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Volume 1, Issue 1

May 2002 Newsletter

With the tragic events of September 11th, individuals and organizations alike are aware of the dire consequence of cultures in conflict.  Although some individuals thrive on conflict, most people shy away and avoid it, if at all possible.  In Minnesota, we have a term for this, "Minnesota nice." However, organizations like countries need to be able to understand others who have different values in order to be productive and marketable.

It's unlikely your organization is as diverse and as much at odds as the Taliban and United States but each individual brings to the table their own beliefs, values, and personal experiences that impact how we approach work and life.  These individual characteristics play out in how we get along and communicate with coworkers, bosses, and customers. The challenge for organizations is how to build a corporate environment where conflicts and differences can be discussed in a way that brings about understanding not division.  A Harvard negotiating research project identified specific communication patters that tear down trust,

creativity, and a sense of team in organizations.  Even more importantly, they have outlined ways to create a learning environment based on mutual respect and curiosity instead of blame and fault finding. These communication strategies can be learned and applied in any difficult conversation whether at work or at home. 
Do your staff meetings and performance reviews end with a sense of clear purpose and a satisfaction for time well spent? If not, Management Signature and colleagues can diagnose communication styles and interactions to see how conversations get road blocked and give specific directions on how to change so that more effective patterns can emerge. If you or your organization would like to learn more, call on us.  Our contact information is listed below. We're ready to help you!

Submitted by: Curt Levang

But it is your issue … and it should be, after all you're the manager.  Many people are unprepared to handle, deal with, manage the delicate issues that result in conflict but it is especially burdensome when the manager is unprepared or worse yet, turns a blind eye whenever the situation turns difficult. If you are that manager, call on us--sooner rather than later. We've been through hundreds of

challenging conversations and we can get you ready to face conflict with less trepidation than you usually feel. Quick tip--take time to write out what needs to be said and rehearse those statements out loud several times.  The last thing you need during a trying conversation is for your words to sound foreign to your own ear. Using this practice will help you remain calmer, on the inside and on the outside.

Quick Source

• Barb Minkel-Dusek, Management Signature, 952-997-2285
• Curt Levang, Levang & Associates, 952-541-4799
• Mary Jo Faustgen, Midwest Center, 651-647-1900 ext. 12
  

LEADERMENT

Intersecting leadership qualities with management tasks.

"Leadership should be understood as a demonstration of your values in pursuit of something you believe in."

William Sternbergh

Management Signature

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