Ralph,
It is a very good practice to hear both sides of the story. We often get ourselves into a problem when we draw quick conculsions. Along with meeting with both parties there is a talent by the mediator that will be to have a cooling off period during the conversation.
I have in the past interviewed both parties individually and attempted to find the root of the problem. Being a good listener is essential. Once you have heard both sides of the story, you can formulate an approach to resolve their differences. One person may not understand the other persons point of view. A joint discussion can then take place with you being the "mediator" and bring them both to an understanding of the others perspective.
These are some very good techniques. You have to set the ground rules that when you leave the room you will be on the same page as understanding each others views. Those things that are private must remain private.
The first thing I do when a difficult situation arises I ask the person to meet me in my office and close the door so that it is just the two of us and make them feel that they can speak freely.I don't allow for any distraction and take as much time as needed. I find that most of the time the other person will speak their mind and this opens up for a two way conversation. Also I put my phone on DND and turn down the lights for a more peacfull atmosphere. I find that peaople are easier to speak to when they are more relaxed.
You done good job of organization ofa difficult situation. Your actions will resolve most issues. Nice Job!!
Usually it starts by talking to the individuals involved in the difficult interaction one on one to see if they can solve the interaction on their own. It has worked for me in the past by giving possible course of actions for each of them to reach common ground. I find that if they resolve it on their own it empowers both of them. For me it has been effective about sixty percent of the time.
If a resolution is unsuccessful then I usually intervene by talking to both parties together and get the interaction issues on the table. As long as everyone stays calm the issues usually get resolved. I reserve the right that if someone, including myself, gets out of control in the conversation to take a break and reconvene to let cooler heads prevail. This is normally effective for any issue that could not be resolved by the parties on their own.
If the issues are still unresolved then I seek help outside of my department. Our Human Resources Department and Senior Management povide guidance and that resolves the remainder of the issues.
I have a hard time being around chronically negative people. I try to let them vent for a short amount of time and then divert them to more positive conversations.
It is always great to have no surprises. Everyone must know what is expected of them. When you can be specific it helps to communicate the accountability side of the expectation.
Yes, the annual review or perfomance review works well. We recenty had an instructor that was refusing to teach certain courses. The Dean and I reviewed her perfomance and specifically outlined the duties required to retain her position. Since then she has been a model employee.
Approaching workers with a fair and honest attitude increases the trust levels for your employees. This is also a way to reduce the stress factors when a leader can have their employees admire the integrity of their character.
When I have any interactions with an employee I observe thier mannerisms and attitiude. If I feel that the person is coming to me very defensive or upset, I remain calm, calm them down and then figure out the real issue. If the issues is with another coworker I get both of them together so they can talk about the issues. I make sure that the conversation stays productive so that both parties listen to the other person and see both sides. Doing this helps them see where the disagreement stems from and helps them figure out the best way to fix the situation.
Listening is the primary purpose for communication. When we are better listeners we can acheive better collaboration with the members of our staff. Analysis of the communication by listing will help us to better read between the lines.
Listening to the other person vent is key, and then be able to figure out what the root problem is. Then come up with a plan on the best way to approach or deal with the issue. Sometimes it's just a misunderstanding that can be fixed with better communication.
It is always good to stay as much as possible in a non partisan position. This will help you with future decisions with your people as a leader. They will assess how you come to conclusions with a clear and fair mind.
I always let things "cool down" a bit if the situation does not warrant an immediate attention. I, first, need to assess the situation and try to approach it at a different angle. I do admit that I am not perfect and I do make mistakes. I learn from my and other's mistake(s) and careful not to have it repeat. I always attack the problem or issue at hand and try to avoid attacking someone's character. I also try to steer away from the blame game. Most importantly, listening is another way for me to let the other person vents. This way, that person knows that I am listening to his/her concern, and best of all, I do not shut down the communication. After all, communication is a way to get any point across.
It is always better for relationships and productivity to solve all the problems or misunderstandings at the lowest level possible. As it escalates to higher authorities there is always a win lose outcome.
The process is that if the immediate supervisor cannot resolve the issue, then the situation is taken to the next level of management until a solution is reached. I try to address difficult situations in a timely manner. The steps to follow are to discuss the situation and make sure that company policies are followed and clarify misunderstandings. The administration team tries to be as proactive as possible so important issues do not get unresolved.
It is great you have such a proactive approach to any conflict. Those that may at a higher risk you seem to deal with immediately.
In resolving confilcts between co-workers, I often find that they come to me individually to complain about one another. When they do, I allow them to express themselves, asking guiding questions to (1) get to the root of the issue and (2) give them ample time and space to express how the conflict makes them feel. I give each helpful workplace interaction/conflict resolution tips that they can apply to the current conflict, so they can experience the resolution personally and learn from it. If, though, the conflict escalates, begins to affect performance or involves other staff members, then I address it with both parties involved and seek a resoltuion that way - as a mediator and manager. And, of course, I address any sexual harrassment and/or civil rights violations immediately and with our HR department's involvement. So far this process has proved effective and beneficial as tool for continued employee training and growth both intra- and interdepartmentally.
Sometimes people don't even know they are negative. A fun exercise for your employees is to each person where a rubberband on their wrist. when someone thinks you are negative you have to snap yourself. This draws attention to how negative you might be.
