1. University of California, Davis
DISAGREE & STILL ADVANCE YOUR CAREER NONVIOLENT APPROACHES FOR DEALING WITH YOUR SUPERIOR
Barbara Horwitz, PhD
University of California, Davis
April 25, 2012

2. Preventing/minimizing disagreements
TOPICS
Preventing/minimizing disagreements
Strategies for dealing with disagreements constructively
Build on Dr. Cohen’s presentation; focus on some do’s and don’ts with regard to constructively dealing with disagreements; but first spend a few minutes on preventing the conflict.
Of course, not all disagreements should be prevented – some can have very positive outcomes if handled civily – e.g., intellectual disagreements in how experiments should be designed, data should be interpreted, courses should be taught, etc. But here too, they need to be dealt with carefully if they involve individuals at different power levels.

3. UNDERSTANDING HOW THE SYSTEM WORKS
The “rules” (written & unwritten)
Culture/expectations
With that in mind, let’s turn to prevention. You need not only to be aware of the rules and the practices as well as the culture and expectations to be successful. The latter is especially One of the major areas of disagreement between individuals and their bosses reflects different expectations. This is especially true for grad students and postdocs with respect to their faculty mentor/PI where the expectations may differ considerably. And this issue is also important for faculty striving for success.

4. MINIMIZING/PREVENTING DISAGREEMENTS
Understand rules, culture & expectations at the onset
Questions & discussions (always framed positively), use of campus resources, use of extramural resources
Keep your eyes open
Avoid a reputation as a chronic complainer
Deal with issues of concern early on
“Practice” your proposed conversation
Feedback from partner/spouse, colleague, advisor, friend
So how do get this information – the basic ways are to ask questions and to be observant

5. RESOLVING DISAGREEMENTS: THINGS TO CONSIDER BEFORE YOU ACT
Your end goal
What outcome do you want?
Is your outcome reasonable?
The importance to you of resolving the disagreement
Does it involve egregious activity?
Does it compromise your integrity?
Is the issue eating away at you?
Is the desired outcome more important than your long-term goals?
Can you let it go?

6. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: WHAT TO AVOID
Engaging in personal attacks
Emotional rather than rational discussion about the issue(s)
Being disrespectful

7. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: WHAT TO AVOID (2)
Making it public
Encouraging others to take sides
Dismissing the advice of folks you trust
Interpreting it as a personal attack on you
Burning your bridges

8. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: ACTIONS TO TAKE
Develop your plan – think about how you are going to handle the issue.

9. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: ACTIONS TO TAKE (2)
The “Plan”
Keep in mind the personality style & ego of your supervisor & the unit’s culture
Know what you want the outcome to be

10. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: ACTIONS TO TAKE (3)
The Plan (continued)
Bring potential solutions to the table
Be open to compromise
Start with the most informal resolution options (often a conversation with the boss)
Get feedback on your plan/conversation with a mentor, colleague, partner/spouse (whomever you deem appropriate & trust)

11. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: ACTIONS TO TAKE (4)
Use your university’s resources for advice/guidance
Graduate Studies (grad student/postdoc issues)
Academic Affairs (faculty issues)
Associate deans (faculty/staff conflicts)
Academic Senate advisors (faculty issues)
Faculty Mentors/Ombudsman

12. RESOLVING DISAGREEMENTS CONSTRUCTIVELY: THINGS TO DO (5)
CHAIR
Follow up your conversation with an summarizing what you think you heard and any agreements that were made
Here’s the big lab I promised you. “

13. SUMMARY/CONCLUSIONS
Keep your long-term goals in mind as you decide how to proceed
Get feedback on your plan
Include potential solutions
Be willing to compromise
Don’t personalize the conflict
Confirm & document conversations

14. PERSEVERE