Dolores Davison, asccc Vice president

Slides:



Advertisements
Similar presentations
Understanding Conflict Management Styles
Advertisements

The Nature of Conflict.
JOSEPH BIELANSKI, BERKELEY CITY COLLEGE KEVIN BONTENBAL, CUESTA COLLEGE PETER WHITE, SAN DIEGO CITY COLLEGE Working Together – CSSOs and Faculty Fall ASCCC.
10+1 WAYS TO DECREASE PRESSURE BETWEEN THE ACADEMIC SENATE AND THE CURRICULUM COMMITTEES Michelle Grimes-Hillman, Chair, ASCCC Curriculum Committee, Mt.
Connections to Independence
Information Competency: an overview Prepared by: Erlinda Estrada Judie Smith Mission College Library Santa Clara, CA.
John Molson School of Business... the future. EIDMC Entrepreneurship Institute for the Development of Minority Communities.
Robert Cormia Dolores Davison Isaac Escoto WELCOME TO THE FOOTHILL ACADEMIC SENATE.
University Strategic Resource Planning Council Budget.
EMPOWERING LOCAL SENATES Kevin Bontenbal, South Representative Stephanie Dumont, Area D Representative.
Managing Your Grant Award August 23, 2012 Janet Stoeckert Director, Research Administration Sr. Administrator, Basic Sciences Keck School of Medicine 1.
Jane Patton, President, ASCCC Lisa Legohn, LA Trade Tech.
2015 ASCCC Curriculum Institute Doubletree Anaheim-Orange County July 9-11 Training Curriculum Committees: Efficiency and Standards.
Academic Senate for California Community Colleges ­– Leadership Institute 2008 Basics for Effective Senates Shaaron Vogel Wheeler North Academic Senate.
Curriculum at SCC and Role of the Senate Presented by Craig Rutan and Joyce Wagner SCC Academic Senate Fall 2013 Retreat.
CONFLICT MANAGEMENT CONFLICT MANAGEMENT Thomas, K. W., & Kilmann, R. H. (2011). Five conflict management styles at a glance. Retrieved from
The Many Roles of the Chief Instructional Officer Presented by Pam Deegan San Diego October 25, 2011.
ASCCC Cultural Competency and Advocacy Plan Update Cleavon Smith, Berkeley City College Carolyn Holcroft, Foothill College.
Avoiding a Train Wreck: Ensuring Meetings are Effective and Productive Dolores Davison, ASCCC Secretary Grant Goold, ASCCC Area A Representative 2016 ASCCC.
The Role of Students in Participatory Governance Richael Young, College of San Mateo Barbara Illowsky, De Anza College.
Academic Senate Orientation – Fall Roles and Responsibilities of Local Senates  Familiarity with the statutory context in which the senate operates.
Advanced Writing Requirement Proposal
Principles of Good Governance
Curriculum and Emotions— Solving Problems and Resolving Conflicts
John Molson School of Business the future
Explaining and Communicating Faculty Purview over Curriculum to Board Members and External Stakeholders Larry Galizio, Community College League of California.
Chapter 16 Participating in Groups and Teams.
Conflict Resolution.
Curriculum and Emotions – Solving Problems and Managing Conflict
Curriculum at SCC and Role of the Senate Presented by Craig Rutan and Joyce Wagner SCC Academic Senate Fall 2013 Retreat.
© Copyright The McGraw-Hill Companies, Inc., 2008
From Idea to Acclamation! Resolution Writing Made Easy
Managing Team Conflict Standards 8.23
CHAPTER 7 By ADELANI WAHAB MGMT 660 CSUSB
Managing Conflict “The Improvement of our campus governance structures, through the usage of effective tools for conflict resolution” (Tools for Educational.
ASCCC Curriculum Institute 2018 Conflict Resolution in Curriculum
Guided Pathways Hot Topics
Curriculum Institute, July 13, 2018, 3:45 – 5:00
Stakeholder Communication
10+1 Governance and Union Issues: Similarities and Differences
Dolores Davison, ASCCC Secretary
Basics of a Joint Health and Safety Committee
Representing All Faculty: The Role of the Senate President
10+1 Governance and Union Issues: Similarities and Differences
Strengthening Processes within Local Senates and Curriculum Committees
2018 Faculty Leadership Institute
Keeping Your Senate Engaged Under a Barrage of Initiatives
Erosion of Senate Authority Over Curriculum?
Creating a More Effective Senate by Establishing Strong Relationships
Conflict Resolution SEL Lesson 3/4/19-3/8/19.
Program Discontinuance versus Program Discontinuance
Conflict Management Styles
Conflict Resolution.
Curriculum Committee Orientation
Local Response to the SSTF Recommendations and Implementation
What are the Roles of the cio?
Techniques For Leading Group Discussions
Trustees and Curriculum streamlining
The Many Roles of the Chief Instructional Officer
Project Management Method and PMI ® PMBOK ® Roles
Chapter 12 Leadership and Followership Skills
Inquiry into Effective Practices of SLO Assessment AScCC Educational policies committee Anna Bruzzese ASCCC South Representative; ASCCC Educational Policies.
Integrating Noncredit Faculty Into Collegial Governance
Civil Discourse: Engaging with Colleagues Who May Not Like You
The Role of the Academic Senate President and Effective Leadership
Presenters Lesley Agostino, Diablo Valley College
ASCCC Curriculum Institute 2019
Consider the Source – Deciphering Fact from Fiction: Implementation Requirements vs Options for AB 705 Marty Alvarado, Executive Vice Chancellor Educational.
Raul Arambula, Dean, CCCCO Dolores Davison, ASCCC Vice President
Chapter 12 Leadership and Followership Skills
Presentation transcript:

ASCCC Curriculum Institute 2019 Conflict Resolution – Whoa, whoa, whoa, feelings… Dolores Davison, asccc Vice president Virginia Guleff, VP of Instruction, butte COLLEGE Krystinne mica, asccc executive director Bob white, curriculum chair, butte college

Breakout Description State initiatives and mandates with timelines for implementation can put your local senate and curriculum committee in a position where you are facilitating tough discussions Running an effective meeting and getting work done challenges even the most talented curriculum chair. Chairs must be able to resolve conflict within the committee, ensure that processes are effective and fair, and work with individuals that might be a challenge. This breakout explores effective practices for communication before, during, and after curriculum meetings.

How to Run an Effective Meeting Stick to the agenda, even if it means putting in time limits Provide draft minutes in advance of the meeting Utilize a consent agenda and provide written reports Monitor time, allowing to complete the scheduled agenda Be prepared to facilitate discussions you know may be controversial.

Conflict Management: Sources of Conflict? Disagreement Different styles, values, or beliefs Fear Communication styles Financial implications or concerns Sense of fairness

Conflict Management Styles: Constructive or Destructive?  Avoidance   Accommodation   Competition   Compromise   Collaboration  Accommodating The accommodating strategy essentially entails giving the opposing side what it wants. The use of accommodation often occurs when one of the parties wishes to keep the peace or perceives the issue as minor. For example, a business that requires formal dress may institute a "casual Friday" policy as a low-stakes means of keeping the peace with the rank and file. Employees who use accommodation as a primary conflict management strategy, however, may keep track and develop resentment. Avoiding The avoidance strategy seeks to put off conflict indefinitely. By delaying or ignoring the conflict, the avoider hopes the problem resolves itself without a confrontation. Those who actively avoid conflict frequently have low esteem or hold a position of low power. In some circumstances, avoiding can serve as a profitable conflict management strategy, such as after the dismissal of a popular but unproductive employee. The hiring of a more productive replacement for the position soothes much of the conflict. Collaborating Collaboration works by integrating ideas set out by multiple people. The object is to find a creative solution acceptable to everyone. Collaboration, though useful, calls for a significant time commitment not appropriate to all conflicts. For example, a business owner should work collaboratively with the manager to establish policies, but collaborative decision-making regarding office supplies wastes time better spent on other activities.. Compromising The compromising strategy typically calls for both sides of a conflict to give up elements of their position in order to establish an acceptable, if not agreeable, solution. This strategy prevails most often in conflicts where the parties hold approximately equivalent power. Business owners frequently employ compromise during contract negotiations with other businesses when each party stands to lose something valuable, such as a customer or necessary service. Competing Competition operates as a zero-sum game, in which one side wins and other loses. Highly assertive personalities often fall back on competition as a conflict management strategy. The competitive strategy works best in a limited number of conflicts, such as emergency situations. In general, business owners benefit from holding the competitive strategy in reserve for crisis situations and decisions that generate ill-will, such as pay cuts or layoffs.

Barriers to Collaboration What type of barriers have you experienced related to collaboration? How have you overcome them? The need to create safe environments for dialog.

Conflict Considerations What is at issue?  What are the interests? Who should be consulted?  What policies, procedures, or processes may affect resolution or management?   What is the conflict culture?

Good Practices to Avert, Manage, or Resolve Conflict Be informed: get as much information as possible before discussing.   Provide context for discussion.  Define terms and conditions.  Share college policy or state regulations that apply to the situation.  Make sure everyone has the opportunity to participate.  Robert’s Rules of Order can help to keep the discussion professional. 

Good Practices to Avert, Manage, or Resolve Conflict Take nothing personally.  Guide all participants to do the same.  Fall on your sword, if necessary, in very limited situations Resist the urge to pursue or claim personal victories over others.  Keep the interests of the students and the college overall in the forefront of your mind.  Find agreement where you can.  Take breaks.  Practice praise publicly and criticism privately.

Scenario #1 Your CIO is pressuring you to create a fully online degree; however, your science faculty have reservations about putting labs online.  What do you do?

Scenario #2 Your Curriculum Committee has purview over setting class caps.  You have noticed that caps are gradually lowering in recently approved curriculum.  What do you do?

Scenario #3 A community member proposes a class titled “Peace Warriors” to one of your deans.  Your dean and a department chair thinks this is an interesting idea.  Your curriculum committee, however, has been working on removing stand-alone classes.  What do you do?

Scenario #4 Your curriculum committee has been told that based on the new Student Center Funding Formula, certificates are necessary for every program at the college, and that if a certificate does not exist, you must create one. What do you do?

QUESTIONS? Thank you! For information, please email info@asccc.org