MOOC Applications of Everyday Leadership – Leading Organizational Change

Leading Organizational Change

Third and last post about the MOOCApplications of Everyday Leadership‘ delivered by the University of Illinois at Urbana-Champaign, topic here is: ‘Leading Organizational Change’.

You can also find my notes about the two previous topics: Negotiation and Conflict Management.

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MOOC Applications of Everyday Leadership – Conflict Management

Conflict management

This is the second blog post about the MOOCApplications of Everyday Leadership‘ delivered by the University of Illinois at Urbana-Champaign. Topic is ‘Conflict Management’.

You can also read my notes about the first part of this MOOC: ‘Negotiation‘.

Concepts of Conflict Management

I) Intervening in a Conflict

A) Conflict management

Negotiation provides an obvious set of skills, strategies, and tactics for dealing with conflicts we are involved in.

Negotiation also provides a framework for understanding how to intervene in conflicts around us we are not involved in (third party) -But which we need to have resolved in order to do our job effectively!

Some additional skills, strategies, tactics required!

B) What is a third party?

Someone who is not a principal to the dispute (neutral/objective)

Third-parties enhance process:

  • Control emotions
  • Facilitate information sharing
  • Provide objectivity (detached) perspective
  • Facilitate creativity (another perspective)
  • In some cases can force a decision

Used to enhance outcomes

C) Goals of intervening in a conflict

Effectiveness
-How well does the outcome address the disputants’ underlying interests?
-Solving the problem

Disputant commitment
– Can the outcome be successfully implemented?
-“The quality of a decision is always limited by your ability to implement it” (agency)

Efficiency
– How quickly is the dispute settled?


II) Types of Third Parties

A) Types of Third Parties

Arbitrator
-controls outcome (decider)

Mediator
-controls process (facilitator)
-but disputants make decision!

Can a manager have the best of both?

B) Arbitration

The authority to make a decision
-At the cost of effectiveness, commitment?

Real benefit comes from the threat of taking away control of the decision from the disputants
-Gives the disputants a superordinate goal of retaining control of the decision
rather than leaving it in the hands of the arbitrator

The art of “polite threats”
– “Just how bad is your BATNA?” (Best Alternative To a Negotiated Agreement)


III) Perceived Justice

A) What matters is perceived justice (fairness)

Distributive justice (something like a win for both?)
-Relating to the outcome (balance?)

Procedural justice (even-handedness, equal opportunity?)
-Relating to the decision rule, or more generally the process of deciding
-“Voice” (day-in-court) is big here
Consistency (in applying rules) also key

Interactive justice
-Personal treatment (e.g., respect)

B) What makes disputes difficult?

Stakes (how important is this issue?)
-Larger = more competitive/defensive

Principles (positions vs. interests!)
-No room to negotiate!

Precedents
-Not just now but forever!

Symbols
-Not just what it is – also what it means

C) Enacting symbolism

Suppose a student would like to appeal a recent grade: the Professor’s willingness to change grades is symbolic (to this student) of fair treatment.

The Professor does not want to change the grade, but what will symbolize fairness to this student?

  • Provide the class with examples of past, best answers
  • Work with this students during office hours on writing skills
  • Offer for a different Professor to re-grade the exam
    • Any option which is more symbolic of fairness to the student will suffice

D) Summary points

As a manager, intervening in a conflict is about the choice between arbitrating and mediating

You should always rather mediate -Disputants know their interests best & ownership of the solution = commitment at implementation

But you need to insure closure! (efficiency) -Mediation does not…

Having a process strategy is key to mediating successfully:

  • Identify a superordinate goal to manage the tone of the conflict
  • Project fairness to be taken seriously as a neutral third party
  • The polite threat of arbitration can motivate mediation effectiveness
  • Keep the positions/interests distinction in mind

IV) Emotional Intelligence

Emotional Intelligence accounted for almost 90% of the difference between the best and the rest.

Emotional Intelligence consists of four clusters:
1. Self-Awareness
2. Self-Management
=> they compose the Personal Competencies

3. Social Awareness
4. Relationship Management
=> they compose the Social Competencies

Self-awareness: the foundation of Emotional Intelligence

  1. Understanding one’s own emotions and others
  2. Realistically assess strengths and weaknesses
  3. Humble

Self-regulation: thinking before acting

  • Manage impulses
  • Able to suspend judgement
  • Flexible and adapt to change
  • Positive outlook – see opportunities rather than problems

Social awareness: empathy

  • Understand the needs of others
  • Read non-verbal cues
  • Take another person’s perspective

Relationship management: attuning to others

  • Connect with other people
  • Balance task focus with relationship management
  • Collaborative and cooperative

Emotional Intelligence means having this mindset:

What is Emotional Intelligence

What you can do to improve your Emotional Intelligence:

  • Assess your EI competence
  • Leadership coaching
  • Mindfulness-based emotional intelligence training

The essence of Emotional Intelligence:

  • Understanding Yourself
  • Managing Yourself
  • Understanding Others
  • Managing Relationships

Technical Knowledge and functional competence are vitally important. But … Emotional Intelligence, the capacity to fully engage oneself and others to move the business forward, is the differentiating factor between great and average executives.

MOOC Applications of Everyday Leadership – Negotiation

Via the Coursera platform, the University of Illinois at Urbana-Champaign has recently delivered the MOOCApplications of Everyday Leadership‘. Through 4 blog posts, you will find notes I took when attending to this 4 weeks online course.

Here is a summary for week 1: ‘Negotiation‘.

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MOOC ‘Du manager Agile au designer leader’ – semaine 4 – Le manager designer

Quatrième (et avant-dernier) billet consacré au MOOCDu manager Agile au designer leader‘ (ou ‘From an Agile manager to a designer leader’, il est traduit en version anglaise) avec quelques notes sur ‘Le manager designer‘.

Vous pouvez trouver mes notes concernant ‘Le métier de manager’ (semaine 1) , ‘Digitaliser le management’ (semaine 2) et ‘Devenir Agile’ (semaine 3).

Continue reading MOOC ‘Du manager Agile au designer leader’ – semaine 4 – Le manager designer

MOOC ‘Du manager Agile au designer leader’ – semaine 3 – Devenir Agile

Ce troisième billet consacré au MOOCDu manager Agile au designer leader‘ (ou ‘From an Agile manager to a designer leader’, il est traduit en version anglaise) vous donne un résumé de la semaine 3 dont le sujet était : ‘Devenir Agile’.

Vous pouvez aussi (re)lire mes notes concernant ‘Le métier de manager’ (semaine 1) et ‘Digitaliser le management’ (semaine 2).

Continue reading MOOC ‘Du manager Agile au designer leader’ – semaine 3 – Devenir Agile

MOOC ‘Du manager Agile au designer leader’ – semaine 2 – Digitaliser le management

Suite des cinq billets dédiés au MOOCDu manager Agile au designer leader‘ (ou ‘From an Agile manager to a designer leader’, il est traduit en version anglaise) avec ce deuxième post consacré à la semaine 2 : ‘Digitaliser le management‘.

Vous pouvez aussi (re)lire mes notes concernant la semaine 1 ‘Le métier de manager’.
Continue reading MOOC ‘Du manager Agile au designer leader’ – semaine 2 – Digitaliser le management

MOOC ‘Du manager Agile au designer leader’ – semaine 1 – Le métier de manager

Ce billet inaugure une série de cinq billets dédiés au MOOCDu manager Agile au designer leader‘ (ou ‘From an Agile manager to a designer leader’, il est traduit en version anglaise).

Vous pouvez y lire mes notes prises grâce aux vidéos, contenus textuels et quiz diffusés tout au long des 5 semaines qu’a duré le MOOC.

Ce premier post correspond donc à la semaine 1, avec pour sujet : ‘Le métier de manager‘.

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Somes notes about Six Sigma White Belt Training

The Six Sigma symbol

 

I’ve just performed the ‘Six Sigma White Belt Training‘ offered by Six Sigma Online. It is composed by a short video ‘Introduction to Six Sigma‘ (a couple of minutes) and 4 (short) PDF files:

 

What is interesting here is that it gives an introduction to the Six Sigma methodology, without going into (annoying) detail. On the contrary, these short notices invite reader to know more, especially about tools and real use cases.

Here are some notes I took when reading this course material.

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Methods of UX Design – Overview

Have you already my post about ‘ What is UX? What are UX Research and Design? ‘? Or maybe you know what is User Experience, so you read first this overview of ‘ Methods of UX Research ‘. This third post complete notes I took during the MOOC ‘ Introduction to User Experience ‘ delivered by the edX platform. We focus there on the methods to produce a plan or a prototype of what will be the final product or outcome.

There is also a quiz with 10 questions to assess your knowledge about this topic.

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Methods of UX Research – Overview

..Method of ux research: user testing

Source: www.rosenfeldmedia.com/books/storytelling/

Further to my previous post “What is UX? What are UX Research and Design?“, here are some notes about the second part of the MOOCIntroduction to User Experience” featured by the edX platform. This post introduces some methods of UX Research, like User testing and Micro-usability test. There is also a quiz with 10 questions to assess your knowledge about this topic.

Continue reading Methods of UX Research – Overview