Published on March 10, 2014
Knowing your Staff Knowing your Students Knowing your Parents Knowing the ‘Norm’/ ‘Prevailing wind’ Recognising a deviation from the ‘Norm’ Knowing when to act and react! Staying aware of your feelings
Knowing that there is a variety of conflict management styles; being aware of our own conflict management style and the conflict management styles of others allows us to manage conflict constructively
1. 2. 3. Fight it Avoid it Negotiate it
1.Spot the problem 2.Show you understand 3.Look for ‘win-win’ a. b. c. d. Explain your position Listen to the other person Talk about the differences See if you can agree 4.Check for understanding re the agreement
I feel… (state the feeling…)…when… (describe the other person’s behaviour..)….. because… (describe how the other person’s behaviour is affecting you)
Important in conflict management process Signifies assertive method of communication Enables you to communicate your views honestly Shows the other person that you respect yourself and him/herself equally Beginning a sentence with ‘you’ may imply accusation, threat or blame and may lead to argument
Doing the right thing! Doing the thing right !
Constant bombardment /bullying or harassment Perception of injustice Genuine complaint Inappropriate conduct
At the internal day-to day management level? What are the further options for resolution if negotiation fails? Identify the correct procedure for the complainant.
Capacity to listen Capacity to trade Capacity to deal with conflict Capacity to present empathically
People - empathy – informal and familiar language – people separated from problem Focus on best interests of the child – improving his expressive language skills 2 main options created Assistance in making choice using objective criteria – a parent in similar situation
10% -predispose for successplanning/environment 40%-prepare well-know the outcome you want 30%-persuade colleague-separate people and emotions from issues and problems - create options for mutual gain 20%-protect outcome –make it ‘dead’ clear -re-inforcing the message
(a) (b) (c) To provide a fair, consistent and equitable mechanism for processing complaints by Parents/Guardians or students (who have reached 18 Years) against teachers To do so in a manner that affords all concerned full rights in accordance with natural justice To outline the procedures, which should be followed by all concerned.
Opportunity given to the complainant to discuss matter with teacher concerned with a view to resolution Appointment sought to discuss matter with Principal with a view to resolving the issue If issue is not resolved in the context of the above then the parent/guardian/student should lodge the complaint in writing with the Secretary, BOM. Duly authorised representatives of BOM investigate/discuss the issue with parties concerned and convey outcome to BOM If the BOM considers that complaint warrants further investigation, it proceeds to do so accordingly
Employers have a responsibility to manage in such a way as to protect the safety, health and welfare of employees Every employee is responsible for safeguarding his/her own safety and welfare, and that of his/her colleagues who may be affected by his/her actions, or omissions, while at work As part of the Bullying Prevention Policy employers should name a ‘contact person’ who can listen and advise about complaints of bullying at work and explain the procedures in place to resolve it. A complaint alleging bullying will be dealt with in the first instance by means of an ‘informal process’ which, if not successful, will require that the ‘formal process’ is invoked.
The Health, Safety and Welfare at Work Act 2005 is quite emphatic re Employer Responsibilities as are subsequent statutory instruments ’managing and conducting work activities in such a way as to prevent, so far as is reasonably practicable, any improper conduct or behaviour likely to put the safety, health and welfare at work of the employees at risk…’
The ‘Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work’ was published by the ‘Health and Safety Authority’ on 1 May 2007. (This replaced previous Codes) A new Code of Practice in relation to Harassment and Sexual Harassment in the Workplace was published on 19 June 2012 NOTE: Management Bodies and Unions negotiate re Agreed Procedures
‘One of the true tests of leadership is the ability to recognise a problem before it becomes an emergency’ Arnold Glascow
Conflict challenges us to learn about ourselves and others, but we will not learn if we cannot control the gut reactions some people and situations set ...
Conflict. Team Building. Managing Finance. Leading the school through planing and evaluation. Leathnú - Residential 3. Saibhriú - Residential 4. Nascú ...
resolve - translation to Irish Gaelic and Irish Gaelic audio pronunciation of translations: See more in New English-Irish Dictionary from Foras na Gaeilge
Misneach resources. ... Conflict Management. Personal Effectiveness. School Culture. ... Teacher Timetable consultative Doc.Neartu.pdf.
1. problem, conflict etc 2. decide on action 3. POL make formal decision 4. divide into constituent parts 5. be separable into constituent parts 6.
View Seán Ó Cionnfhaolaidh’s professional profile on LinkedIn. LinkedIn is the world's largest business network, helping professionals like Seán Ó ...
CAIN: Issues: Politics: Speech by Bairbre de Brun, Sinn Fein MEP, at the annual Edentubber Commemoration, (9 November 2008)
DEARBHÚ UILE-CHOITEANN CEARTA AN DUINE [Preamble] De Bhrí gurb é aithint dínte dúchais agus chearta comhionanna do-shannta an uile dhuine den chine ...