Workplace Bullying. “Work Shouldn’t Hurt – ontheMARC.org”

Work Shouldn’t Hurt – ontheMARC.org.

The Celebrating Humanity Team Conflict resolution programs, remove workplace bullying, by placing the power for managing relationships safely and firmly in the hands of all team members – after developing the skills set necessary to do so.

Here is part of and article about bullying – which also list the many types of workplace bullying. Have you experienced bullying? Which type was/ is it?

“We’re all fed up with the reported incidents of bullying that have been dominating the headlines lately. And we have every right to be.

I just hope that we’ve reserved a portion of our dismay for the workplace bullies who may lurk in our midst wreaking havoc on folks in the next cubicle, lab or conference room, or yelling, screaming and cussing on the other end of the phone, or from another culture. And well we should because bullying is anathema to who we say we are from the duality of respectful and ethical behavior. 

Still not convinced?

Well if money is primarily what motivates you, think about this for a second: According to report after report, workplace bullying can cost a Fortune 500 company millions of dollars annually. In short, workplace bullying can take money out of your pocket.

Wait now, did some of you say, “Hey Howard, here you go blowing smoke again. Bullying doesn’t happen around here because I don’t see it. And besides, nobody’s brought it to my attention, so this is a non-issue.” Well, there are two problems with that mode of thinking. Problem one is that modern “practitioners” of workplace bullying have gotten slicker and subtler with how they operate and have fine-tuned the art of “kissing up and kicking down.” So you may not witness it. The second problem is that more often than not, many targets of workplace bullying just keep their mouths shut and grin and bear it, even more so during such tough economic times when the job market is so tight. So it can and does happen.

A universal definition of workplace bullying does not exist. But here’s the definition I’ve used over the years: Intentional workplace bullying is a pattern of unwelcome (overt and subtle) behaviors on the part of an individual whose actions are aimed at controlling the target of the behavior. The effect is psychological harm thereby hampering the target’s ability to perform his or her job.

In his seminal work, Bully in Sight; How to Predict, Resist, Challenge and Combat Workplace Bullying, the late Tim Fields says that workplace bullying is triggered when “one person, typically (but not necessarily) in a position of power, authority, responsibility, management, etc. feels threatened by another person, usually (but not always) a subordinate who has the qualities of ability, popularity, knowledge, skill, success, etc.”

The image of the “schoolyard bully” who engages in verbal threats and physical intimidation is the one that’s naturally conjured up when people think about bullying, an image that’s been hyped in the news media. There are, however, many more subtle and insidious ways to bully others. The worst bullies are those passive-aggressive individuals, usually colleagues, who find subtle ways to bend others to their will. Workplace bullying raises its head in a variety of ways, among them, according to Tim Fields:

  •     Pressure bullying or unwitting bullying is where the stress of the moment causes behavior to deteriorate; the person becomes short-tempered, irritable and may shout or swear at others. Many do this from time to time, but when the pressure is removed, the behavior returns to normal, the person recognizes the inappropriateness of their behavior and makes amends.
  •     Institutional bullying arises when bullying becomes entrenched and accepted as part of the culture. The threat of “agree to this or else,” and increasing workloads as “pay back” are typical manifestations of this form of bullying.
  •     Economic bullying is an offshoot of institutional bullying characterized by “you better be glad you have a job during these tough economic times.”
  •     Client bullying is where employees are bullied by those they serve, e.g. staff are bullied by customers. Often the client is claiming their perceived right (e.g. to better service) in an abusive, derogatory manner.
  •     Serial bullying is where the source of all dysfunction can be traced to one individual, who picks on one employee after another.
  •    
  • Secondary bullying is mostly unwitting bullying, which people start exhibiting when there’s a serial bully in the department. The pressure of dealing with a divisive serial bully causes everyone’s productivity to decline.
  •     Gang bullying is a serial bully with colleagues. Gangs can occur anywhere but flourish in corporate climates. If the bully is an extrovert, he or she is likely to be leading from the front; they may also be a shouter and a screamer, and thus easily identifiable. If the bully is an introvert, that person will be in the background initiating the mayhem but probably not taking an active part. Introvert bullies are the most dangerous types.
  •     Vicarious bullying is where two parties are encouraged to engage in adversarial conflict. One party becomes the bully’s instrument of harassment and is deceived and manipulated into bullying the other party. An example of vicarious bullying is where the serial bully creates conflict between employer and employee, participating occasionally to stoke the conflict, but rarely taking an active part in the conflict himself.
  •     Regulation bullying is where a serial bully forces their target to comply with rules, regulations or procedures regardless of their appropriateness, applicability or necessity.
  •     Cyber bullying is the misuse of e-mail systems or the Internet for sending aggressive messages.”

http://onthemarc.org/blogs/22/184#.UYNLF8qtZmM

How to team build in a racially-culturally-and-personality-conflicted team – HR Pulse

Published on 15 Jan 2013 in HR PulseFor more articles relevant to the HR Community

Brian V Moore

In 2002, we were called in to Eskom by Bruce Moody, a high-level HR officer at Eskom. He said: “We have some heavy cultural clashes in a technical service centre in the Northern Province [now Limpopo].

Do you think that you can you do something to change the situation?”

“I am sure we can.” I responded. “What are the challenges?”

Bruce pondered for a while and said: “There are some heavy racial attitudes from all sides. In fact, I don’t really know why I am asking you! What are you, a white man and your Indian wife, going to do to make a difference? This is a bunch of tough hardliners. They have a long history of conflict and nothing that we have done has worked.

“Let’s get this clear: These are heavy workplace disputes!” said Bruce. “There is continuous backstabbing and gossiping. They complain that everything is wrong and nobody is to blame! They are totally unmotivated and their productivity is very low, which is resulting in poor customer service.”

Arthie, my wife and business partner, asked: “What do you think is causing this?”

Bruce gave Arthie a knowing look: “Well obviously there is very low morale among them because of the constant bickering. There is racism, prejudice, laziness, no ownership, no accountability and poor communication – and I mean REALLY poor!” He took a deep breath, shook his head, and continued: “This is a hugely conservative area where old attitudes die very hard. It could be the worst case that you could ever take on.”

I felt confident we could take on the challenge

We were almost overpowered by his statements, but I had no doubts. If I could work in areas, as a peacemaker, where bullets were flying, we could duck a few words.

“We can do this. When do you want us to start?” We were given two weeks to prepare.

We hit the ground running

We had to find ways to build relationships swiftly with groups of people who we had never before encountered in an area of the country where we had NO experience. We spent the time studying the history of the area, and the cultures and languages of the people in the team.

Arthie and I then put together the Celebrating Humanity Team Conflict Resolution programme for diverse teams. This fun, exciting, inclusive and enjoyable programme included celebrating diversity, diversity management, team building and a sustainable long-term team-managed code of conduct.

And so we set off to the town where the centre was located

As we drew closer to the centre, we passed a huge flock of vultures feeding on the carcass of a wild animal. I silently prayed that it was not an ominous sign!

When we arrived, Jan – the depot supervisor – greeted us. He then took us aside and pleaded: “You must just motivate them. They need it.” I looked at his stressed face and saw a man in pain. He was ready to explode. Another senior member of the team said: “If you guys mention racism, just once, we WILL walk out.”

We had to change the mood from the outset. We spent that night in the training room transforming the venue into one of celebration: Balloons, happy colours, hand-drawn posters and a very unique seating arrangement…

The next morning we found separated groups sitting together. They were grouped by colour, language and level. All in their own comfort zones. All spiritually, emotionally and physically apart. Some were obviously angry and others totally disinterested.

Then we began to help them to celebrate their humanity

Three days and 21 working hours later, the same people were sitting side by side at a family barbecue. Children played with children. Wives chatted to each other while the men cooked meat, spoke about cars, sport and laughed as they shared jokes.

They had experienced each other in a fun environment, shared wisdom, seen value in each other, worked as teams, cleared all of their past interpersonal baggage, committed to a code of positive behaviours and removing their negative actions from their lives.

15 months after the first intervention, Jan sent this feedback

“I had a group of 30 people from diverse cultures. They could not get on with each other:

There was continuous friction between the different race groups, and between people from the same race and cultural group. The people were negative and not satisfied with anything.

Complaints were the order of the day. This also placed our depot in a bad light with management.

We decided on Brian and Arthie’s training. The people were very negative about the programme initially.

As the course progressed, peoples’ attitudes changed from negative to positive.

Communication, respect and ownership improved from all sides by 100%. The respect between different race groups has been restored.

Some of the people who were negative have changed so much that they have been promoted to higher positions with greater responsibility.

The foundation of the entire course was so successful that the group is now going ahead with a leadership course.”

Now that was the change that we had been looking for!

via How to team build in a racially-culturally-and-personality-conflicted team – HR Pulse.

Respect in the Workplace – by Arthie Moore

Another great article, from ARthie Moore

Respect! Period!

So it is now 6 years down the line and we have already impacted the lives of  over 6000 people from various companies. From Board Members, Directors, CEO’s, Heads of Department, right down to the humble Cleaners and drivers in various organisations. We have worked with people in the Mining industry, Banking, Government, Parastatals, Conglomerates, Small businesses, Churches, Schools and Corporate Companies.

The one thing that is always relevant, valued and needed is very simple – Respect.

Respect for one’s culture, religion, knowledge, experience, life’s experience, wisdom, upbringing, ancestry and individuality.

The one underlying cause of lack of respect within the workplace seems to always stem from thee most simplest challenge. The lack of communication and understanding that each person is different and wishes to be respected in their own way.

Lets take the following for example – very seldom do we take into account the various underlying human issues that affect people such as Personality Types and Learning Styles. We are all aware that culturally and religiously, we are all different. That is a given…. More

Respect in the Workplace: Respect! Period!.

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Diversity is a good thing – not something to be feared!

A story on the power that leaders, team members and their organisations gain, when they understand the true value of diversity in teams.

And we are ALL leaders!

Arthie and I had just kicked off the Celebrating Humanity programme, in 2001 – which covered Diversity training, Team conflict resolution and Transformational team building. We had been struggling with our basic team building aspects of diversity training. We simply had to move away from the chalk-and-talk, death-by-powerpoint methods of training.

A decision was taken to run our training, as a celebration of who we and our delegates were, and focused into team competitions – as a way to change the spirit of the people and the training environment.

But we were still struggling with the make-up of the teams. So many of our delegates, in the early days, were literally forced into the room. A great number were former combatants or had been isolated by propaganda – each one choosing to be “with their own people.” This limited the interaction and caused inter-team conflict.

As we worked at developing the team building methodologies – we had many realisations. A huge principal grew for us:- “In order to be true leaders, we have to accept that other people add to us.”

And we needed to ensure that our delegates experienced the fact that their unique skills, knowledge and wisdom must be shared and nurtured in order for them to be integral parts of of powerful and professional teams. In Zulu it is said “Inkosi yinkosi ngabantu” – a leader is only a leader by virtue of her/ or his people – the meaning was becoming clearer by the minute. People in their diversities make us who we are.

I have always understood that my sons and my wife bring unbelievable value and add to me. Now I knew that people who disagree with me, also add to me. People who are different, or who have different views and opinions, bring great value to me.

And perhaps they add to me far more than those who always concur with me. And 19th Century Poet Laureate, Lord Alfred Tennyson knew it, when he said, “I am a part of all that I have met.”

As our thoughts expanded, we realized that we also add to other people. That we too have value.

If only I had learned this as a child, as a teenager, or even 10 years ago. It would have stopped my “rightness” and my need to defend my opinions. I would no longer have had to “win arguments.” And as a consequence lose my friends and break relationships.

It was so simple. All people in their varied histories, religions, education, cultures, skills, experiences, pains and joys make us more human. And can, if we are open to their uniqueness, help us to build our lives, families, teams and organisations.

So diversity is a good thing. Not something to be feared but something to be sought out. Not something to be judged but something to learn from. Not something to be contradicted but something to be built upon!

We then realized that the more inclusive and diverse our teams are, the more we win! And, conversely, the more we follow the old proverb of “birds of a feather flock together”, the more we separate and stagnate. And the more we confirm our stereotypes and prejudices.

The birth of Celebrating Humanity Diversity Training Methodologies-

During our Celebrating Humanity©, our international transformational team-building and diversity sensitivity training programme, we needed to find a way to get people into diverse teams, without marginalising them.

Obviously to send people to their teams, as we perceived their skills, talents, genders and cultures to be, was manipulative. When people come to the programme they are often angry, in pain and very divided. And we have been told, on numerous occasions… “Mention race, or racism, just once and we will leave the room, and never come back.”

In our first 2 sessions, we tried placing the delegates’ manuals at the various tables, and asked the delegates to sit wherever they found their manuals.

We would guess by their names and surnames, where they “should” be. It was a time-wasting exercise and one that only partly had the effect that we wanted. People still felt as if they had been pre-judged. And it was true.

Once we had defined the teams, in this way, we would then get each person to introduce another, on a human level. Many of them knew little or nothing about their fellow team members. This was a good part of the exercise and there was good benefit. But the pre-selected teams did not truly gel.

Arthie and I took a step back and looked at the opening of the programme and we realized that the delegates had to select their own teams.

We know that people normally choose the people they are most like, or with whom they are most comfortable. If this were to be the case, they would not fully experience each other as human beings. Nor would they understand the value of diversity and the value of “different” people.

We then developed the team selection principle of “who adds to me.” In order for this to work, we honed the interview questions to be more in line with the programme outcomes, the competitions and the team points system.

Before the introductions, we advised the teams that they would be selecting their teams based upon competitions and we told them of the bases of the competitions.

In South Africa, this included eating habits of various groups, proverbs, cultural knowledge, language, traditions, religion, drawing skills, dance skills and hula-hooping skills. We also advise teams to get their gender split right, as there is much wisdom to be found in all people.

Internationally, we work with the artistic/ dance, hula-hoop, talents, experiences, local knowledge and the qualifications of the teams. For example, with the Bank of Zambia, one aspect of the team competitions, drew upon individuals’ knowledge of international financial markets.

In South Africa, once conflicted groups selected teams that went across, level, position,  ability, culture, age, gender, race, language and religion. And the team knowledge was incredible – thus their opportunities to learn were equally massive!

In Zambia the selections went across level, position, gender, age and experience.

Some feedback

Senior management delegates at Lake Kariba, said:- “Very well received, a unique delivery technique.”, ” Delivery standard – World Class.”, “The course has broken interpersonal barriers.”

One of our Ethekwini Municipality (Durban and surrounds) delegates had this to say… “Change goes deeper than a cross on an election ballot, or learning a “black” language, or being able to live wherever you choose, or even affirmative action… From President to petty thief, and city manager to general worker, we are all unique and yet all the same. We are all humankind – the South African way.”

Another delegate closes off his feedback, on his personal transformation, with… “We have a country rich in people who are unique in their variety. Our uniqueness is special. If we open our hearts to it we will all grow and become more special. Let us all embrace the uniqueness and utilize it to shine brighter for us all.”

Our change in Celebrating Humanity© team selection methodologies had multiple effects. Here are four…

Firstly, delegates now listen very carefully to the introductions. They begin to know each other better, from the earliest possible moment. A delegate from SA Container Depots… “Now I know my team members. For past 10 years I have walked right past them without greeting. Now I have friends who I know. I will greet them all in the future.”

Secondly, they chose their own team members, in a totally new and aware way. Because they add to each other, they almost always get the diversity right. When they do not, it shows up in their team’s lack of points. Delegate Luanne Schmidt, says.. “The experience has left me with a sense of joy that if each one of us in our wonderful “Rainbow nation” takes the time to really get to know and understand the traditions and cultures that make this such an exciting country to live in, we truly will become a nation to be envied.”

Thirdly, they began to experience the power of sharing wisdom and working together in diverse teams. This is extending outside of the training room. Another Ethekwini delegate had this to say… “I have accommodated all these people and other cultures in my heart, in a similar way. All of them are so important in my life. There is a lot that I can learn from them about my personality, their personalities as well as my country.”

And point number four, they begin to understand their own multi-faceted value and their marvellous uniquenesses! A once fearful, and now newly-trained, Celebrating Humanity facilitator in the Ethekwini Municipality Diversity Training programme… “Truly we are catalysts of change. We have the power, the ability, the training, the desire and the courage!”

They had taken the first step towards realizing that diversity and uniqueness in team members creates greater opportunities for learning, growth and success.

They also took the first steps towards becoming the leaders of tomorrow. Leading with each other, for each other – together.

And through them, we begin to lead and leave our legacy for the future!

Brian V Moore© 13/4/2005
“At the level of respect all people are equal”

There are many such simple yet innovating aspects to the numerous Celebrating Humanity© programmes. “The Celebrating Humanity© programme is not simply a “programme”, it is not just a “course”. It is a “cause.” – Celebrating Humanity Facilitator – Ethekwini Municipality.

And now something valuable at no cost to you!

Articles and Stories, PLUS information on the Celebrating Humanity© programmes, can be found on:- http://www.africa-dreams.com/

“Never doubt that a small, group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead.

Brian V Moore Website

Diversity Training in South Africa

Africa Dreams Website – Celebrating Humanity International

Celebrating Humanity Projects

Team Building in South Africa

Celebrating Humanity Blog

Celebrating Humanity on Facebook

Contact

Mobile: +27 (0)79 643 4457

Fax: +27 866 746 310

New Brian V Moore website

Team Building in South Africa, Team Conflict Resolution and Diversity Management Consultant and EFT Therapist,  –  Brian V Moore is often described as a Breyani Mix as he is of Irish, English, Welsh and Scottish ancestry, was born in Northern Rhodesia (Zambia), of South African parents, was raised in Port Shepstone, became a member of a Zulu tribe and married into a South African Indian family.

He has been the catalyst for Celebrating Humanity International – formerly Mthimkhulu International – and focuses on building respect, accountability and unity within diverse teams, removing conflict within teams, diversity management training and transformational team building.

He and Arthie have created the Dream Dynasty programme – to put the dream back into education and the Legacies Africa campaign.

Together they have created the Team Building in South Africa and the Diversity Training in South Africawebsites.

He now has a new website. Connect here with Brian V Moore.

Request a Team Building, Diversity Training
or Team Conflict Resolution proposal –
on http://www.celebrating-humanity-projects.com
or email: brian@africa-dreams.com
or call +27 79 643 4457

New site – Diversity Training in South Africa.com

Diversity Training in South Africa – a member of the Celebrating Humanity International stable has a brand new website. So too, does the founding director, author and diversity speaker – Brian V Moore. Learn more about  fellow director, writer and powerful catalyst of change – Arthie Moore.

Make contact or speak to Brian V Moore

Spirit of African Leadership.
Traditional and Western Leadership has a legacy of “I tell – you do.” Although there is a growth in the concept of participative leadership this is not enough.

The young man and lady slouched back in their chairs during a recent 1 day Celebrating Humanity diversity training session.

She spoke up, “This is brilliant. But where are the managers and directors?”.
“Yes.” the young man agreed, “They always send us on courses, yet it is they who need the most change. They just decide that we must be trained. And they don’t know what it is about, nor do they follow the “new” way.”

Simply put team members are no longer pawns. They can be fully participating members of any organisation as long as:

• there is full ownership for their personal behaviours and actions, from all members of the organisation – from board level to the general workforce.
• all team members are valued, feel valuable and value the uniqueness and difference in others.
• all are part of a team where everyone operates within a peer-selected, peer-managed set of positive and values and behaviours and actively exclude non-acceptable behaviours from their interactions.
• a peer-controlled inter-personal values-based structure is constituted and managed on a regular basis.
• A separate set of organisational values/ principles has been developed and accepted by all role players to ensure that issues such as client relationships, theft, corruption, fraud, professionalism are all adequately covered by company regulations.
It is critical that no-one is above the rules of inter-personal respect and organisational values.
Leaders lead and work with people. Leaders are accountable to self, team and company.
Traditional managers manage resources. They are only accountable to their seniors.

Brian V Moore
www.brianvmoore.com

Video – Fun ways to resolve team conflict

Another team conflict resolution program by Celebrating Humanity

Request a Team Building, Diversity Training
or Team Conflict Resolution proposal -
on http://www.celebrating-humanity-projects.com
or email: brian@africa-dreams.com
or call +27 79 643 4457

Team Conflict Resolution Options

The well-known Celebrating Humanity Team Conflict Resolution program has been designed to accommodate teams that are pressed for time and large organisations.
The Harvest program, with an initial 2.5 to 3 days session,  gives participants extra time to develop leadership, solutions to challenges and advanced communications skills.
The Mini Harvest program, with an initial 1.5 to 2 day session, is tightly adjusted to build the team in as short a time possible.
Both programs have the Values Circle Process to clear the past, get commitment and a peer-developed code of conduct – to guide the team into the future.
The follow-up processes and programs ensure long lasting and powerfully inclusive change.
Check out our website for more information. Or email Brian V Moore.
Request a Team Building, Diversity Training
or Team Conflict Resolution proposal
on http://www.celebrating-humanity-projects.com
or email: brian@africa-dreams.com
or call +27 79 643 4457

Celebrating Humanity – Team Conflict Resolution©

Celebrating Humanity – Team Conflict Resolution©
24 May 2011 – Brian V Moore

Celebrating Humanity International has over 20 years experience in diversity training, team building and team conflict resolution.

“Put people together in a way that will have them bouncing ideas off each other, befriending each other, and taking care of each other, and suddenly they are coming to you, not with gripes and problems, but with solutions and great ideas.”
- Richard Branson, in his book, Business Stripped Bare

The focus of this enjoyable, inclusive, participative, non-threatening and effective team unity building© programme is to develop professionalism, trust, motivation, understanding, communication, relationships, unity, accountability and respect within your client’s team.

From challenges – to unified and professional teams

The programme is a combination of diversity management, team building, leadership development, relationship building, communication skills development – ending with a solid long-term team agreement which guides the team to work together into the future. After the intervention all team members start afresh – with a clean slate – clear of all past challenges.

This is not a talk, a negotiation – or a traditional team building – this fun and exciting programme is an interactive, transformational and sustainable experience with wonderful lessons learnt and skills developed!

The Celebrating Humanity Mini Harvest© programme has 3 separate stages, with support and follow-up, to ensure long term success.
Team Conflict Resolution Process


Stage 1 – Initial 2 day programme.

EYE Opener Day 1

Designed to Celebrate the Humanity within your team and develop skills in an Exhilarating Learning© environment and thereby:
Create an environment of respect in the team.
Develop an understanding of communication styles and personalities and how to communicate with respect and effectiveness.
Develop an understanding of team members.
Develop interpersonal communication and respect
Create an environment of communication, solution-finding and praise.
Develop understanding of attitudes and their effect on relationships
Bring the team closer together as colleagues.

Values Circle – Day 2
 
Develops understanding of how the team should and should not behave and puts the team in charge of its own actions and behaviours.
1.The team creates and commits to a formalised peer-managed Code of Conduct, thereafter all team members clear past interpersonal challenges and commit to the team, and to manage their own actions.
The code of conduct ensures that all team members are committed to work together in a respectful way and commits the team to very brief monthly meetings to:
a.Praise and Honour those who deserve it.
b.Develop understanding
c.Give guidance to values breakers
d.Offer support to those with challenges and send those who will not be guided by the team and who break the agreed rules, for the normal company discipline processes.

Monthly meetings and follow-up +- 1 month after the initial programme.

Sets up the team to maintain the programme, through 1 hour 6 weekly meetings. The first meeting, 2 – 4 hours, is facilitated by a CHI lead facilitator, on site.

The team will receive:-
1.A fully explanatory copy of the Code of Conduct.
2.A copy of their signed commitment to the team.
3.An agenda for the management of the ongoing monthly meetings.
4.Photographs on CD or DVD.
5.Free access to telephonic or e-mail support.

Exhilarating Learning Methodologies


Exhilarating Learning© is non-threatening, effective, fun, lasting and unifying.
Exhilarating Learning© activates all of the human learning senses through group & team-focussed processes and exercises.
Learning is ensured through Inclusivity and the use of Intellectual, Visual, Audio & Kinesthetic sensors.
Inclusivity and Teamwork is ensured through Team reliance on each individuals’ Unique Talents, Skills and  Knowledge.
Knowledge and Understanding is developed though the Inclusivity processes.
Teamwork is developed through Group Achievement and the need for Total Participation of all delegates.
Mutual Respect is ensured through the Competition Points System.
Communication Awareness and Skills are developed practically.
Open Minds and Total Participation are ensured through the unique environment and processes.
Long-term Understanding is developed through introspection and the questioning environment.
Tools include the use of various languages, story-telling, music, video & competition.

Testimonials

“On behalf of Team US, from the U.S. Consulate General in Durban, I write to extend our appreciation for and unparalleled experience in cultural sensitisation and team-building!
The 2 day session made our diverse team stronger and more supportive of one another.  This (team building) was by far the most meaningful and effective in fostering good communication, mutual respect and a strong spirit of co operation amongst our multi-cultural staff. “
Jill Derderian – United States Consul General – Durban

“There were times when attitudes were so hard and fast that I thought it would be an impossible task to create teams within groups of people that we were working with but Brian and Arthie with incredible insight and genuine humanity were able to find the chink in the armour and break down barriers that had been built and protected for decades.
From those tenuous and fragile beginnings, many teams soared to great heights achieving outstanding results. I am forever indebted to their excellent work.”
- Sue Hall & Associates

 
Celebrating Humanity International
Diversity Management, Team Building and Team Conflict Resolution Specialists

079 643 4457/ 072 439 4220/ brian@africa-dreams.com

http://www.africa-dreams.com
http://www.celebrating-humanity-projects.com
http://transformdiverseteams.blogspot.com

Request a Team Building, Diversity Training
or Team Conflict Resolution proposal –
on http://www.celebrating-humanity-projects.com
or email: brian@africa-dreams.com
or call +27 79 643 4457

7 Steps to Resolving Team Conflict

The 7 Steps to Resolving Team Conflict – in the Celebrating Humanity© Way

From the book “Team Conflict Resolution Strategies – Fast and Effective ways to Remove and Reduce Stress in Teams”, by Brian V Moore.



Brian and Arthie Moore, of Celebrating Humanity International, have over 15 years experience in diversity management, transformational team building and team conflict resolution. 1000s of people have benefited and transformed through the Celebrating Humanity programme©, in South Africa, Namibia, Zambia and the USA.

1.   Step 1 – Know what you want to achieve, AND know where you and your team are, before you begin. “Begin with the end in mind” – Steven Covey. It is critical to know and record, what your challenges are at the outset of this amazing journey with your team/s. The team needs a joint vision of what they can achieve through unity, teamwork and harmony.

2.   Step 2 – Follow the 8 Principles of Team Conflict Resolution through the internationally proven Celebrating Humanity© methodology. Celebrating Humanity’s unique, transformational team building and conflict resolution techniques are founded in these 8 amazingly simple and stunningly effective principles.

         1. “At the level of respect, all people are equal.” – Brian V Moore – 2001.
         2. “No man is an island” (English Proverb.) “Umuntu ngumuntu ngabantu” (Nguni Proverb)
         3. We are perfect as we are.
         4. Life rewards action. Positive and negative.  
         5. It is simply impossible for any person to manage the behaviour of other people.
         6. People will manage their own behaviour, if they set the ground rules themselves.
         7. “People know and help those who speak up – not those who remain silent.” Oshiwambo proverb – Namibia.

3.   Step 3 – Build unified Teamwork across the entire team, company/ organisation. Apply a transformational team building process that will bring harmony, understanding, emotional and social maturity, communication skills, respect, ownership and accountability to your conflicted teams.

4.   Step 4 – Set the Peer-created, Peer-accepted and Peer-managed Team Code of Conduct. When your team makes these decisions, and all team members commit to follow an agreed and constituted process – you are well on your way to a conflict-free team, company/ organisation. This reduces stress on management and clients.

5.   Step 5 – Clear past interpersonal challenges – and open the way forward. Your team will no longer be dogged by its own conflicted history, the path will be clear for powerful and exciting results and successes.

6.   Step 6 – Place your team firmly in charge of their own behaviour. It is at this point that your team members commit to themselves, the company/ organization and immediately begin to operate in a new and safe working environment.

7.   Step 7 – Maintain – the new conflict-free status quo.
Properly constituted and maintained team agreements which will last for as long as you desire, and your and the team maintain the status quo.

8.   What we do NOT do.

         1. We never focus on the “problems”, or the “problem people”. If there is conflict in your team, there is far more going on than you will ever realise. And any direct focus on the particular individuals will empower them and ruin the process.
         2. We do not have mediation sessions with the “problem people” to clear the problems. This will isolate all of your team members, and the challenges will emerge again, in another form altogether.
         3. We do not judge, or work out of our own judgments.
         4. We do not send the “problem people” off for emotional, or diversity training, and ignore the rest of the team.
 

“Never doubt that a small, group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead.

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