1. Supervisory Skill Builders Handling Problems and Conflicts

2. Where Problems come from? 1- Working Conditions. 1- Working Conditions. 2- People. 2- People. 3- The Organization. 3- The Organization.

3. When you use a Team to Problem Solving, YOU: Get advice from and use all the Skills of many People. Get advice from and use all the Skills of many People. Promote Initiative among Employees. Promote Initiative among Employees. Contribute to the Success of your Property. Contribute to the Success of your Property.

4. Think Carefully about: 1- Are your Employees Interested? 1- Are your Employees Interested? Is it practical for all Employees to be Members? Can you Choose without Upsetting Others? Is it practical for all Employees to be Members? Can you Choose without Upsetting Others? Can you take the Time for a Group Solving Team? Can you take the Time for a Group Solving Team? Do they have the Skills and Knowledge needed to Solve the Problem? Do they have the Skills and Knowledge needed to Solve the Problem?

5. Six Steps to Team Problem Solving 1- Brainstorm to Define Problems. 1- Brainstorm to Define Problems. 2- Prioritize Problems and Select a Problem to Solve. 2- Prioritize Problems and Select a Problem to Solve. 3- Develop Possible Solutions. 3- Develop Possible Solutions. 4- Obtain Feedback about the Solutions. 4- Obtain Feedback about the Solutions. 5- Implement the Best Solution. 5- Implement the Best Solution. 6- Evaluate the Results of the Solution. 6- Evaluate the Results of the Solution.

6. Ground Rules for Brainstorming Set the Time Limit on the Brainstorming Session. Set the Time Limit on the Brainstorming Session. Don’t let Employees get Sidetracked. Don’t let Employees get Sidetracked. Be sure that Employees Speak Freely. Be sure that Employees Speak Freely. Make sure All Employees Contribute. Make sure All Employees Contribute. Let Your Employees Do the Talking. Let Your Employees Do the Talking.

7. Develop Possible Solutions Get Input from Everybody; Clarify the Problem if necessary. Get Input from Everybody; Clarify the Problem if necessary. Examine the Problem’s Effects on Employees. Examine the Problem’s Effects on Employees. State the Specific Results you want to get from a Solution to the Problem. State the Specific Results you want to get from a Solution to the Problem. Brainstorm Possible Solutions to the Problem. Brainstorm Possible Solutions to the Problem.

8. When you obtain Feedback note: How do the Employees feel about the Solution? How do the Employees feel about the Solution? Is the Solution Economically Feasible? Is the Solution Economically Feasible? Can we Try Out the Solution before Implementing it? Can we Try Out the Solution before Implementing it? Does the Solution really Address the Problem? Does the Solution really Address the Problem? Does the Solution generate New or Additional Problems? Does the Solution generate New or Additional Problems?

9. Tips for Solving a Problem with TEAM: Prepare Team Members to be Problem- Solvers. Prepare Team Members to be Problem- Solvers. Help Team Members Develop an open, appropriate Communication Style. Help Team Members Develop an open, appropriate Communication Style. Conduct Problem-Solving Sessions in a Comfortable place without Distractions. Conduct Problem-Solving Sessions in a Comfortable place without Distractions. Limit the Time in Session and Stay focused. Limit the Time in Session and Stay focused.

10. Conflicts Conflict Occurs if: Communication Problems. Communication Problems. Limited Resources. Limited Resources. Different Goals. Different Goals. Poor Cooperation. Poor Cooperation. Individual Differences. Individual Differences. Organizational Problems. Organizational Problems.

11. Preparing yourself to Resolve Conflict Increase the Respect others have for you. Increase the Respect others have for you. Increase your own Self-respect. Increase your own Self-respect. Grow as a Person and as a Supervisor. Grow as a Person and as a Supervisor. Increase the Efficiency and Teamwork. Increase the Efficiency and Teamwork. Exercise your Creative Thinking Abilities. Exercise your Creative Thinking Abilities.

12. Skills to Effectively Resolve a Conflict. 1- Assertiveness. 1- Assertiveness. 2- Negotiation. 2- Negotiation.

13. Assertiveness Ways to Confront Conflict Assertive Approach. Assertive Approach. Aggressive Approach. Aggressive Approach. Passive Approach. Passive Approach.

14. Passive Approach Problem !!! I didn’t notice any Problem !!! I didn’t notice any Problem !!!Meaning: Tells the Employees that Supervisor doesn’t want to get involved. Tells the Employees that Supervisor doesn’t want to get involved.

15. Aggressive Approach You two guys have a Problem, and we are going to get to the bottom of it Right Now. Meaning: They are Frighten…they may thing their Supervisor will Punish them. They are Frighten…they may thing their Supervisor will Punish them.

16. Assertive Approach Over the last few days, I noticed that something seems to be different between you two. I think it’s affecting your work. Has anything happened that you want to talk about? Meaning: Employees are encouraged to talk about the Conflict more Openly and Honestly.

17. Negotiation Art of Negotiation requires the following: Listen to Others. Understand other’s Point of View. Helping People get beyond their Emotions. Persuading others to cooperate to Solve a Problem.

18. Four Steps to Conflict Resolution Recognize and Define the Conflict. Recognize and Define the Conflict. Confront those in Conflict. Confront those in Conflict. Develop a Solution. Develop a Solution. Follow-Up on the Conflict. Follow-Up on the Conflict.

19. Always Think Win – Win Always Think Win – Win

20. Confront Those in Conflict Tell Employees Privately at Separate Times that you’ve Noticed a Problem. Tell Employees Privately at Separate Times that you’ve Noticed a Problem. Be Specific when Describing the Problem. Be Specific when Describing the Problem. Immediately Separate Employees who Yell at or Threaten each other; and Set a Time to Discuss the Problem. Immediately Separate Employees who Yell at or Threaten each other; and Set a Time to Discuss the Problem. If an employee comes to you about a Problem with a co-worker, Schedule a Meeting as soon as Possible. If an employee comes to you about a Problem with a co-worker, Schedule a Meeting as soon as Possible.

21. Follow-Up on Conflict Use your Eyes and Ears to Notice if Signs of Conflict have Diminished / Reduced. Use your Eyes and Ears to Notice if Signs of Conflict have Diminished / Reduced. Check your attendance and Scheduling records and Incident Reports. Check your attendance and Scheduling records and Incident Reports. Meet again with Both Employees to see if the Solution is Working Meet again with Both Employees to see if the Solution is Working

22. Workplace Violence العنف في مكان العمل Threats Threats Frequent Behavior Problems. Frequent Behavior Problems. Personal Problems. Personal Problems.

23. Difficult People Barkers and Biters. هواة النبــاح و العض Barkers and Biters. هواة النبــاح و العض Constant Complainers. هواة التـــذمر المســـتمر Constant Complainers. هواة التـــذمر المســـتمر Silent Suffers. المعــــذبون الصـــامتون. Silent Suffers. المعــــذبون الصـــامتون. Wet Blankets. المحـــــبطون. Wet Blankets. المحـــــبطون. Know-it-Alls. العالمون بكـــــــــل شــــــــيئ. Know-it-Alls. العالمون بكـــــــــل شــــــــيئ. Poppycock Artists. البارعون في الكلام الفــارغ. Poppycock Artists. البارعون في الكلام الفــارغ. Wafflers. المتخوفــــــــــــون. Wafflers. المتخوفــــــــــــون.

24. Limit the Effect of Difficult People Think about the Job Candidates’ Abilities to work with Others before Hiring them. Think about the Job Candidates’ Abilities to work with Others before Hiring them. Ask “What-if” Questions during Interviews to see How Candidates might Handle Difficult Situations. Ask “What-if” Questions during Interviews to see How Candidates might Handle Difficult Situations.

25. Limit the Effect of Difficult People Provide adequate Orientation and Training to Minimize Frustrations that might arise. Provide adequate Orientation and Training to Minimize Frustrations that might arise. Provide Opportunities for Employees to advance. Provide Opportunities for Employees to advance.

26. Limit the Effect of Difficult People Model Appropriate Behavior yourself. Model Appropriate Behavior yourself. Set High Expectations of Cooperation for Employees. Set High Expectations of Cooperation for Employees.

27. Prevent Constant Complaints STOP! Do you Complain a lot Yourself? Do you Complain a lot Yourself?

28. Prevent Constant Complaints LOOK! Examine your Own Behavior and make sure you Don’t give Employees Reason to Complain. Examine your Own Behavior and make sure you Don’t give Employees Reason to Complain.

29. Prevent Constant Complaints LISTEN! Let Employees Express their Feelings, and Pay Attention to What they Say… Let Employees Express their Feelings, and Pay Attention to What they Say…

30. Employee Grievance Process مراحـــل تظـــلم العاملــــين Step 1- Step 1- You, meet with the Union Stewart and the Employee to Resolve the Problem, if cannot be Solved. >>>> Step 2- Step 2- Your Boss and Union’s Grievance Committee try to Reach Solution. >>>

31. Employee Grievance Process Step 3 – Step 3 – Top Managers meet with the Grievance Committee or High-Level Union Officials. >>>> Step 4 – Step 4 – Mediators are Called in. Listens to both sides, and Neither the Union nor the Management must Accept the Recommendation.

32. Thank You,

33. Leader Evaluation: Supervisory Skill Builders

34. Resources: Resource 1: Resource 1: Resource 2: Resource 2: Resource 3: Resource 3: Resource 4: Resource 4: Resource 5: Resource 5: Resource 6: Resource 6:

35. Resources: Cont. 1 Resource 7: Resource 7: Resource 8: Resource 8: Resource 9: Resource 9: Resource 10: Resource 10: Resource 11: Resource 11:

36. Resources: Cont. 2 Resource 12: Resource 12: Resource 13: Resource 13: Resource 14: Resource 14: Resource 15: Resource 15: Resource 16: Resource 16: Resource 17: Resource 17:

37. Resources: Cont. 3 Resource 18: Resource 18: Resource 19:Seminar Evaluation Resource 19:Seminar Evaluation Resource 20:Leader Evaluation Resource 20:Leader Evaluation