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Module 3 - Coggle Diagram
Module 3
Conflict
Conflict isn't necessarily a bad thing. It can divide people, but it can also bring people together. At the end of day, conflict about ideas often means that someone is passionate about a topic.
I remember there was some conflict between myself and the marketing manager. We just have very diffirent personalities. I notices she was talking to other colleagues about things I had done that she did not agree with...I heard about it and decided to call a meeting. Leaving conflict to fester is never a good thing. After our meeting, I came out with a new fresh perspective of her personality and some of her challenges she is dealing with at home and we are now really good colleagues and work collaboratively with one another. Style conflict (page 284)
Sometimes conflict pushes us to learn more about another person,
This is just an example I wanted to share to outline that conflict can be constructive if it brings people together to solve a problem.
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We actually have a strong diversity, awareness and emotional intelligence training which has been a game-changer in dealing with conflict. Openness and togetherness principles are also really helpful...because you can always tie things back to this if you need to discipline staff about conflict.
Forming: the group learns about each other and the challenges. It often involves anxiety. People are generally very polite and avoid conflict. People size each other up.
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Storming: this is where conflict happens. Power play is at it's high. People want to prove themselves and their worth. Some personalities are more domineering and like to assert themselves. So as a leader, you need to manage these people. To ensure the less assertive people don't become overwhelmed. This is a state where you might require a bit more of an assertive leadership style to ensure conflict gets resolved quickly.
Norming: people start taking responsibility and they start people trust. People start to self disclose more about their personalities and their strengths. Differences get pushed aside and collaboration starts to become prominent. This where our 5 guiding principles come into play. This is where the coaching style of leadership comes into play. You are an ambassador of the guiding principles.
Perfoming stage is when their is little conflict, power play diminishes and the group starts to become highly productive. This is generally when we started making the most tips.
Adjounring: this is when a group ends or an integral member leaves. This can often cause grief - it is kind of like a break up in a way.
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Negotiation
I used a five step process which was really helpful: (1) I prepared a script and gathered data, I made sure my claim was really strong (2) I set ground rules before the meeting as I knew it may become heated (3) I used questioning techniques to ensure I understood the head chefs case (4) I ensured we came out of the room with a win/win situation - negotiation is not a competition & everyone needs to come out satisfied (5) I summarised and was quick to write up an agreement to be signed.
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There are some great negotiation classes on LinkedIn which will help prepare you. Building your emotional intelligence is also really important so you don't get lost in your emotions.
An example was when we needed to negotiate how tips would be allocated. The kitchen team beleived they deserved to be allocated a higher percentage of tips. So we had to have a meeting to decide on the allocation rate.
The 3 Ps of negotiation - prepare, probe and propose
Wine suppliers, event managers, recruitment
Our Team Culture
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We avoid micro-managing and because we give our staff a lot of freedom, it is really important you have the ability to inspire and motivate the staff. A lot of them are millennials and they thrive with instant feedback...so it is important you provide feedback regularly. We have daily briefings which are really important to ensure people feel heard and valued.
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Deal with under performers promptly, privately
Coaching/mentoring style of leadership works really well...how do you think that sounds for you? does this raise any concerns?
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the daily breifings and encouraging quiet paricipants. Once a week we have people write their ideas and this gives them time to prepare
The night before I write a clear agenda so the meeting has a clear purpose. I plan ahead with the kitchen and the bar manager for tastings. The meetings are quite informal.
We also have weekly departmental meetings which are obviously a diffierent beast and require a stricter agenda, minutes. I think there is definitely some room for improvement here..so I think this is an area where you could contribute and make improvements. They are not working well.
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