Web Panel Discussion For May- Leadership & Conflict Resolution
***THIS EVENT HAS PAST***
Watch the archive [here]
All you have to do to watch it is click the link above, and enter you name under participant- no password is needed.
Join ADRhub.com for our May Web Panel Discussion Featuring Ran Kuttner. The topic will be "Leadership Skills & Conflict Resolution."
Ran will lead the discussion explaining how leadership skills and conflict resolution are closely interconnected on various levels. He will speak about his various exeperiences both from the academic perspective and from his personal engagements in disputes and conflicts.
This event will be emphasizing interaction with the audience so bring your experiences and stories to share as well!
When: Tuesday, May 25th, 5:00pm est.
Sign up: Spaces are limited, sign up here: http://www.eventbrite.com/event/697008772
More about Ran:
Ran Kuttner, Ph.D.
Assistant Professor of Negotiation and Dispute Resolution, Werner Institute For Negotiation & Dispute Resolution, School of Law, Creighton University
rankuttner@creighton.edu
Ran Kuttner, Assistant Professor of Negotiation and Dispute Resolution , completed his Ph.D. at the Program on Conflict Management and Negotiation at Bar-Ilan University, Israel. He received his MA in philosophy of education and BA in philosophy, both cum laude, from Tel-Aviv University, Israel. Preceeding his arrival at Creighton, Ran was a Visiting Researcher and an Associate at the Program on Negotiation at Harvard Law School, where, among other research projects, he helped redesign and teach the Harvard mediation course, a joint course for law and MBA students. In his research and teaching, Ran explores relational aspects of conflict engagement and aims to improve both the philosophical understanding and the practice of transformation of adversity into dialogue through mediation, negotiation and facilitation. Ran is a certified mediator and highly regarded mediation teacher and trainer in Israel, where he also designed a mediation certification program and has taught numerous mediation courses for Israeli educators, companies and general public, as well as in graduate-level academic programs.
Replies to This Discussion
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Permalink Reply by Bryan Hanson on
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This is going to be a great discussion. You may reserve your space in the webinar by following this link: http://www.eventbrite.com/event/697008772. Space is limited so please be sure to sign up as soon as possible.
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Permalink Reply by Alison Streit Baron on
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Will this webinar be recorded/offered again/available for later listening in? Can't make it at the scheduled time, but a couple of us at Public Conversations Project are interested!
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Hi Alison, the session will be archived and available for viewing. We will have these monthly, so please stay tuned. Take care, Bryan
Alison Streit Baron said:Will this webinar be recorded/offered again/available for later listening in? Can't make it at the scheduled time, but a couple of us at Public Conversations Project are interested!
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Permalink Reply by Jeff Thompson on
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"The Nonverbal Advantage: Secrets and Science of Body Language at
Work" by Carol Kinsey Goman
(page4)
Leadership: The effectiveness of command-and-control management
tactics declined dramatically with the end of the Industrial Age. Today's leaders, whether chief executives or first-line supervisors, must lead through influence rather than rely on the control (or
illusion of control) that a management position implies.
Influence relies on two things:
1- the ability to understand the employee's perspective, which in turn means listening to what's being said and knowing how to read the messages that are being delivered nonverbally; and
2- the ability to communicate congruently, to align the spoken word with body language that supports, instead of sabotages, and intended message.
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Ran (And Everyone!),
What are your thoughts on this passage? Would agree with the passage?
The issue I think is still, well past the Industrial Age, bosses are still not paying attention to employees; not seeing things from there perspective; still saying in the mom/dad tone "because i am the boss"; saying that they are listening yet never looking up; and so on.
I could ask numerous questions as a follow-up, but i'll choose one.
What does an employee do who works for a boss like this- the constant command & control approach (other than lumping it)?
I think too often, as i stated in the web discussion, trainings and books talk about how the boss will change and become everyone's favorite just because the employee engaged him/her in a constructive,
positive manner using such tools as, but limited to, summarizing, validating, acknowledging the emotions and feelings, reframing, and using empathy.
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I find this quote rather conservative, is the sense that it is still about how I make others execute what I have in mind (either via control or via influence), while the themes I brought in my talk meant to present leadership that
goes beyond that, letting go of assuming that what they have, their knowledge and perception, is what necessarily needs to be executed. It is a shift from influencing to dialoging.
Any thoughts?
Jeff Thompson said:"The Nonverbal Advantage: Secrets and Science of Body Language at
Work" by Carol Kinsey Goman
(page4)
Leadership: The effectiveness of command-and-control management
tactics declined dramatically with the end of the Industrial Age. Today's leaders, whether chief executives or first-line supervisors, must lead through influence rather than rely on the control (or
illusion of control) that a management position implies.
Influence relies on two things:
1- the ability to understand the employee's perspective, which in turn means listening to what's being said and knowing how to read the messages that are being delivered nonverbally; and
2- the ability to communicate congruently, to align the spoken word with body language that supports, instead of sabotages, and intended message.
------
Ran (And Everyone!),
What are your thoughts on this passage? Would agree with the passage?
The issue I think is still, well past the Industrial Age, bosses are still not paying attention to employees; not seeing things from there perspective; still saying in the mom/dad tone "because i am the boss"; saying that they are listening yet never looking up; and so on.
I could ask numerous questions as a follow-up, but i'll choose one.
What does an employee do who works for a boss like this- the constant command & control approach (other than lumping it)?
I think too often, as i stated in the web discussion, trainings and books talk about how the boss will change and become everyone's favorite just because the employee engaged him/her in a constructive,
positive manner using such tools as, but limited to, summarizing, validating, acknowledging the emotions and feelings, reframing, and using empathy.
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Ran,
Good point. However, I still think as a leader, one must ultimately make the choice of what to do and unltimately give out directions and possible orders.
It is being open and mindful to options which I think makes a leader effective compared to the 'my way or else' mentality yet still I think collaborative input does not equate to equal say (nor am I saying you are saying that!).
Ran Kuttner said:I find this quote rather conservative, is the sense that it is still about how I make others execute what I have in mind (either via control or via influence), while the themes I brought in my talk meant to present leadership that
goes beyond that, letting go of assuming that what they have, their knowledge and perception, is what necessarily needs to be executed. It is a shift from influencing to dialoging.
Any thoughts?
Jeff Thompson said:>
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