conflict and time amcham hany

8/8/2019 Conflict and Time Amcham HANY

http://slidepdf.com/reader/full/conflict-and-time-amcham-hany 1/71

Time, Stress and ConflictManagement



STRESS

STRESS - WHAT IS IT?

When used in physics, stress is defined as theexternal pressure applied to an object

Popular definitions include:

the result of a person being

pushed beyond the limit of theirnatural ability



Is All Stress Bad?

Moderate levels of stress may actually

improve performance and efficiency

Too little stress may result in boredom

Too much stress may cause anunproductive anxiety level



Identifying Stressors

Situations, activities, and

relationships that causeµdisturbance¶ to one¶s physical,

emotional, or psychological

condition



Stressors

Work

Family

Relationships Legal

Finances

Health/illness

Environment Living Situation



Signs of Job Stress

Resist going to work

Tired all day

Watch the clock

Loss of concentration

Not open to change

Excessive absenteeism



How To Manage Stress

The goal is to manage our job stress

before it manages us!

God grant us the serenity to accept the

things we cannot change; the courage

to change the things we can, and the

wisdom to know the difference!



Identify your stressors

Know how you react

Learn techniques to deal with stress

Integrate stress management into your

daily life

Time management

Re-label

Problem solve



Delegate

Anticipate problems

Be assertive

Be decisive

Organize

Balance work and personal time



Job Stress Busters

Take a break!

Take a mental break!

± Use your imagination« ± Use a calming phrase

Use humor

Let go of what you can!



Learn your limits

Shoulder and share your burdens

Let your perfectionism go!

Attempt not to personalize any

criticism«.

Check out your Attitude!



STRESS MANAGEMENT

TE

CH

NIQUE

S TH AT

WO

RK!

Can control, reduce and even

eliminate anxiety & stress

symptoms!

Can learn strategies and

techniques that provide stressrelief!



BREATHING

Breathing helps to slow down or to evenstop the stress response!

Takes time to practice, learn well and usedaily.

Often, people do not learn how to breathe

correctly, and do not use it consistently«



Slowly inhale counting up to seven,

pause for a moment and slowly exhale

counting eight

Try to feel the cool air as you inhaleand the warmth of your breath as you

exhale

You may repeat this for another four breaths...

BREATHING



GOOD

PLANNING

1. Concretely identifying the problem

2. List the problem solving options

3. Select one of the options

4. Write out a plan of action



MANAGE THE

BODY

Care for your self through eating right,getting enough sleep and exercising!

Follow a routine to keep the body healthy,balanced and healthy!

AVOID sugar, nicotine, and caffeine! They

over stimulate and produce highs and lowsthat lead to distress-especially in excess



Conflict Management



Definition

Disagreements Between And Among

Individuals; As Difference Of Opinion

Or Idea, or Misunderstanding.



Sources of Conflict Sources of Conflict

Wants And Needs Differ Wants And Needs Differ

Values Differ Values Differ

Knowledge Expectations Differ Knowledge Expectations Differ

Differences In Race, Gender, society, And AgeDifferences In Race, Gender, society, And Age

Assumptions/Perceptions Assumptions/Perceptions



Sources of Conflict Sources of Conflict

Personality Clash Or disagreement Personality Clash Or disagreement

Competition For Limited Resources Competition For Limited Resources

Personal, Self, Or Group Interest Personal, Self, Or Group Interest

Tension And Stress Tension And Stress

Power And InfluencePower And Influence



N egative Impact

Mission Incomplete

Destroys Morale

Polarizes Groups

Deepens Differences In Values

Produces Irresponsible And RegrettableBehavior



Coping Strategies Coping Strategies

Ask yourself Ask yourself

How Important Is The Relationship?How Important Is The Relationship?

How Important Is The Incident?How Important Is The Incident?

How Will I Feel If I do/dont Confront?How Will I Feel If I do/dont Confront?

What is the Likely Outcome?What is the Likely Outcome?



Coping Strategies Coping Strategies

Negotiation Skills Negotiation Skills

Diagnosis Diagnosis

Ability To Determine The Nature Of The Ability To Determine The Nature Of The

Conflict Conflict

Initiation Initiation

Influencing Someone From ChangingInfluencing Someone From Changing

The Behavior The Behavior

Listen Listen

Hear the Others Point of ViewHear the Others Point of View



E lements Of TheE lements Of The

Conflict Model Conflict Model

Avoidance Avoidance Lose/LoseLose/Lose

Accommodating Accommodating Lose/Win Lose/Win

CompetingCompeting Win/LoseWin/Lose

CompromiseCompromise DrawDraw

Collaboration Collaboration Win/Win Win/Win



What Does This Mean

Managing conflict means you need to

develop several styles and decide which is

valuable at any given point of conflict



Tips for Managing Workplace

Conflict Build good relationships before conflict

occurs

Do not let small problems escalate; dealwith them as they arise

Respect differences

Listen to others¶ perspectives on theconflict situation



Acknowledge feelings before focusing on

facts Focus on solving problems, not changing

people

If you can¶t resolve the problem, turn tosomeone who can help

Remember to adapt your style to the

situation and persons involved



³If the only tool you have is a

hammer, you will treat every

situation that you encounter as anail´

Abraham Maslow



Time Management



ManageYourself

ManageYour Work

Environment

ManageYour

Relationshi

ps

Effective Time Management and Priority SettingEffective Time Management and Priority Setting



How to Manage Yourself

Set Goals

Make your goals SMART Plan your success

Evaluate priorities

Use ³To Do´ Lists Every Day

Analyze your current use of time and set goals to

improve

Manag

e

Yoursel

f



You can¶t get what you want if you

don¶t know what you¶re going for

Why Do We Need to Set Goals?

A goal has an extraordinary power over the

direction of your life and business

Accomplishing a goal is one of the moresatisfying pleasures a person can experience

Manag

e

Yoursel

f



Wheel of Time Exercise

Personal

R

elationships

Health

Religion/Spiritual

Career & Wealth

Projects

Education

Social

Manag

e

Yoursel

f



What are SMART goals?

Clear deadline by which a goal will beachieved, including milestones

Clear statement of what needs to beachieved

Clear method for obtaining evidence that it has been achieved

Do you have the time, money, man-power or

resources and is it relevant?

Do you have an action plan for your goal andhow to achieve it?

Manag

e

Yoursel

f



Example of SMART Goal

³I will learn French by taking the night

class offered Sundays from 7-10 pm at my

local high school. I will enroll and begin

next week March 29th and complete the

fall course.´

Manag

e

Yoursel

f



Now It·s Your Turn

Using the goal you selected from your Wheel of Time,

rewrite it to make it SMART

Ask yourself these questions: ± Is it specific?

± How will I know when I¶ve accomplished it?

± Is this goal related to actions (i.e. are there things I will have to

do to get it accomplished?

± Is it realistic?

± Have I specified a time frame for completion?

Manag

e

Yoursel

f



Lack of Planning

If you fail to plan,

you are planning to fail.Why is this true?

Proper Planning Prevents Poor Performance

Manag

e

Yoursel

f



Planning Steps

Brainstorm W hat needs to be done

Put activities in order ( W hen)

Identify W ho will complete each activity

Build in milestone checkpoints to monitor:

Quality (How)

Deadlines ( W hen)

Manag

e

Yoursel

f



PUT it in Writing

Only 3% of people actually write down their life goals They are the successful ones!

Just by writing it down in detailed paragraphs

increases the likelihood that itll happen by 50% Putting it into your calendar increases the probability

that itll happen by 100%

Writing goals down results in moreclear statements of intention

Writing your goals down strengthensyour commitment



Prioritize

A-B-C-D Values

A Goals: High Value

B Goals: Medium Value

C Goals: Low Value

D Goals: Delegate

As Simple As A-B-C-D!

Manag

e

Yoursel

f



To Do Lists

Done daily

Prioritized based on your goals

One combined list instead of multiple lists

Kept in plain sight

Taken with you whenever you leave

Manag

e

Yoursel

f



The To-Do Book

Write the date at the top of the page.

Make a master list of everything you have

to do.

Highlight the top three things that you want

to accomplish.

During the day, every time you complete

an item, cross it off.

Manag

e

Yoursel

f



Establish Rituals

What is a ritual?

± A ritual is something you do the same way at the

same time

Rituals help you get important things done What are some rituals you can build into your

day?

Manag

e

Yoursel

f



Name ___________________ Date ________

My Daily Goal: Deadline:1. ________________________________________ _________________2. ________________________________________ _________________3. ________________________________________ _________________4. ________________________________________ _________________5. ________________________________________ _________________

Priority: 1 - Very Urgent; 2 - Important; 3 - Routine; 4 - Trivial

Time Activity Time Used Time Wasted Priority Comment

Manag

e

Yoursel

f



Time Map Instructions

Complete the time map for your last day at work

Write date, your key goals for the day, and

your deadlines

Determine the priority for each activity

Be very specific

Use abbreviations, e.g.. phone call out: c>

phone call in: c<

Be totally honest

Manag

e

Yoursel

f



Procrastination

Putting off working on something that needs to

be done

Why do we procrastinate

± Fear of task

± Task seems overwhelming

± Don¶t like task or it¶s boring

What¶s the problem with procrastination ? ± Important tasks don¶t get completed

Manag

e

Yoursel

f



49

Dealing with Procrastination

Just start!

Spend time breaking down the activity into bite-size chunks ± the

Swiss cheese technique

Schedule completion of chunks over a period of time

Avoid "analysis paralysis´

Set a start time and a deadline, then stick to it.

Be realistic about the deadline ± don't allow yourself to be under

so much pressure that it leaves no time for corrections

Determine what motivates you and reward yourself as youcomplete portions of the task

Manag

e

Yoursel

f



Manage your work environment

Identify Time Bandits

Find Solutions for TimeBandits

Manage Meetings Effectively

Organize Your Work Space

Manage

W ork

Environmen

t



Time Bandits

The two major definitions of a time bandit

are: ± Anything that decreases your productivity and

effectiveness

± Anything that causes you to shift your focus away

from your number one priority.

Manage

W ork

Environmen

t



Interruptions :Where do they come from ?

1. Boss

1. Subordinates

2. Fellow workers

3. Clients and customers

4. Phone & emails

Manage

W ork

Environmen

t



Common Time Bandits

1. Drop-in visitors

2. The telephone

3. Badly managed meetings

4. Waiting time/travel time

5. Confused responsibility/authority

6. Lack of standards and progress reports

7. Unclear communication

8. Unskilled staff

Manage

W ork

Environmen

t



Drop-in Visitors

Close your door and leave a note saying when

you¶ll be available

Stand up when the visitor walks in

Greet the visitor explain you¶re working toward a deadline

Set a time limit for the visit Make an appointment for a more convenient time

Walk towards the door as you acknowledge

and summarize

Rearrange your office layout

Go to their office so you¶re in control of whenyou leave

Ask them to help you with your work

Manage

W ork

Environmen

t



Email Disruptions

Set two times a day to read, respond to, and send

Turn off sound alert unless you are expecting animportant email

Use an outgoing message to state when you will beavailable

Remove yourself from group lists

Scan subject lines for important messages

Do not review a message more than once - if needed,file it

Manage

W ork

Environmen

t



Telephone Disruptions

Forward to voice mail

± Screen your calls

Establish phone hours

± Set a convenient block of time each day to return all calls

Be prepared when returning calls

± Decide what action you want them to take and by when

Keep socializing to a minimum

Thank and say good-bye courteously as soon as your business isconcluded

Manage

W ork

Environmen

t



Meetings«Potential Benefits

Run properly they can be an effective means of:

Communicating to a group

Meeting people face-to-face

Improving the quality of decisions Getting to know people

Drawing from a variety of different experiences

Building teams

Manage

W ork

Environmen

t



Confused Responsibility &Lack of communication

Two people may do the same job twice

Two people think that the other person is doing the job²so it may not get done at all

Two people both think they have the authority to the joband give conflicting instructions to other people

One person has been given the task, but the other person does not know he is doing it²so cannotcooperate

Manage

W ork

Environmen

t



Confused Responsibility &Lack of communication

There was an important job to be done and Everybodywas asked to do it. Everybody was sure that Somebodywould do it. Anybody could have done it, but Nobodydid it. Somebody got mad because it was Everybodys job. Everyone thought that Anybody could do it, andNobody realized that Everybody wouldnt do it. It ended up that Everybody blamed Somebody whenactually Nobody blamed Anybody.

Manage

W ork

Environmen

t



Dealing with Paper Do You Have a Cluttered Desk ?

On average people spend 45 minutes every day

looking for lost papers or documents

µCluttered desk = cluttered mind¶

Cluttered desks aren¶t conducive to clear and

creative thinking, so

Start by clearing your desk of all unwanted items.

Manage

W ork

Environmen

t



Organizing Your Files

1) Working Files

2) Reference Files

3) Archive Files

4) Disaster Files

Manage

W ork

Environmen

t



Manage relationships

Delegate More

Learn to Say ³No´

Manage Your Stress

Manage

Relationship

s



Steps of Delegation

1. Explain why the job is important.

2. Describe what is needed in terms of results.

3. Give the person the authority they need to do the job.4. Indicate when the job needs to be completed and get

agreement.

5. Ask the person to tell you his understanding of the task,

deadlines, etc.

6. Never ask the person the question ³ do you understand?´7. Check back on progress long before deadline.

Manage

Relationship

s



A 5 J 9 2 Q 10 7 3 8 K 4 6

A 5 J 9 2 Q 10 7 3 8 K 4 6

A 5 J 9 2 Q 10 7 3 8 K 4 6

A 5 J 9 2 Q 10 7 3 8 K 4 6

k

l

j

i

Arrange the Cards

Exercise

We will time you



Delegate

1. BEFORE

± Identify the task

± Determine who has the skill, ability and time

2. MIDDLE

± Outline the task with the person, including their authority

± Be clear about the results you want

(Invest the time to write them down)

Manage

Relationship

s



Delegate

2. MIDDLE (continued)

± Write results as a SMART goal

± Allow the other person the satisfaction of contributing

his or her own ideas ± Check for understanding by asking the other person to

summarize and ask for questions

± Set procedures and checkpoints that are mutuallyagreeable

Manage

Relationship

s



Delegate

4. AFTER

± Follow-up at checkpoints

± Give positive and constructive feedback

± Make yourself available

± Accept risk²avoid perfectionism

± Limit standards to what is acceptable andexpect a learning curve

Manage

Relationship

s



Delegation Exercise

Work in groups of three to

practice delegating

Three different roles

± Delegator ± Employee

± Observer

Three rounds:

± Each person changesrole in each round

A

(Delegator)

B(Employee)

C(Observer)

Round 1C

(Delegator)

A(Employee)

B(Observer)

Round 2

B(Delegator)

C(Employee)

A(Observer)

Round 3

Manage

Relationship

s



Learn to Say No

One way to make sure that your schedules are kept on

time is the ability to say no to new and untimely

commitments.

May I say no«««.

When do I say no«««

How do I say no««..

Manage

Relationship

s



Tone of Voice Matters

How you say ³no´ is very important:

Manage

Relationship

s

Aggressive: You will damage the relationship

Passive: They won¶t take you seriously

Assertive: They¶ll take you seriously and

you won¶t damage the relationship



What should I ask myself at

the top of ever y hour ?

What is t he best use of my time

rig ht now?

conflict and time amcham hany

Documents