speaker IEEE Sections Congress Washington D.C., October 2002 Seating Groups Chairman Seating Confronting seating Hierarchical seating Free discussion IEEE Sections Congress Washington D.C., October 2002 Agenda Problems at meetings? - What to do? Types of difficult people Dealing with difficult people Seating arrangements at meetings Conflict styles What “solver” should be chosen when? IEEE Sections Congress Washington D.C., October 2002 Conflict Control  Use avoidance to ignore the issue. Use accommodating style to allow the other person to resolve the issue.   Structure the interaction so that a triggering event is unlikely to occur. Strengthen the barriers that inhibit the expression of conflict. Avoid dealing with the person with whom you are in conflict. Washington D.C., October 2002   IEEE Sections Congress Steps for Confronting Conflict I  Explain the situation as you see it.  Describe how it is affecting your performance or the performance of others. Ask for the other viewpoint to be explained, and listen to the response. Agree on the issues independent of personalities. Explore and discuss the issues, without reference to the problem.    IEEE Sections Congress Washington D.C., October 2002 Steps for Confronting Conflict II  Agree on what each person will do to resolve the issues.  Try to agree on the problem. If there is no agreement, discuss issues some more. Explore possible solutions. Agree on what each person will do to solve the problem.   IEEE Sections Congress Washington D.C., October 2002 Thomas-Kilmann Conflict Styles Avoiding (Uncooperative and unassertive) Neglects own concerns as well as those of other parties: does not raise or address conflict issues. Accommodating (Cooperative and unassertive) Seeks to satisfy other person's concerns at the expense of own. IEEE Sections Congress Washington D.C., October 2002 Thomas-Kilmann Conflict Styles Competing (Uncooperative and assertive) Opposite of accommodating. Uses whatever seems appropriate to win. Collaborating (Cooperative and assertive) Opposite of avoiding. Works with other party to find a solution that satisfies both own and other party's concerns. Compromising (Middle ground) Seeks to find a middle ground to partially satisfy both parties. IEEE Sections Congress Washington D.C., October 2002 Books Andrew J. DuBrin: “ The Complete Idiot’s Guide to Leadership”, alpha books, CWL Publishing Enterprises 1998 “Essential Managers”, DK Publishing, Inc. Tim Hinle: Christina Osborne: Robert Heller: Managing Meetings Dealing with Difficult People Communicate Clearly How to Delegate Managing Teams Managing Changes Learn to Lead Managing Globally Terrance Brake: IEEE Sections Congress Washington D.C., October 2002 Questions? Thank you! Kurt R. Richter k.richter@ieee.org IEEE Sections Congress Washington D.C., October 2002