Saudi Healthcare Leadership Conference Managing Conflict (an introduction) Presented by Peter J. Smyth, PhD

“Hell is other people” (Sartre)

“Heaven is other people” (Smyth)

“ So, does anyone else feel that their needs aren’t being met?

Thus, “Slavery behaviour” (Mr. Yousef)

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87%

The words we use … Language determines the conversation The Conversation determines the relationship The Relationship determines the Outcome

"Unresolved conflict represents the largest reducible cost in many businesses, yet it remains largely unrecognized." (Daniel Dana, 1999).

"Employees in high pressure/low control situations or high effort/low reward situations have much greater risks to their physical and mental well being. (Ravi Tangri, 2003)

" Employees who rate their managers as "sensitive" miss an estimated 3.7 days of work, whereas employees whose managers are rated as "non- sensitive" miss approximately 6.2 days of work. (MacBride-King, J.L., and Bachmann, K. Solutions for the stressed-out worker. The Conference Board of Canada,1999)

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. In the emotional economy, communication is the currency! (How do we leave others feeling?)

Conflict and Feelings… Having feelings, versus feelings having You!

Where do we get stopped?

Conflict Resolution is about Consciousness and Emotional Intelligence The greatest gift we can give to ourselves is the gift of consciousness: Conscious that when I am standing, I am standing Consciousness that when I am walking, I am walking Consciousness that when I am reacting, that I am reacting, and why … Consciousness about my thoughts and feelings …My intentions and motivations …How I am responding to others and how they are responding to me … Who and why I like so and so, and why I dislike so and so

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. “TO BE IS TO BE PERCEIVED”

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Differentiating … spontaneous imaginative sociable adaptable collaborative intimate takes charge competitive purposeful observing evidence-based reliable

When overextended … impulsive disorganised excitable reliant unassertive passive driven aggressive controlling suspicious indecisive bureaucratic

Inspiration Driven Discipline Driven Introverted Extraverted Big Picture Thinker Down to Earth People Focussed Outcome Focussed

Leadership and Influencing Adapting and Listening ….

Listen, or your tongue will make you deaf! (Native American Proverb)

Valuing Diversity o Teams are made up of lots of different kinds of individuals. o Lumina Spark recognises the value that all of these different individuals bring to a team’s effectiveness. o Teams also have their own identities (notice the larger circle)

Understanding Human Behaviour: The Dimensional Model

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. Why Should They Follow YOU? (How do you deal with interpersonal issues?)

10%<5% 70%15%

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Also, how we resolve issues (make up) is so important…. (Hythem)

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. The Dimensional Model of Human Behaviour® ® R. Lefton, V. Buzzotta, M. Sherberg TASKTASK RELATIONSHIP HI LO HI HOSTILE RESPECT DOMINANT SUBMISSIVE Q1 Q2 Q3 Q4 Win-Lose Lose-Lose Win-Win Lose-Win

All Behaviour is Meaningful Q1 Q2 Q3 Q4

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. Type 1. Those that make the numbers but don’t share our values. Making the call on these Managers is the most difficult of all – they deliver results but “…they do it while ignoring values. They are a destructive force because they poison the environment, wear people down, stifle creativity and cause valuable talent down the line to flee GE”. Type 1V. Not only delivers on performance commitments but believes in and furthers GE’s small company values. These are the “A” players who will represent the core of the future leadership into the next century. Type II. Do not meet commitments and do not share our values – nor do they last long at GE. Type III. Believes in the values but sometimes misses the commitments. These managers are usually coached, encouraged and given another chance. (Jack Welch) Relationship orientation Task orientation

Dimensional Self-Assessment.. What’s my style?

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Igniting Corporate Spirit Action Planning One thing…

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. The Four Essentials of Leadership: 1.Self-Discipline 2.Acceptance of Responsibility 3.Dedication to the Truth 4.Balance

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. TASKTASK RELATIONSHIP HI LO HI

ACE it! Awareness Choices End Results

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What is General Systems Theory? Strengthening yourself (and the Team) with the 5% Principle of Change…

© Andrew Lothian, Insights, Dundee, Scotland, All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. A transformed individual is one who can tell the truth A transformed environment is one in which the truth can be told (S. Johnson) INTR 2

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Three Principles of Conflict Resolution Openness Respect Empathy

The Power of Empathy – a relationship without empathy is not a real relationship! Caring implies action…

The health of the Team is determined by:

COMMITMENT COLLABORATION COORDINATION COMMUNICATION

Building the Emotional Bank Account … … with Everybody!

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Thanks for your time and energy! Saudi Health Care Institute Leadership Program