December 12th, 2008 by Robin Green
According to ERIC Digest’s Morton Inger, conflict resolution is becoming a major learning system across the U.S. Conflict is especially widespread in urban schools, due to their size, limited resources, and very diverse student body. To deal with the institutional problems caused by school conflict, and to help students and staff handle conflict in a more productive way, more conflict resolution programs are being implemented. Educators like Teachers College’s Morton Deutsch have laid the theoretical groundwork for many conflict resolution learning systems, arguing that schools shouldn’t try to eliminate or prevent conflict. Conflict, after all, is not only inevitable but a healthy part of life.
The key to effective conflict resolution learning systems is to encourage and promote lively, effective controversy. Conflict prevents stagnation, as well as the potential for anger to be withheld and ultimately explode. It stimulates interest and curiosity, allows problems to be addressed, and is the catalyst for personal and social change.
December 11th, 2008 by Robin Green
During my brief spell with the conflict resolution learning system, I experienced very little success. When conflicts were actually found, the kids didn’t always want to talk to me. And when they did, it was usually only to make fun of my lowly 4th grade status or “Conflict Manager” badge.
In the end, I took a more casual approach, shifting my post to the swing set. The blurred, swinging frames of playground movement let me imagine everyone smiling, playing nicely, and helping each other up off the ground after an accidental shove.
Unlike my 9-year-old self, a good team manager keeps a watch out for team member conflicts, and when one is spotted, doesn’t turn a blind eye. Conflict can take many forms, and can happen between a staff member and the manager, between two or more team members, or between departments, sections or managers. But not all conflicts have to be destructive. When handled well, “ideas conflicts” can serve as a constructive learning system for everyone involved.
December 11th, 2008 by Robin Green
When I was a kid, I became briefly involved in a conflict resolution learning system. I signed up to be a “Conflict Manager.” This meant I got to wear a bright orange badge, and walk around the playground at recess looking for trouble.
If I saw kids fighting, I was supposed to write down the date, their names and the nature of the conflict, and ask if there was some way we could find a solution. I’d had a half hour of conflict resolution training, a crash course learning system operated out of the school faculty room, and felt ready to put an end to unresolved playground disputes.
After a few recess duties of monitoring the playground, I realized it wasn’t as easy as one might think to spot conflicts. The half hour-long learning system meant to prepare me hadn’t quite cut it.
December 11th, 2008 by Robin Green
Organization is key with any group, and in order to avoid problems due to confusion, an LMS can be implemented to keep track of member achievements and team objectives. However, despite the most well-organized LMS training and clearly outlined goals, the best efforts of a team, and the support of an attentive manager, conflict is an inevitable aspect of teamwork.
Conflict can arise over the smallest incident, from a disagreement over LMS functions to a nuanced power struggle, and can escalate into a major confrontation. Conflicts are costly and time-consuming, and require a strong team leader to mediate between factions in order to find solutions and move forward. A team leader should always be on the lookout for conflicts in team relationships.
December 10th, 2008 by Robin Green
We’ve all heard the goal acronym SMART–Specfic, Measurable, Attainable, Results-Oriented, and Timebound. However, the “Timebound” part doesn’t always materialize, and goals sometimes need redefining. As a manager leading a team, it’s your job to routinely check up on members’ direction and progress with their assignments. Use your learning management system to track member needs and accomplishments, as well as respond to achievements and react fluidly with team progress, outlining and updating organizational goals.
Keeping track of both team and individual performance is simple on a learning management system. However, it may not always be best to publish statistics on team or member achievements. While a manager needs to understand the team’s strengths, weaknesses, and progress, this information is best kept between the members, the leader, and the learning management system.
December 10th, 2008 by Robin Green
An invaluable piece of advice for managers using an LMS to organize teams: promote an atmosphere of equality. Implement uniform operating practices which everyone will be expected to conform to, such as work hours and conflict resolution processes. Uniformity of policy and treatment emphasizes the equality of team members.
Downplay job titles of your team members and place greater emphasis on work assignments, and reward on a team basis while recognizing individual achievements. Use your company’s LMS to aid you and your team members in the laying out and executing of work assignments. Institute standard processes for executing work assignments on an LMS and in the group, so that everyone is following the same methods, and using the same tools and techniques. Creating an egalitarian work environment enhances communication as well as making possible the interchangeability of workers. Finally, an atmosphere of equality and teamwork stimulates the development of quality work products.
December 10th, 2008 by Robin Green
Tim Bryce offers some suggestions for managers using an LMS to organize teams from corporate departments or divisions. A manager, first and foremost, should lead. All teams require a leader who can communicate the goals the team is working for and provide direction, through an LMS and face-to-face.
Whether it’s a virtual team organized on an LMS or a team that works together in the same geographical space, all successful teams must be able to trust and believe in their leaders. If members are unable to do this, they’re probably not going to follow the leader’s directions or listen to his or her advice–especially in difficult or challenging times. Leaders should also remember that they have the final say. Democratic rule is effective to a certain point, and soliciting input is fine, but teams need one leader to guide them–no more and no less.
December 10th, 2008 by Robin Green
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