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COOPERATIONPracticum in Irving ISD
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Getting Along With People
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CooperationGetting Along With People Avoid Hasty Judgments Beware of Bias or Prejudice Be Careful When Criticizing Listen Closely Admit Your Mistakes Give Credit Carry Your Share of the Load Guard Your Tongue
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CooperationGetting Along With People Keep Your Promises Be Careful of Others’ Feelings Be Cheerful Avoid Listening to Gossip Speak Kindly of Others Smile Don’t Hold a Grudge
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Developing Leadership Skills
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CooperationDeveloping Leadership Skills Leaders have special point of view Aim: get people to do things NOT TRUE: being a supervisor is easy –
anybody can give orders Ordering people about loses productivity;
bossing is not leading and causes resentment TRUE: lead, not boss Leaders get more out of people than bosses do.
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CooperationDeveloping Leadership Skills
The tone of the request in the second example would encourage Cody to join the effort to get the work done.
““Cody, I expect you to get this repair Cody, I expect you to get this repair done by 4 p.m. today, or I want to know done by 4 p.m. today, or I want to know
why.”why.”
““Cody, I’m working on the Walker site Cody, I’m working on the Walker site this afternoon, but this repair needs to this afternoon, but this repair needs to be done by 4 p.m. today. Could you try be done by 4 p.m. today. Could you try to get it done? If you need any help, let to get it done? If you need any help, let
me know, and I’ll see what I can do.”me know, and I’ll see what I can do.”
COMPARE EXAMPLES. PREFERENCE?
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CooperationDeveloping Successful Leaders Leaders do not let their feelings control them. When angry or annoyed, they do not explode. When frustrated, they do not sulk. Leaders are more democratic than dictatorial. They encourage people rather than order them
around.
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CooperationDeveloping Successful Leaders
Leaders set realistic goals that are challenging but not impossible for their employees to achieve.
Leaders build group loyalty by seeing that workers are rewarded for their good work. They do not try to take all the credit for a job well done.
Leaders continually question themselves. They do not think that everything they do is
wonderful or right.
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CooperationDeveloping Successful Leaders
They are able to accept constructive criticism and use it to improve their leadership abilities.
Leaders are competitive. The desire to excel is a motivator for them. Because leadership skills are developed—you
are not born with them—don’t forget to give your leadership skills a workout at every opportunity.
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CooperationDeveloping Successful Leaders This does not mean that you should go around
telling people what to do, but be aware of opportunities to be a leader.
For instance, when working with a group, try to get a cooperative effort from the group rather than have everyone pulling in a different direction.
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CooperationDeveloping Successful Leaders You can provide leadership by taking actions that
would help the group complete its task and by helping the group members maintain good working relationships.
Such practice will help you develop your own leadership style.
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Conflict Management
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CooperationConflict Management
Avoidance Refrain confrontation; refuse to take a stance or
by physically leaving or by “tuning out” Ineffective way to hide; do not disappear when
ignored Example: ostrich buries head in sand when
faced with unpleasant situation
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CooperationConflict Management
Avoidance Effective strategy source(s) of conflict disappear
or get better in short period of time Example: opposing parties are so angry that
feelings should not be bared at that time
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CooperationConflict ManagementAccommodating Make peace by calming down or pointing out
common interests Reacting to emotions, not to problem Cause doesn’t go away; hidden
Quieting of feelings may be useful; occasions arise for use Not resolving real issues
Direct competing individuals to accomplish goal; more important
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CooperationConflict Management
Forcing Solution comes from:
most powerful of two sides supervisor
Use authority, threats, and intimidation Call for majority rule when they know they will
win If one side in conflict has more power than other,
stronger side can simply intimidate the weaker
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CooperationConflict Management
Forcing Problems
Resolution is not guaranteed to be in best interest of both parties or company—only that it will be in best interest of stronger party
Losing party will be frustrated by results and may attempt to retaliate or sabotage the plan
Bad when winner is supervisor and loser is subordinate
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CooperationConflict Management
Forcing Highly effective method of controlling conflict,
and times exist when it has to be used Short-term resource; original conflict will
reemerge or similar ones will arise to create more problems
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CooperationConflict Management
Bargaining Solution through give and take Both sides move from original position to
somewhere in between Both sides willing to give up something of value
and to bargain in good faith; rarely a clear winner/loser
Outcome is often less than completely satisfactory to both sides
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CooperationConflict Management
Bargaining More assertive mode than either avoidance or
accommodating; not as assertive as forcing Cooperative approach to conflict Most practical and often used methods of conflict
resolution
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CooperationConflict ManagementProblem Solving Greatest potential for achieving a permanent
solution to conflict Deals squarely with issues Focuses on roots of conflict although feelings are
not ignored Not coerced into accepting an unwanted solution Solution is sought in which neither side feels it
has to give up something important to get what it wants
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CooperationConflict ManagementProblem Solving Brings parties together to examine and improve
situation with third-party help Not used because:
Time consuming Requires a great deal of energy and commitment
Must be attempting to achieve same, or similar, goals and have desire to see problem solved
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CooperationConflict ManagementProblem Solving Must believe in achieving a better solution
through collaborating than through fighting; willing to see problem from other side’s point of view
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CooperationConflict Management
Summary Not one best method of conflict resolution exists,
applicable to every conflict Understand all modes and know which would be
best to apply in a given conflict situation.
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Conflict Resolution Approach
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CooperationConflict Resolution ApproachContext of Conflict Avoidance (refraining from confrontation) works
best when … Potential damage of addressing conflict outweighs
benefits of resolution People need chance to cool down emotionally Others are in a better position to resolve conflict Problem will no doubt go away by itself There's little chance you'll get your way anyway
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CooperationConflict Resolution ApproachContext of Conflict Accommodating (trying to appease
combatants) works best when … Preserving harmony is important Conflicting personalities are major source of problems The issue itself cannot be solved Care more about other person than getting own way
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CooperationConflict Resolution ApproachContext of Conflict Forcing (getting my way) works best when …
You know you’re right You must protect yourself A rule has to be enforced Quick, decisive action is needed
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CooperationConflict Resolution ApproachContext of Conflict Bargaining (compromising) works best when …
Opposing sides do not share goals but are equal in power
Temporary settlements on complex issues are needed Problem solving won’t work
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CooperationConflict Resolution ApproachContext of Conflict Problem solving (reaching a consensus) works
best when … Both sides bring concerns that are much too important
to be compromised Hard feelings must be worked through A permanent solution is desired
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Problem Solving Techniques
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CooperationProblem Solving Techniques Problems: big and small Better to solve problem before it gets bigger and
more difficult Problems cause …
Loss of sleep Poor performance on job or in school To be cranky with friends and family Health problems Unsolved, create a crisis situation later
Hard on physical and mental health
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CooperationProblem Solving Techniques Must make decisions, often hard to do
Made everyday What clothes to wear What classes to take Where to live Which friends to be with
Some are more complex and require a solution
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CooperationProblem Solving Techniques
To some people, these questions are overwhelming; to others, the solution may be simple
One person’s problem may not be a problem to someone else
““What career should I choose?” What career should I choose?” ““What should I do with my What should I do with my
rebellious child?” rebellious child?” ““What am I going to do about What am I going to do about
moving out on my own?”moving out on my own?”
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CooperationProblem Solving Techniques Acting on feelings rather than logic and valid
information Sometimes results of solution are considered in great
length, while realities of solution are often overlooked
Narrow vision Narrow vision involves zeroing in to point where
problem solver cannot be open-minded and does not consider other events that may affect decision
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CooperationProblem Solving Techniques Following poor advice
Friends or relatives who seem to be experts may in fact give misleading advice resulting in a poor decision and unobtainable solution
Lack of direction and goals When a person has no direction, it is difficult to make
decisions and solve problems A solution that seemed good at one point may in fact
tend to be poor when circumstances change
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CooperationProblem Solving Techniques Lack of thoroughness
Facts and figures needed to solve a problem must be carefully collected and considered.
Every alternative should be thoroughly and patiently checked before a decision is made
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CooperationProblem Solving Techniques Fear
Biggest obstacles an individual has to overcome
Thinking of all bad things that could result from decision causes people to hesitate and lose confidence in self
Not looking ahead results in problem reoccurring later Consider future consequences of solution
REASONS THAT CAUSE REASONS THAT CAUSE PEOPLE TO MAKE AN PEOPLE TO MAKE AN INCORRECT DECISIONINCORRECT DECISION
REASONS THAT CAUSE REASONS THAT CAUSE PEOPLE TO MAKE AN PEOPLE TO MAKE AN INCORRECT DECISIONINCORRECT DECISION
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CooperationProblem Solving Techniques
Seeing problem as worse than it is The more person thinks about problem, larger it grows Often person talks self out of even beginning to deal
with problem
Not being able to identify problem Often problem seems so complex that problem-solver
does not know where to begin
REASONS THAT CAUSE REASONS THAT CAUSE PEOPLE TO MAKE AN PEOPLE TO MAKE AN INCORRECT DECISIONINCORRECT DECISION
REASONS THAT CAUSE REASONS THAT CAUSE PEOPLE TO MAKE AN PEOPLE TO MAKE AN INCORRECT DECISIONINCORRECT DECISION
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CooperationProblem Solving Techniques
IDEA Method for problem
solving Sure-fire method for
reaching a solution to problems
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CooperationProblem Solving Techniques Step 1: Identify your problem.
What do I need to accomplish? What should I be able to do when I finish this task? Understanding the purpose of your activity is
extremely important. As a sharp thinker once said, “If you don’t know where
you are going, how will you know when you get there?”
So, be sure to clarify your goals when setting up to begin a task.
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CooperationProblem Solving Techniques Step 2: Design your solution.
Information available to solve problem? Materials needed to solve problem? Designing means planning. A person who applies technology to tasks doesn’t
jump into the middle of the project but takes a look at the information and materials available to complete the task.
After collecting information and materials, select the most useful tools for the project and arrange in an efficient way in order to complete job.
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CooperationProblem Solving TechniquesStep 3: Examine your resources.
Ask questions, then use resources
““What do I already know about this What do I already know about this situation that will help me?”situation that will help me?”
““What information sources will be What information sources will be most helpful?”most helpful?”
““Within the information sources, Within the information sources, what information is important what information is important
because it helps solve my because it helps solve my problem?”problem?”
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CooperationProblem Solving TechniquesStep 3: Examine your resources. Instructions for installation or repair are in a
stepwise (numbered 1, 2, 3, 4, 5, etc.) Process Chronological order
Read and follow instructions in a detailed and careful manner Attention to detail viewed favorably Take note of other information sources
Table of contents shows parts of manual and helps in selecting necessary information
Troubleshooting guide to repair a problem
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CooperationProblem Solving TechniquesStep 3: Examine your resources. Everyone has lifetime of problem-solving
experience behind them Use knowledge gained from previous task that
can guide in future tasks
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CooperationProblem Solving TechniquesStep 4:Assess your solution Upon completion of any project, revisit original
goals
Arrive at intended goal
““Did I accomplish my purpose?” Did I accomplish my purpose?” ““Did the information help me Did the information help me
solve my work problem?”solve my work problem?”““How did it help?”How did it help?”
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CooperationProblem Solving TechniquesStep 4:Assess your solution Survey resources again
“Did you have what you needed to complete your task on hand?”
“Were you constantly having to stop your task to gather more materials or information?”
Experiences help in being better prepared for next challenge
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CooperationProblem Solving TechniquesStep 4: Assess your solution Suggestions for thinking more creatively and
critically Don’t sit back and wait for events to determine actions, get
involved up front Shape course of events by energetically pursuing process of
solving problem Think for self … ultimately responsible for decisions affecting life Look at all sides
Consider all arguments, even those not wanted to hear Remain open to ALL new ideas
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CooperationProblem Solving TechniquesStep 4:Assess your solution Relax and let subconscious mind work on
problem Brilliant, creative people often seem absent-
minded and idle, “lost in thought”
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Maintaining Good Relationships
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CooperationMaintaining Good Relationships Learn about people and their needs in order to
get along with them Hard to relate to people if you have no idea what
makes them tick In order to get along with others:
Everyone is unique Everyone wants to feel important People have many roles Needs affect actions
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CooperationMaintaining Good Relationships Be aware of uniqueness; treat equal
One supervisor may want to be called “Jim” and another “Mr. Baxter”
One co-worker might like to hear an occasional workplace joke but another might choose to refrain from such
Recognize, accept, and respect differences People have good reasons for actions and
preferences Respect their preferences Otherwise makes them feel unimportant
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CooperationMaintaining Good Relationships Remember that supervisors and co-workers
have other roles in life Parents, sisters, sons, husbands, softball coaches,
church members, etc. Irritable or moody? Could be a sick child or personal
life has upheaval Make allowances and understand that by supporting
them in their other roles, improve working relations with them
All humans have needs If one is thirsty, he takes a drink of water If one is lonely, she seeks out a friend
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CooperationMaintaining Good Relationships People are always trying to satisfy one need or
another maintain good human relations Slow in anger at person’s behavior
understand behavior of person Someone who brags a lot may get very annoying Person may be acting from need for approval … be
tolerant and encouraging
Good human relations skills take practice and patience … mistakes will occur
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CooperationMaintaining Good Relationships Stop to consider what other people want and
need and not just react to an immediate, surface situation
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CooperationChain of Command Learn organizational chart
Know who … immediate supervisor supervisor of supervisor other department managers, etc.
Keep supervisor informed about what’s going on with job
Do not go over supervisor’s head without permission
Keep boss “in the loop” when talking to management about making changes in the business
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Cooperation Good working relationships Follows chain of command Good at conflict management Good problem solver
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Display Leadership Skills Leaders get more out of people than bosses do! Everyone would rather be asked than told Do not let your feelings control you Be democratic not dictatorial Set realistic goals Continually question yourself Be competitive
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Conflict Management Avoidance – refrain from actions that may cause
a confrontation Accommodating – make peace by calming
people down Forcing – This should only take place by the
authority or supervisor over the situation Bargaining – Seek a solution through give and
take Use problem solving skills to create a
solution
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Problem Solving Skills. . .
The IDEA Method. . . Identify the Problem Design a solution Examine your resources Assess your solution
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How do conflicts arise? Acting on feelings rather than logic and valid
information Narrow vision – close-minded people Following poor advice Lack of direction and goals Lack of thoroughness
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How can you make an “incorrect” decision? Fear – this happens when people lose
confidence in themselves Not looking ahead will result in the problem
reoccurring later. Seeing the problem as worse than it is Not being able to identify the problem.
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Cooperation Maintain good relationships with Supervisors and
co-workers Remember that everyone is unique, Everyone wants to feel important, People have many roles, and Needs affect actions.
Always follow the chain of command when you do have to get assistance with a problem.
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Cooperation Display leadership skills Practice good conflict-management skills Demonstrate problem-solving capabilities Maintain good working relationships with
supervisors and co-workers Follow the company’s chain of command
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COOPERATION: Problem Solving
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Identifying the problem: You cannot afford to pay the $75 rent increase with your current limited income.
Determining your solutions:• You can move.• You can take on a roommate.• You can move in with your parents or other family member.• You can talk to the landlord.• You don't pay the extra money.
Examining your resources:• If you move, you have to locate other housing and spend time moving.• If you get a roommate, you will have no privacy.• You might have a hard time getting along with your parents or other family
members.• Your landlord may not care about or understand your problem.• If you don't pay the $75, you will be evicted.
POSSIBLE SOLUTIONSPOSSIBLE SOLUTIONS
POSSIBLE RESOURCESPOSSIBLE RESOURCES
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COOPERATIONPracticum in Irving ISD