1. Respect for People
March 22, 2018

2. Objectives
To understand the relation between respect in the workplace and safety (both psychological and physical).
Understand a leader’s role in supporting Respect for People in the workplace.
Introduce tools to proactively discuss and build Respectful Workplaces.
Develop and enhance skills to foster productive resolution to conflict.

3. Part One: The Relationship Between Respect and Safety

4. What Did You Read? Share your thoughts about:
Why is Respect important?
What connections can you make between Respect and Quality Improvement?

6. Handout: #1 SCARF and Respect Worksheet
Good place for a facilitator’s story
With the story of conflict that the participants were thinking about ahead of time, have them complete the handout and then discuss with a partner.
Large group debrief

7. For Further Reflection

8. Part Two: The Leader’s Role

9. Is Conflict Good? Or Bad?
Ask for opinions from the group. Have them explain why they feel that way.
Mention that conflict in and of itself is neither good nor bad – it simply is. Anytime we work with others, we are bound to experience conflict. High functioning teams accept conflict as a necessary part of improvement and commit themselves to constructive behaviors in conflict. Teams that engage in destructive behaviors in conflict drive negative SCARF messages and can destroy safety, improvement, outcomes and personal health.

10. What Makes Conversations Difficult?
With a partner, discuss:
Looking back over previous conflicts you have had in your life, what kinds of general statements would you make about these conflicts?
From my family, I learned the best way to deal with conflict is to…
Large group debrief afterward:
What do you know about yourself that you can leverage to help your team deal with respectful workplace issues? What will be a growth area for you? (leader should share theirs first).

11. The Conflict Continuum
Studies show that managers spend 25-40% of his or her time dealing with workplace conflicts. That’s one to two days every week!
Ask, what is there experience in their workplace? What kinds of conflict or situations of disrespect are they noticing?
Remind them – constructive conflict is important. Without constructive conflict opportunities for improvement are lost.
No conflict is equally as destructive as personal attacks.
As a manager, part of your role is to foster the healthy expression of conflict and address the destructive behaviours in conflict.

12. Continuum of Professional Behaviour
Handout #2: Continuum of Professional Behaviour
Large group conversation:
What other behaviours would you add to any part of this continuum?
What ideas do you have for fostering desirable behaviours and addressing unprofessional or disruptive behaviours?
Ensure that the conversation includes the options of performance, discipline especially when behaviour is disruptive. More informal approaches may be appropriate for Unprofessional

13. A Balance of Skills Left side is passive (no conflict)
Right side is aggressive (personal attacks)
Middle is assertive
The upcoming module “Interest Based Problem Solving” expands on this concept (and several others from this presentation)

14. Part Three: Tools to Support a Respectful Workplace

15. Handout #3: Respect for People Document
In pairs, discuss:
What stands out to you?
What questions do you have?
If you have used this document already, how are you using it and what results are you seeing?
Large group debrief – focus especially on:
How the behaviours support a Lean environment
Ideas that others have for implementation

16. Two Tools Work Standard to introduce Respect for People to the team
Team Assessment for Respect for People Behaviours
Handout #4: Introducing the R4P Behaviors document
Distribute the work standard and walk through it with the large group
Then describe the R4P Team Assessment. Show sample results on next slide. Discuss how the conversation can go at the team level.

17. Part Four: Addressing Conflict

18. Motivation, Intention & Behavior
…what you are trying to do.
Your self-perception is based on…
…what they are seeing you do.
Their perception of you is based on…
INTENTIONS
BEHAVIORS
BEHAVIORS - external
MOTIVATION
internal

20. Conflict Facilitation Basics
Handout #6: Work Standard for Conflict Facilitation (Process Basics for Leaders)
Walk through the process with them and discuss questions and comments

21. Two Approaches Informal Formal Have them work it out on their own
Facilitate a conversation between them
Formal
Engage in performance improvement
Discipline

22. Who Ya’ Gonna’ Call?
and a consultant can be assigned to help you make a plan to resolve the issues informally.
Contact HR central to gain assistance in more formal approaches.

23. Scenarios Divide into groups of three
Choose one scenario from the handout
Decide who is the leader (use the Conflict Facilitation Basics as a guide)
The other two will be the participants in the scenario
Work through the process helping the participant use SIP and Perception/Impact statements
You have 20 minutes

24. Evaluation On a scale from 1(low) – 10 (high) rank:
Your knowledge about this topic before you completed the pre-work and before you walked in the door today
Your knowledge after the session
The likelihood that you will change your behavior based on what you learned during this module
Your overall impression of this learning experience
On the back of your note, write one thing that would improve your #4 score