Page 222 - An Indispensible Resource for Being a Credible Activist

foundation for an excellent trainer. Her passion for her work only makes this training program
even more influential. If only every workplace, government, and educational leaders were
required to attend this training. Her explanation of the cost of unresolved conflict in compa-
nies is shown in the HR Tool entitled “Economic Reality of Unresolved Conflict,” on page 213.
In the HR Tool entitled Alternative Dispute Resolution Fit within Organizational
Development Dynamics” on page 213, Poole-Tracy discusses her interdisciplinary dispute
resolution model.
Poole-Tracy’s conceptual and practical exercises can be applied to examine how clear
staff roles are, how they can be more clear, and how that can contribute to a positive chain
reaction leading to innovation, lowered costs, greater productivity, improved goal accom-
plishment, and improved teamwork and conflict resolution. Make a list of 5 to 10 ways in
which you can begin to do this now in your company.

SELF-ASSESSMENT
When conducting a self-assessment or an assessment of another’s behavior, you want to be
sure to use a sound method. The HR Tool entitled “Checklist for Self and Others’ Behavioral
Assessment,” on pages 214–216, examines a number of relevant issues that affect people’s
emotions and behaviors. These are important to consider if we want to fully understand
someone. We can use this to better understand ourselves, as well.

DEFER TO AUTHORITY APPROPRIATELY
AND RESPECTFULLY—UNLESS . . .

Draft parameters of autonomy and obtain supervisor input and approval. Update and dis-
cuss this as needed with your supervisor so there is clarity about your role. Do treat your
leadership, all colleagues, and employees with respect. When disagreeing or raising poten-
tial issues, do so respectfully. If you sense resistance, competition, exclusion, or a stubborn
digging in of heels, allow those reactions and then just wait. You’ve sent your memo or ver-
bally raised a concern. The call will always be yours as to how far to go in trying to influ-
ence leaders who are resistant to what works best or who believe they are not violating the
law even though you’ve proven to them that they are or will be. Keeping the lines around
authority very clear is crucial for your own sanity and professional well-being. The HR Tool
entitled “Sample Parameters of Autonomy for an HR Director for a Small Company,” on
pages 216–217, can be very helpful and can be modified as needed.
The HR Tool entitled “Sample Protocol for Supervisor/Staff Issues,” on pages 217–218,
can be used to let supervisors know when and why you would like them to involve and
consult with HR.
If you do find your recommendations for legal compliance being repeatedly vetoed, you
may want to consider the following sections on anonymous memos and formal external
complaints. Consider this carefully before taking any action to be sure you’re prepared for
any possible outcome.

CHAPTER 13 • Conflict Resolution 205