Printwear

November '14

For the Business of Apparel Decorating

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2 2 | Printwear N ov e m b e r 20 1 4 ment in each pair, circle the number on the right that best describes the present situation in your workplace. For the second statement in italics, circle the number that best reflects what you believe should be the case. After you answer each pair, write the difference between your two responses in the "Difference" box. Do not write a plus or minus number—just the difference. If there is no difference, enter zero. Interpret your score Now, add the total of the five "Differ- ence" boxes. If your total is three or less, you have minimal cause for concern about conflict management in your business. Be- fore you breathe of a sigh of relief and stop reading, recognize that new conflicts can arise at any time. If left unattended, they may blossom into full-blown, damaging crises in short order. If your total is four or five, chances are you're facing conflict in the workplace right now. Although the cause may not yet be obvious, you need to pinpoint the problem and develop a strategy to reduce it and the tension it creates. If your total is six or higher, your work- place may be a ticking time bomb. Regard- less of whether you choose to deal with the conflict or walk away from it, you may have already reached a point at which certain ba- sic human rights of your people have been violated. If you opt to handle this situation in an aggressive manner, you may win the battle but lose the war. In any case, don't be afraid to seek the counsel of a trusted men- tor or business adviser. set the tone for conflIct resolutIon Let us revisit the scenario with which we opened this discussion. There are three po- tential conflicts brewing here: the discon- tent of your production crew that feels fi- nancially underappreciated, the lack of sup- port from your production manager, and the possibility of missing a crucial deadline. The first intervention step is to take the time to jot down the circumstances as you know them. Next, select a neutral territory in which to handle the discussion, perhaps your crew's break room. Make certain the setting is comfortable yet private. See that all appropriate people are present to avoid wasting valuable time rehashing the entire discussion when they arrive. At the beginning, briefly state a list of is- sues you wish to discuss. Then, ask if there Your Personal Business Trainer | | | | The skill I demonstrate to manage conflict. 1 2 3 4 5 The skill I should have to manage conflict. 1 2 3 4 5 Difference: The frequency with which I sense conflict. 1 2 3 4 5 The frequency with which I should detect conflict. 1 2 3 4 5 Difference: Good decisions are reached, although there are differing views among employees. 1 2 3 4 5 The extent with which good decisions should be reached, although there are differing views. 1 2 3 4 5 Difference: The amount of negative conflict that exists among my workers. 1 2 3 4 5 The amount of negative conflict that should exist among my workers. 1 2 3 4 5 Difference: The extent to which my results match my expectations. 1 2 3 4 5 The extent to which my results should match my expectations. 1 2 3 4 5 Difference: none (Not at all) SometimeS (Moderate aMouNt) Very often (large aMouNt)

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