1. Managing Conflict, Leading Change
Larry D. Roper
Oregon State University

2. Introductions Who am I. Why am I here
Introductions Who am I? Why am I here? My most recent experience with change?

3. Change
Change in society and in organizations is occurring at an ever-increasing rate;
The work force is changing - increasingly older, more racial and ethnic diversity, more women, more social identity diversity;
Many leaders are operating in an unanticipated context, with insufficient knowledge and skills.

4. Challenge of the Present
Environmental turbulence is unprecedented;
Calls for reform are rampant;
Questions of value and purpose abound;
Cost proposition debated;
Scrutiny and accountability intensified;
Criticism widespread;
Broad concerns about core business and mission critical activity.

5. Dynamics Influencing Change
Globalization and Diversification
Mass Demand for Higher Education
Achievement Gaps
Technologies
Economic Fluctuations and Higher Education

6. Change and conflict (demands for change and conflict)

7. Why are change and conflict such frequent companions
Why are change and conflict such frequent companions? How have you seen these two dynamics connected in your leadership experience?

8. Change and Conflict
Describe a change situation you have observed that resulted in conflict?
What was the situation?
What about the situation created conflict?
What effect did the conflict have on the organization? Individual members of the organization? The leader? You?

9. Power, conflict and change
Leadership power
legitimate power,
which comes from their position in the organization;
referent power,
which comes from the emotions they inspire in others:
expert power,
which comes from their knowledge or skills;
coercive power,
which comes from fear related to their use of force;

10. Power, conflict and change
reward power,
which comes from giving people something they want;
connection power,
which comes from their relationships to people in power; and
information power,
which comes from the possession of valuable information..

11. Making Sense Of Change And Conflict

12. Change Dynamics
Struggles with uncertainty and confusion over expectations;
Discomfort
Value gets questioned;
Fragmentation of relationships;
Random emotions surface – range from hope to despair;
Conflict increases;
Increase in “at-risk” behaviors;
Unprecedented economic upheaval
Unanticipated leadership dilemmas
Cultural turmoil

13. Possible Results Hope gets shaken; Trust can erode;
Risk-taking diminishes;
Cynicism can rise;
Anger surfaces;
Retreat to comfort in short-term view;
Confidence can be fragile.

14. Change, Conflict and Conversations
Conversations create the future
Change does not solve problem, it gives us a new set of problems
If you are not having conversations about the future, the future is in jeopardy
Conversation is the primary vehicle through which we facilitate change
During times of change we need to navigate our organizations through the right conversations.

15. Change Leadership
Pursuing change/new possibilities requires entering the world of the unknown;
Transforming ourselves is integral to transforming our organizations;
New levels of relationship is essential to successfully navigate change;
New opportunities will not be revealed through a deficit or eliminative lens;
Fear, anxiety and concerns of others must be acknowledged as legitimate
The unknown is fearful, as is the need for personal change
Personal vulnerability is difficult
Often when confronted with change people take a deficit perspective by focusing on what will be lost

16. Opportunities Within Change
Chance to discover unexplored gifts;
Bring new and unimagined value;
Re-imagine, reinvent and re-create;
New clarity and growth;
Stronger, more connected, more sustainable organizations.
We have the opportunity to demonstrate leadership at a more profound level
Consider new possibilities for our work, our relationships, our areas of contribution
Strengthen our relationships with each other and our institution, ensure that we are contemporary and mission relevant.

17. What you are afraid to do is a clear indication of the next thing you need to do. Eleanor Roosevelt

18. I was going to buy a copy of the Power of Positive Thinking, and then thought, “What the hell good would that do?” Ronnie Shakes
The importance of perspective
Story of Paul and Cindy’s exchange:
What are you about these next few days?
I need to get through this.
Insufficient
You need to remember who you are in this family. You need to welcome people and invite them to tell you wonderful stories about your mother
Same for leaders – deal with your stuff, but remember who you are for others

19. Begin Appreciatively
What are three things you most deeply value about your work, your organization and yourself.
What do you most appreciate about the questions currently being asked about U.S. higher education?
Appreciative leadership
Begin with a positive frame

20. Creating Relationships That Work
People who
care
Things that
Matter
Thoughtful, Respectful
Conversation
Personal shifts
or insights
Things not
expected
Increased relationship and
a sense of community
New thinking
Pooled wisdom of the group increases
Shared background
of understanding

21. Each person’s life is lived as a series of conversations
Each person’s life is lived as a series of conversations Deborah Tannen

22. Who shows up when you are called upon to lead?
Do we pay attention to how we show up in difficult conversations?
Parker Palmer talks about the shadow and light that each of us possesses
During some moments we need to consciously bring the thoughtful, positive, caring dimension of our leadership to the surface
We can be unifying or polarizing
Do we show up as combatants or facilitators

23. During challenging times humanity, dignity, sense of worth, reputations, livelihoods are at stake – the soul of our organization is on the line.
Whether dealing with budget challenges, polarizing racial incidents, high-profile disciplinary situations – the stakes are high
We need to embrace the importance of high-stakes leadership
Manage emotions created by uncertainty;
Stay focused on organizational priorities;
Resist the urge to blame (it is what it is);
Focus on the future (rather than being anchored to the past).
Susan’s conversation with Paul Risser – what have you learned – “I learned who the real leaders are”

24. What possibilities do you hold
  What possibilities do you hold? Is there enough future associated with those possibilities?
Are we bringing optimism or despair?
What is the power of your vision?
What possibilities, beyond those that you can personally conceive, are you able to embrace?
As we expand the universe of what we value, we also expand the bounds of what we will consider as possibilities for others and ourselves.

25. What we pay attention to and how we pay attention, determines the content and quality of life Mihaly Csikszentmmihalyi Hungarian psychologist

26. What set of conversations do others associate with you
What set of conversations do others associate with you? Is that who you want to be known as?
The conversations we construct represent our leadership
We are our conversations
We need to be conscious of our reputation and how that influences the way others see us during challenging times
Let’s consider how to let the conversations that are associated with us be conversations of hope, healing and community wholeness

27. Leadership is getting an important conversation into the organization that was not present before.
Sometimes we need to reframe to conversation to make sure we are in the right conversation
For example, there’s a difference between “how do we cut our budget?” and “how do we construct a viable, contributing organization based on the available resources
OSU Framing
Align mission-related priorities with available resources
Rethink organizational design in light of institutional expectations, responsibilities and commitments

28. One-on-one Discussion: What conversation would you like to get into your organization? What possibilities might that conversation enable?
Small group conversation

29. Managing Conflict

30. Breakdowns give us opportunities to repair, reconstruct and heal.
The pain some members of our community feel surfaces in a powerful way during challenging times
Controversy may reveal historic pains and social and institutional ills

31. When people are upset they communicate the best they can
When people are upset they communicate the best they can. No matter how the words come out they are a gift to receive.
We need to be able to receive the gift of venting

32. There are always requests embedded in conflict – are we capable of acknowledging and honoring the presence of the request?
People are generally asking us to show that they matter, that we care and that we are willing to use our powerful and leadership energy to act on their behalf

33. Views of the world can be reconciled – a sense of community can be fostered among individuals with different outlooks.
In polarizing situations relationships can be cultivated

34. As we lead through conflict we should take responsibility to break the cultural patterns of reputation-damaging conversations.
It is very easy to judge others when we experience stress or anxiety
Many leaders lose reputation amidst times of challenge and controversy

35. Do not enter difficult conversations unless you are committed to the people who are involved (especially those at the extremes). You must have care for the community.

36. Change the tone: Transform “do we or don’t we
Change the tone: Transform “do we or don’t we?” conversations into “how can we, while at the same time?” conversations.
We are often confronted in a form that challenges us to dichotomize issues. Seldom are the issues with we are confronted either-or situations, they tend to be much more nuanced
Do we or don’t we care about diversity? Are we committed to access or not?

37. Distinguish between responding to the incident and responding to the issue – we must do both.
Responding to a budget challenge is an incident. How to clarify values and create a path to the future with fewer organizational resources is the issue. We must be capable of distinguishing and not making the incident the issue

38. Take care of others by creating space for them to share perspectives and feelings

39. Listen from the position of leadership, not personal values – listen as a meaning maker.

40. Commit to being accessible to all conversation participants – the equivalent of being on everyone’s side.

41. Speak from the perspective of your mission and core values (elevate your mission).

42. UNLEASHING LEADERSHIP ENERGY

43. Demonstrate Generosity

44. Be Accessible – sit in the middle

45. Lead people, manage things

46. Be good company on the journey

47. Be creative, not eliminative - transform eliminative conversations into conversations of possibilities

48. Manage other’s reputation as you would manage your own

49. Reside in hope and communicate a hopeful image of the future
What desired future is worthy of your energy?

50. Embody grace - be graceful, gracious and grateful
It is easy to feel put out by the dynamics handed to us