Emergent Learning Maps

HN
DENSO Global Leadership Development Program 2012

DATE/TIME:

Tuesday,January22,2013,09:30-12:30

INSTRUCTOR: TishRobinson

TOPIC: READING:

Diversity Management: Dealing with Diversity and the Conflict that often ensues
Included here below.

SESSION OVERVIEW:
The world is getting more challenging. Customers are more demanding, the competition is tougher, and projects are moreinternational. And where there is diversity and complexity, there is conflict-if not out in the open, then lurking just under the surface. How well do we approach conflict and diverse views? How can we draw on our collective knowledge to approach it more effectively? And how might we go about changing behaviors that no longer serve us?

Diversity here goes beyond gender to a more internationaldefinition of diversity that encompasses diversity in terms of nationality, age, experience, ethnicity, race, etc., not just gender.
This session is highly interactive and experiential. One goal of this session is to provide a risk-free laboratory in which to experiment dealing with conflict. In addition to acquiring and practicing new concepts and tools, you will have an opportunity to shareexperiences with others who face similar challenges around conflict, and to exchange insights with each other. PRE-SESSION ASSIGNMENT TO DISCUSS IN STUDY GROUPS:
Please start by considering a recent conflict facing you that you would like to work on with your team mates in small groups of 4-5 people. Each group will choose one person's conflict to apply this session's model to and to work on in thesession.

Ideally, you will choose a conflict that you feel strongly about and that you have some role in or which you have control over some aspect of the situation.

Please answer the following questions and email prcbins*n{frrics.hit-u.ac.ip, bv Sundav, Januarv 20, 201 3.

your answers to Tish Robinson

at

I. 2.

DESCRIBE THE CONFLICT In a half a page or so (200 words), describe theconflict, what you (or Party A) said, what they (or Party B) said, and what you were thinking but did NOT say. STRUCTURES Where there any organizational structures that contributed to the conflict? These could include power structures (one person had a higher position in the organization and did not use their power fairly, etc.); business processes (e.g. submitting multiple bids to clients, etc.);incentive systems (how work is recognized, etc.); or formal and informal policies governing the flow of information, products or resources (e.g.matrix reporting structure), etc.

3.

PARADIGMS

How do the ways people think influence this conflict? What are the mental models in your organization or department about what caused the conflict, how the problem should be appropriately dealtwith, who should be responsible, etc.? What are the assumptions that underlie different approaches to doing things? How wide is their range of possible solutions
they
4.

will

consider?

ATMOSPHERE What is the atmosphere related to these events? What is the quality of energy, possibility and safety of the people involved to openly discuss the relevant challenges and issues with each
other?5.

RE,LATIONSHIPS What is your relationship like? What are your and their attitudes toward each other and toward the problem? What is their level of commitment to working things out? Does this conflict follow a pattern in this relationship or in similar relationships? What is the trigger for this pattern?

6.

responsibilities to be? Is there any disagreement around What is your level ofpossibility and commitment?

COLLECTIVE IDENTITY How do the actors see themselves in this conflict? What do they see their roles

and

this?

Who are you in this situation?

In the session, we will start by briefly sharing our challenge/conflict write-up with a partner. Then, I ask people to consider which dimension above had the strongest influence, so we can group people together by...