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Graduate Student/Supervisor Relationship

This document outlines key strategies for improving the relationship between graduate students and their supervisors. It discusses the continuum of conflict management processes, ranging from informal assistance to formal third-party interventions. Key barriers to effective communication, such as low confidence and lack of skills, are identified, along with methods to overcome them. The document also emphasizes the importance of planning discussions, assessing contexts, and developing strategies to navigate potential challenges, ultimately fostering better understanding and collaboration.

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Graduate Student/Supervisor Relationship

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  1. Graduate Student/Supervisor Relationship GSO/Faculty/Department MeetingDecember 13, 2011 Matt Erickson Director CMAHRO Fall 2009

  2. Continuum of Conflict Management Processes Informal 3rdparty assistance with... No assistance, direct communication Formal 3rd party assistance: no direct communication Relationship Process Substantive • Coaching • Training • Facilitation • Mediation • Advisory • mediation • Fact finding • Settlement • conferences • Negotiation • Meetings • Conversations • Conciliation • Coaching • Team • Building • Grievances • Arbitration • Investigation • Adjudication Informal: despite the intervention, the party retains control over, and input into, the final outcome. Formal: the party gives up control over, and has limited input into, the final outcome. Adapted from: Moore, Christopher et. al. Effective Mediation. Boulder: CDR Associates, 1989.

  3. Examples of Barriers That Can Impede Effective Early Resolution Attempts • Low confidence • Lack knowledge “how to …” • Lack requisite skills • Lack support … “I’m all alone” • Uncertainty • Carelessly framed problems and solutions CMAHRO Fall 2009

  4. The Workbook … • What is the issue [topic] that you want to discuss with your supervisor? • What are the key points that you want the supervisor to understand... • Set the appropriate context for the conversation CMAHRO Fall 2009

  5. The Workbook (cont’d) Assess potential barriers … • presence of cultural factors that might get in the way • assess previous attempts to have conversations: what got in the way? • are there things you’re doing that might be distracting your supervisors? • are negative emotions getting in the way? CMAHRO Fall 2009

  6. The Workbook (cont’d) • Develop strategies on how they can be overcome • Consider if there is any other support or resource they need • Prepare them to share impacts of behavioural concerns • Plan ahead for questions and options • Plan timing and setting CMAHRO Fall 2009

  7. identify opportunities assessment, strategies and process potential for negative outcome The Workshop reinforce the importance of early commitment CMAHRO Fall 2009

  8. Matt Erickson Director, CMAHRO 519-888-4567 x 33765 erickson@uwaterloo.ca

  9. Characteristics of a Damaged Relationship Presence of active negative filters contributing to misperception, pre-judgements Presence of high negative emotions Distrust is high • Effective communication is low • Questions that promote understanding diminish and are replaced by statements • The quality of listening diminishes Desire to understand another’s perspective is low

  10. SUCCESSFUL OUTCOME UNSUCCESSFUL influences P R O C E S S G O O D P O O R SUBSTANCE POS Positive Substance Good Process Positive Substance Poor Process Good Relationship Poor Relationship NEG Negative Substance Good Process Negative Substance Poor Process Good Relationship Poor Relationship G O O D CONCERNS EMERGING P O O R RELATIONSHIP

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