It is always easy to praise employees. The conversation becomes tough when employees feel the stakes are high, when perception varies regarding the circumstances of the events and when emotions are strong. Regrettably, these are generally the type of performance-based conversations we encounter. Learning to address difficult issues in a timely manner, use clear communication and create a well-developed plan for improvement is crucial for good performance management.

Before you have those difficult conversations I would like to share with you some guiding principles which may assist.

First remember you are completely responsible for your communication. How you respond and react to an individual is completely in your control. If you respond in anger to an angry person you will escalate the conversation to a negative outcome. So remain calm, in control and not defensive. You need to learn to respect each person’s model of the world, not necessarily accepted but to understand their perception. Provide feedback rather than criticize. Finally remember to set your expectations high in order to receive better results. When we aim low we get disappointing results.
The work environment is not always rosy and bright. You may have experienced or seen others go through difficult conversations with a peer, a boss, a subordinate or a client. Good conversations are always pleasant and fruitful, leaving you with a feeling of accomplishment.
However, this doesn’t happen all the time. At work, business conversations can always end on a positive note if everyone involved has good communication skills.

Unfortunately, not all conversations can be that way. Often when you are faced with a difficult employee it may seem like you are talking to a stonewall.

I would like share a few tips in having those conversations with you:

• Keep the conversation private. Select a place where you can talk to the person privately, so you prevent involving other people or increasing the size of the problem.
• Be in control of the conversation. State the purpose of the conversation and what you hope to accomplish in end.
• Listen and paraphrase. Hear out the other person, listen attentively and rephrase what they said. Clarify the points they made. Never interrupt unless the person is taking too much time or going into a different direction.
• Use the words “I” and instead of “you” and the word “and” should replace “but”: The word “you” can make someone feel you are criticizing or accusing them. While the word “but” can be deemed argumentative and defensive. It also negates the value of whatever was said prior to it.
• Be direct and never judgmental. If you have something to say, whether it is good news or bad news, say it in a clear, simple, direct and tactful manner.
• Be prepared for negative reactions: Be prepared to diffuse the situation by taking a breath and bringing the conversation back to the facts.
• Involve the person in the solution. Involving the person in problem solving will make them feel valued.
• Say thank you. Thanking the person at the end of the conversation shows respect for them.

I have found the following six (6) step process to having difficult conversation with ease helpful.

Step 1: Gain clarity. The chance of clear communication increases when the sender thinks carefully beforehand about what to say. Check for agreement. Step back. Calm your mind. Put things in perspective. Sleep on it if you must.
Ask yourself:
• What is the most important thing we should be talking about today?
• What is the core, underlying issue?
• What current results is this creating?
• If nothing changes, what’s likely to happen?
• What is the ideal outcome you want?
• What is the next vital step you need to take?

Step 2: Overrule avoidance. Make the conversation real. Avoidance is all about fear. Although you don’t want to hurt their feelings, you need to maintain a healthy selfishness.

Ask yourself the following questions:
• Will this help them?
• Are my feelings about what might happen making me avoid this?
• Is delivering this message consistent with my desired reputation?
If you answered yes then move to the next phases.

Step 3: Be present and execute the message, in two parts; one on one and with soft eyes and ears.

Step 4: Tackle the toughest challenge first…as Brian Tracy says: “eat that frog for breakfast” before it gets bigger throughout the day. Don’t make small talk. Get straight to the point. Think “I” not “YOU”. Start with an opening statement where you name the issue by providing a specific example that illustrates the behaviour or situation you want to change and the negative results it is currently creating in the workplace. Describe your emotions about the issue and clarify what is at stake if nothing changes. Identify your contribution to this problem and indicate your wish to resolve the issue then invite a response. Seek resolution as your expected outcome.

Step 5: Listen to your instincts; is this the right time to deliver this message? Everyone makes mistakes sometimes, besides, who am I to tell them? Listen to your internal voice. Test your perception.

Step 6: Take responsibility for your emotions. Know when to be silent. The rule is you have two ears and one mouth. The saying goes: “So many words; so little substance”. Remember to slow down and put space between your thoughts. Practice having the conversation and expect success.

So, next time you are faced with a difficult conversation, don’t fret. Remember, difficult conversations are opportunities for you to turn something negative into something positive. It’s a challenge you should be willing to face in the work place. After all, a life without challenges is uninspiring.

One of the challenges of dealing with negative and difficult people is to not become one of them. There are a number of strategies to ensure this does not happen. Let’s review them.

When people behave negatively it shows their body language. This behaviour can spread to others who are prone to it and eventually they too will reflect the same negativity. Approach the individual with a positive mindset and avoid being drawn into their negativity. At the same time show that you do understand their issue and can empathize with them while remaining positive.

In trying to understand their issue it is necessary to listen to what they have to say but there has to be a limit to how long you should let them go on. Try to keep them focused on the salient points and not ramble on continuously. People learn and remember from other’s actions more than just what they say. Feeding into the situation emotionally can teach them that they can rely on you for a reaction. It’s not easy not to act in response because we’re human but it’s worth practicing.

Often we hear that we should by no means take things personally when dealing with negativity from a colleague. It’s more complex that you cannot dismiss everything a person says about you just because the person is insensitive or thoughtless. At times even a rude person may have a convincing point. Try to take and accept their comments with a willingness to learn.

It is also important to make it clear to the person so they understand that not all problems can be solved and fixed right away. However, telling them you are willing to help them get started on the process is encouraging.

Another danger in dealing with negative, rude, insensitive or thoughtless people is that their behaviour puts up a barrier to actually listening to what they are saying. At times even a rude person may have a convincing point.

Sometimes it may help to steer the conversation away from a touchy subject and attempt to disarm the negativity. Once this has been achieved it may then be possible to get back to the issue causing the negativity.

As cliché as it sounds, try putting yourself in the other persons shoes. This might give you a new perspective on how best to deal with their issue. Look for the lessons since no situation is ever lost if we take the lessons away from it. These lessons assist us develop into a better person. In spite of how negative circumstances may become, there is often a buried reward in the form of a lesson.

At some point it may be necessary to ask yourself the question “What am I getting out of it?” Be honest with yourself and do not become the new caretaker because you are needed. It is essential to establish how vital it is to have things remain they way there are currently. This will limit interactions with people that have no relevance to the situation. We work more comfortably with people who poses the same qualities that we do.

Research shows our mental status plays an enormous part in our physical wellbeing. If you notice a person causing grief for people around them in the workplace, you can be sure they are doing worse for themselves.

Recognize that impossible people exist and in these cases there is not anything that you can do.

So when they say do not take it personally, you find yourself not able to dismiss everything someone says about you just because the person is insensitive or tactless. However it’s not particularly common that an abrasive person has valid points.

Some people simply are not compatible and accepting this shifts the blame off of you. Understand that it is not you, it is them. Chances are the more blame that is expressed the more guilt will be felt which can lead away from actual fault.

So act appropriately instead of just reacting. Do not hesitate to create positive feelings. Compliments increase esteem confidence by reminding us of a moment when we were happy. This also helps defuse an upset person. Reflecting positive energy re-directs the focus on something else.

Try to maintain the right relationship based on what reality is. This can mean gently bringing the conversation to a close after you’ve heard what you need to. You can’t save the world. However, this will help to make the world a better place. You may even assist the troubled person by creating a sense of tranquility within yourself that will into allow their negativity to penetrate into your well being.

The Aviary Group is an independent consulting group that offers advice, training and program and policy development services to organizations interested in supporting their people and operations to achieve success.  We have subject matter expertise that is not available or necessary on a full-time basis in most organizations. We offer practical, easy to understand coaching training, leaving you with the knowledge and tools necessary to manage your workplace. Our primary focus is collaboration, working together to build ownership and self-reliance. We strive to ensure that you have the capability to manage in today’s ever-changing world and build on current skills in your organization.

Our commitment to understanding and facilitating both organizational and individual changes is foremost.

The Aviary Group will assist in the development and achievement of your organizational goals by:

• reviewing current human resources policies and practices and providing recommendations for implementation; and
• providing communication strategies to assist in the understanding and operation of new policies.

In addition the Aviary Group provides the following specialized consulting services:

• Conflict Resolution Strategies
• Training for Advisors and Investigators for your organization
• Team/Group Building as a Workplace Restoration Technique
• Mediation Services and Coaching for Managers
• Investigation of Complaints
• Workplace Harassment and Bullying Prevention, Bill 168 Workshops

If you are interested in more information regarding Bill 168 and its requirements please contact Monika Jensen (905) 683-9953 or visit our website (www.aviarygroup.ca) for other work related services.

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I support this process by allowing and supporting the parties in mediation to determine the direction of their own process. In transformative mediation, the parties structure both the process and the outcome of mediation, and the mediator follows their lead.

Let talk about conflict…..often conflicts can arise over simple misunderstandings that may be related to culture, gender, religion, values, race or personality clashes Mediation is a relatively non intrusive process of resolving conflict between two or more parties through an impartial/neutral third party.

Mediation is a voluntary, alternative process for conflict resolution that promotes understanding and mutual respect and provides a safe place for participants to speak to each other.

Mediation is an informal, but structured discussion to help conflicting parties express their concerns and feelings, and to reach a resolution without surrendering control to someone else.

Mediation is an opportunity to check and clarify facts, exchange ideas, share feelings, which encourages participants to accept responsibility and challenges them to generate possible solutions that can result in a mutually satisfactory agreement wherein all parties benefit.

Mediation is a cost effective and minimally disruptive win/win process intended to preserve the stability of the workplace.

Mediation Process:

• Step 1: Introducing and explaining the process of mediation to all participants
• Step 2: Having each participant talk to the Mediator in the presence of the other party, without interruption, to communicate their perspective on the conflict
• Step 3: Providing participants an opportunity to talk to each other
• Step 4: Helping participants work together to explore a variety of options for resolution, often not previously considered
• Step 5: Allowing all parties to achieve the best possible solutions which are honour bound.

Indicators of mediation:

• Restoring the relationship is important to all parties;
• The conflict may be a misunderstanding; no great disparity in power exists;
• All parties need the opportunity to let off steam;
• A resolution is sought quickly;
• Parties do not want a punitive settlement;
• Confidentiality is important;
• The parties want to resolve the conflict themselves; and
• Neither side wants a formal process.

Why should you choose mediation?

• What possible solutions or compromises do you think are available?
• What do you want from the other person?
• What are you willing to give up in return?
• Are you ready to consider a settlement?
• Are there no legal implications?
• Are you willing to compromise?
• Is there a communication breakdown?
• Is this a conflict over different values?

Benefits:

• Convenient;
• Comfortable;
• Understandable;
• One of Many Options;
• Flexible;
• Educational;
• Healthy; and
• Effective.

The Mediator:

• May be a volunteer;
• Is a process facilitator;
• Remains neutral and unobtrusive;
• Helps open communication channels;
• Helps clarify the conflict;
• Is an agent of reality;
• Is trained to assist all parties to resolve their conflict;
• Is a confidant;
• Defines and controls the interacting process;
• Is an organizer;
• Listens to all sides and facilitates opening paths to conflict resolution;
• Is a guide through the process; and
• Allows all parties to effect a resolution themselves.

Mediation is not:

• Confrontational;
• Adversarial;
• Position bargaining;
• Coercive;
• Negotiation;
• Counseling;
• Arbitration;
• A grievance process; or
• A legal hearing that determines
• Guilt or innocence.

How is a Mediator chosen?

Consideration is given to:

• Ensuring that the Mediator has no direct involvement and is not closely identified with any parties;
• Verifying that the all participants have confidence in the Mediator;
• Verifying that the Mediator has the skills and characteristics necessary to manage the process;
• Ensuring that the Mediator can commit sufficient time to work with all participants; and
• Determining if co-Mediators should be used.

In earlier newsletters we wrote about two workplace realities that can only be dealt with if they are addressed head on. In December 1996 we tackled the topic of harassment and its prevention suggesting that organizations should have a harassment prevention policy, should train all employees on that policy and should act swiftly when there is an allegation of harassment. In the previous edition we dealt with managing new employment relationships after downsizing and reorganization. We at the Aviary Group have the expertise and experience to assist you and your organization with both of these situations should they occur in your workplace.

The potential for interpersonal conflicts is at an all time high. We all know that incidents of harassment do occur — in the board room, on the shop floor, in organizations and the government. As well, the feelings and resulting behaviours (increased absenteeism, lower productivity and complaints of harassment, etc.) of the employees who remain after downsizing, are well documented. Add to the equation the new group of contract workers who may be getting paid higher wages than the full time staff and do not have the same commitment to the organization as the others do.

As a manager you probably do not have the time to deal with some of these situations while trying to manage the day-to-day of your workplace. Mediation may be the most practical and expedient process for resolving conflicts using the skills of an impartial party. As such, mediation is more like counseling than the more formal process of investigations or grievances, because the parties are encouraged to understand the others point of view and achieve their own solution.

Mediation does not determine guilt or innocence. The incident involved is one that both parties agree has taken place.

Acknowledging that a particular incident may have occurred does not compromise either party, but enables both parties to deal with the real problems involved. Mediation promotes mutual understanding and is voluntary. Either party may opt out at any time and other resolution options are still available if mediation is not the answer.

Mediation helps maintain the integrity of the relationship of the parties involved by promoting understanding and compromise. Getting back to working together is often complicated by more formal dispute settlement mechanisms that focus on fact finding.

Mediation helps parties get to the root of a problem. Numerous conflicts arise out of miscommunication or misunderstanding. Only by clarifying respective positions regarding conflict issues and achieving a better understanding can the conflict be resolved. Even if no final resolution is achieved, the mediation process enables both parties to achieve a greater understanding and respect for the other person’s point of view.

Mediation is not undertaken where illegal or unethical behaviour is involved, or where a significant power imbalance exists.

There is a significant cost saving which occurs because of the minimal requirements involved in the mediation process and a speedier resolution of conflicts compared to other processes. Mediation tends to enjoy a very high success rate; settlements are reached in more than 85 percent of cases involving professional mediators.

As we approach the millennium, Canadians are increasingly becoming disillusioned with the fundamental failure of our traditional mediation institutions to meet the basic needs that spawned them in the first place. We find ourselves searching for a newer, more innovative and better way to resolve our interpersonal disputes, conflicts and misunderstandings. Fortunately, indications are that a major paradigm shift is underway. This new perspective is gradually shifting the focus of dispute resolution from winning at all costs towards creative means for achieving win/win solutions to ever increasingly challenging and complex problems. Alternative dispute resolution (ADR) mediation, workplace restoration and conflict management are emerging as credible alternatives to litigation.

Benefits of Mediation

By the time a lawsuit is filed, the parties have often reached the point where they no longer want to deal “upclose and personal.” Unfortunately, dealing with the relationship is needed more than anything else. Alternative means of resolving these types of disputes can save time and money, while concurrently and perhaps most importantly preserve valuable personal, family, community and business relationships.

Mediation has effectively demonstrated over time that it can be a practical and expeditious process for resolving disputes, however there is much confusion about the ADR process. True mediation does not determine right or wrong. When correctly applied, it is a voluntary choice that promotes mutual understanding and other dispute resolution options, such as litigation, are not precluded. Mediation in its true sense then is more reflective of problem solving and counseling than the more formal legalistic grievance resolution mechanisms often associated with how disputes are resolved.

Perhaps most importantly, mediation helps maintain the integrity of the relationship and the parties involved by promoting a deeper understanding of the underlying issues and facilitating creative solutions.

It is difficult to advance a credible argument that the ‘status quo’ continues to be the most efficient and effective means to resolve our disagreements, however old paradigm habits, attitudes and beliefs resist change.

Styles of Mediation

Mediation is often perceived as a “soft stage” before the “real hard bargaining” begins. Much of what passes for mediation continues to be compromised by the ‘old position centered bargaining paradigm’ in which there is a perceived ‘winner and loser.’ Increasingly, many rights and privileges have become formal entitlements through legislation and the parties are choosing to have a neutral third party provide an educated estimate of the probable settlement that could be expected if mediation is not successful. However, the emerging entitlement approach deals with a limited range of problems and issues and litigation outcomes are not always predictable.

Centering the Mediation on Principles

The Principle Centered Mediation approach advances that centering the resolution process on principles will significantly contribute towards a satisfactory resolution of the rights, interests, obligations and entitlements of the involved parties. This we believe is the fundamental strength of the dispute resolution paradigm shift from negotiating from an adversarial position to a facilitated problem solving principle centered approach.

The Four Principles

Four principles resonate most strongly with the new alternative dispute resolution paradigm.

The 4 “P’s” of Principle Centered Mediation

1. Respect for the participants involved in the dispute.
2. Respect for the underlying cultural values and beliefs of the involved parties.
3. Respect for the complexity of the problem under dispute.
4. Respect for the facilitation and mediation process.

In our increasingly diverse society, acknowledging and respecting differences is essential for engendering a balanced perspective of the issues, which in turn facilitates a clearer identification of the problems to be resolved. Fragmented rather than holistic decisions result unless all of the problems related to the dispute are clearly identified. Principle centered mediation advances that the mediation is successful as a direct result of the dispute being reframed into a co-operative search for a “framework solution” that has the propensity to meet the current and future needs of all parties involved in or directly effected by the dispute.

A growing number of ADR practitioners and theorists are attempting to define the dispute resolution and facilitation process. As a contribution to this growing field the authors offer a process for facilitating a successful mediation that we have developed and apply in our Community of Practice.

Facilitating the Mediation:

The 2 “Fs”, the “A” & the “M” of Principle Centered Mediation

• Focus the Mediation on Principles, Interests and Entitlements
• Facilitate the resolution of People, Content and Process related barriers to reaching a solution.
• Assist in developing Objective Measures to evaluate realistic options and desired outcomes.
• Mediate a Problem Solution Framework.

The 3 “W’s” and “H”of Principle Centered Mediation

• Ask What and What Else to identify interests, rights, privileges and entitlements.
• Ask Who and Who Else to identify people’s issues from content and process issues.
• Ask Why and Why Else to identify measures for success.
• Ask How and How Else to identify creative options for solutions.

The Chefs

There are, at present, two main parties that have the largest stake in the future of mediation. The first is lawyers who have transferred their abilities from the legal profession to mediation. The second is individuals who have received mediation training outside the legal profession. These parties will be referred to as legal and non-legal mediators respectively. The situation that has developed is one where legal and non-legal mediators are engaged in conflict over who is most capable of practicing effective mediation. It seems ironic that those who profess their capabilities of resolving disputes in the personal and public world cannot resolve conflict among themselves. Let’s explore the reason for this view.

The Ingredients

Firstly, one of the cornerstones of mediation is that each disputant is given the ability to solve their conflict with the assistance of a mediator. Lawyers pursue the best interests of their client, not necessarily involving the clients. For this reason, legal mediators may find it difficult to ensure the best interests of all disputants in a conflict.

Secondly, while lawyers focus on the interests of their clients through a rights-based prism, mediation focuses through an interest-based prism. Lawyers are dedicated to upholding the laws that govern the conduct of individuals in their respective countries.

Mediation focuses on the interests of each disputant; what each disputant wants out of a settlement. Again, lawyers may face a greater challenge in ensuring the well being of each disputant.

Third, mediation is about empowering people to become their own problem-solvers. Lawyers in the traditional sense are not attempting to empower their clients, only to represent them in court. Representation does not assist disputants to resolve conflict among themselves.

Finally, mediation by nature is a non-binding process; it has no precedence on formal litigation. A party involved in a dispute may perceive the presence of a lawyer to signify a binding or official nature of mediation, thus disempowering the disputants from resolving the conflict for themselves.

Baked Goods

Having briefly illustrated the argument against legal mediators from pursuing mediation, there are ever-growing numbers of individuals graduating from law schools who are dedicated to mediation. The skill and expertise of these individuals should not be discounted.

Legal and non-legal mediators can coexist in a positive way to ensure the continual growth and prosperity of the mediation field. What are needed are open-minded individuals of both sides to listen to each other and create a resolution that is unique to the current situation. As a mediator, it is my hope that a resolution can be found.

Submitted by Cory Harris
Associate

History has always been a great teacher

The following story illustrates the present debate between legal and non-legal mediators.

A long time ago in an ancient land, two women came before a King to tell him of their problem. These two women lived together in the same house and both had young infants. One of the women, argued that while she was asleep with her infant, the other woman’s child had died and that she had switched the children. Upon waking the first woman thought her baby had died but after close examination of the dead infant realized that this was not her baby.

The second mother denied this and argued that the first mother’s child had been the one that had died. And so they fought over who was the rightful owner of the living child of the King.

Unable to decide who was telling the truth, the King ordered that the baby should be split in two. One of the women pleaded with the King not to split the child but give the child to the other mother, while the other mother insisted on splitting the child.

The response from the King was to not split the child and give the child to the woman who had pleaded for its life because she must be the child’s mother.

Mediation can be seen as the child while the mothers are the legal and non-legal mediators arguing other the child. Thus far, neither party has pleaded for the life of the child and the decision must be made soon whether to split the child or not. Much time has passed since the time of the King’s decision. Maybe there is a way that both mothers could share the child named “Mediation.”

1. First you need to clarify that there is in fact a problem that affects both parties. Sometimes, for example, you may discover that something that you both dislike or disagree with are not your concern. At other times you may discover that what is worrying you is your own responsibility and not of any concern to the other person. In either of these cases, joint problem solving is not appropriate.
2. You need to make sure that you are not confusing the people with the problem. Your responsibility is to deal with work-related problems, not to criticize or try to improve the personalities of the people you are dealing with. Look through the side issues of personalities, emotions, blame or attacks to discover the real issues that are causing the problem.
3. Define the exact nature of the problem. Recognize the difference between the arguments that each side is making and the actual problem that needs to be resolved. This means asking questions, clarifying. It may also mean allowing the other person to let off steam first!
4. Look for the other side’s human needs as well as the actual facts of the matter. This means discovering whether their real concern is:
   • Feeling insecure or threatened
   • Worrying about financial security
   • Not considered part of the organization network
   • Feeling that you have not sufficiently recognized their achievements or that you do not value what they are doing
5. Look for common ground. Use the “Why/Why not” technique: “Why” — do they do or want things their way? “Why not” — do or want things my way? This will usually help to distinguish differences from similarities and help to focus on the exact problem.

STEP 2: CLARIFY CONSEQUENCES OF PROBLEM

The problem is not a problem in itself. The problem is only a problem when it has negative consequences. So the next step is to explain or ascertain what those consequences are.

Explaining the problem means:

• Being specific Not just: “and that’s not good enough” But: “so that meant that our response time is down 20%”
• Showing how these consequences affect both sides
• Speaking positively about the problem as one which:
  Can be solved
  Is worth solving
  Will lead to better future business.

If the other person is explaining the problem this will mean:

• ask questions
• probe and clarify until you have a clear picture of the consequences of the problem.

STEP 3: ESTABLISH YOUR CRITERIA FOR A SATISFACTORY SOLUTION

Once you have clarified the problem and its consequences you will be able to develop a clear idea of what you are looking for to provide a satisfactory solution. Spell these out very clearly: “So what we need is a new way of doing this so that it will…”

You will then have a clearer focus as you explore possible solutions.

STEP 4: EXPLORE SOLUTIONS

We all accept changes and suggestions more readily if we have been consulted and had some contribution to the decision making.

Therefore it is important to involve many people in the process, so that it really is a joint decision making process.

So:

• Ask for their suggestions.
• Show that you are looking for a range of suggestions so that you can find the best answer.
• Show that your suggestions are not firm and inflexible.
• Accept all suggestions as worth considering. The more different ideas emerge, the more you will be able to mix and match to find the best solution.
• Look for ways of giving each side as much a possible of what they want, rather than fearing that by giving something you will be losing something in return.

STEP 5: DEVELOP THE BEST SOLUTION

Many ideas may have been generated. Sometimes the solutions will gradually emerge and it will be obvious what is the answer. But often no single solution will solve all aspects of the problem.

This is where you need to use your creativity, mixing and matching the various suggestions until you arrive at he best solution.

1. Choose the best ideas that have emerged.
2. Discuss what you like and dislike about each idea.
3. Evaluate each idea against your criteria. In particular, note the good points of the idea, the way in which it will help to solve the problem.
4. Look at each idea from a different point of view. How will it affect:
   • Customers
   • Your organization
   • Staff
   • Other departments
   • Other suppliers….
5. Decide on the best solution. Be prepared to adapt, to be flexible, provided that it will meet your basic criteria for solving the problem.
6. Summarize what you have both agreed on and check out that you both have the same understanding. In particular, make sure that your agreement is described in precise, specific and concrete terms, so that there can be no misunderstandings later.

If it is complex put it in writing as soon as possible and get agreement that it correctly reflects what you each agreed to.

STEP 6: DECIDE ON ACTION

A solution is not a solution until it is acted upon.

If appropriate, help them to put it into action. Discuss the steps to be taken and explain what you can do to help.

Encourage them to feel positive about what now has to be done. You may possibly wish to arrange a follow-up session to evaluate progress and give any further help as necessary.

What your score means:
If you scored under 12, you’re modeling excellence.
If you scored between 12 and 25, you’re getting there but not fast enough.
If you scored over 25, consider the price of continuing in your old ways.
Score: ________

Most of us know when things are not working in our organizations. Symptoms such as: declining staff morale; staff apathy; staff turnover; severe financial pressures; radical shifts or declines in the demand for programs and services; criticism of the organization from the community, may be signals that change is due.

They say that the only ones who welcome change are babies when their diapers are wet! Change in our lives is inevitable. Some of us undergo radical changes every few years or so–changing jobs, moving to new locations, changing partners, changing hairstyles, changing vehicles, changing our eating patterns when we diet, changing our lives when we exercise, so why is it we resist change when it occurs in our workplace?

To make transitions from your current condition, whatever the change may be to a new system it is necessary to identify those factors, which might either facilitate or inhibit any change effort. These obstacles and supports may come from within the organization or from an external environment. In either case the one area that is overlooked in the change process are the people. Change and the rate of change is occurring so rapidly in today’s economy that we seldom have the time to stop to recognize the impacts it has on one of our most valuable resources – our employees. Every day on the news or in the newspaper we hear of another corporate merger or restructure, seldom do we hear about the people who this has effected. If we are to continue to expect the most from our employees we need to take time to understand what change does to them and assist them in minimizing their distress and disruptions which the change may have caused.

If you are interested in discussing ways to assist your employees gain the skills to cope and be effective during times of change, please call Monika B. Jensen at (905)-683-9953 for a consultation or to arrange a workshop.

Managers do the same thing all over the world…
The way they do it is different
Peter Drucker

TO CHANGE OR NOT TO CHANGE?

To grow is to change… I am always taken aback by the sight of a small perfect feather lying on the ground. Yellow, red, blue, soft white and brilliant green. Nearly every day my parrots surprise me with a delightful gift. The moulted feathers cover the floor of my home as if a confetti parade has passed through. Coloured feathers of various shapes and hues litter the ground and dance with the slightest breeze.

What must it be like to have beauty in such excess and at such readiness that one can spread that beauty at the feet of admirers?

Moulting is a time of rejuvenation & growth for healthy parrots. Would that my own growth was as steady and yielded such consistent results. Sometimes a moulted feather reveals an imperfection, a jagged edge, or a bent shaft. I envy the birds that shed their baggage easily. A fresh new shaft filled with the plasma of life, colour, insulation and flight replaces each old feather. If old attitudes, bad habits and outdated discriminations could only be shed so regularly in the human race. Imagine each old prejudice or remembered injustice being replace by new, fresh, promising energy.

Excess beauty that floats to the ground, a multitude of textures that tickle, brighten and protect. My parrots prove every day that growth involves discarding the old, replacing it with the new.