Conflict resolution for HDR supervisors: practical steps to negotiate solutions

1. Conflict resolution for HDR supervisors:practical steps to negotiate solutions Ganit Poleg-Spark 16 May 2015

2. Overview • Fred and Mary discussions • The concept of conflict in supervision • Constructive and destructive conflict • Preventing, managing and resolving conflicts • Communication and Difficult conversations –Working with a scenario • Practical steps for managing conflict – Summary

3. Supervision of Higher Degree by Research (HDR) Students Policy 1. PURPOSE To ensure that supervisors provide a role model to Higher Degree by Research (HDR) students that is positive and conducive to a research culture of excellence, integrity, professionalism and mutual respect. Values: Integrity, Respect, Courage, Excellence and Impact

4. Fred and Mary • Fred is the supervisor, Mary is the student • Fred group: chat about what is important to Fred as the supervisor • Mary group: chat about what is important to Mary as the student

5. Fred and Mary Discuss in your groups: • What makes a good supervisor? • What makes a high performing researcher/supervisee? • What are the inherent challenges in supervision relationship?

6. Why truly innovative science demands a leap into the unknown / Prof.Uri Alon, TED, 2013

7. Conflict • What is conflict? The tension created in the gap between parties’ perceptions, values, needs, interests or concerns

8. Conflict Escalation • Behaviour • Raised voices • Stop listening • Focus on blaming/shaming instead of resolving • Asserting power/Threatening • Defensiveness, not taking responsibility • Cutting off someone • Not dealing with the issue • Contempt • Insults, Ignoring, Dismissive (Glasl 1996)

9. Conflict • Conflict is destructive when it: • Diverts energy from more important issues and tasks • Deepens differences in values • Polarises groups so that cooperation is reduced • Destroys the morale of people and their wellbeing • Increase disengagement and harms motivation • Conflict is constructive when it: • Exposes issues of importance, resulting in issue clarification and better decision making • People learn more about each other • Increases intimacy • Increases individual involvement/ engagement • Stimulates creative and innovative thinking

10. The benefits and risks of conflict* The Goldilocks Principle “God keep me from a (supervision) that goes well” Lesser,1983 *Based on Yerkes-Dodson Law, 1908

11. Conflict: prevention What can we do to prevent conflict escalation? • Clarify and manage expectations and rules of engagement– see Guidelines for Establishing the Higher Degree by Research Supervisory Relationship • Normalise conflicts as natural part of human interaction and inherent part of supervision • Anticipate conflicts (including feedback) and agree on how they will be resolved • Create and maintain trust and safety

12. Gabbard states: “the thoughts, feelings and behaviours that a supervisee would be most likely to keep secret from a supervisor or consultant are the most important issues to discuss with that supervisor or consultant.” What could you as a supervisor do to increase trust and sense of safety?

13. Conflict Management Style* Assertiveness Cooperation *Thomas Kilman, 1975

14. The action- reaction cycle

15. Conflict: management Guiding principles of conflict management • Work to resolve conflicts early and at the lowest appropriate level • Communicate effectively • Focus on learning and understanding • Strive for negotiating acceptable resolutions together • Use the appropriate Conflict Management System as highlighted in Rule 10 + 11 • .

16. Conflict: listening “To truly listen is to risk being changed forever” Sakej Henderson. • Focus on the speaker. • Establish appropriate eye contact to show interest. • Control and eliminate distractions- Do not do anything else (writing, reading, email). • To be effective: Don’t assume you understood- use tentative language: “if I understand correctly this is what you are saying” • Ask open ended questions- What/How- “What do you mean by…?” or How do you suggest to deal with this issue?

17. Conflict: management Delivering your message: • Separate impact from intent. • Share your view and communicate your own needs and feelings – without blame • Be assertive, authentic, transparent • Use I – statements • I feel … (describe your feeling) when you …. (describe a behaviour) …because … (describe the effect). • Keep the focus on the problem. • Accept the responsibility for your own actions and contributions • To ensure your messages are clear, speak for yourself, not for others.

18. Conflict: resolution • Negotiate an accepted solution together: • Ask : What do you suggest? • Brainstorm on several possible solutions • Agree on the criteria to evaluate/ select the solution • Reach a clear commitment • Proceed to the next level/the next decision maker - CMS

19. Conflict: management • Lowest appropriate level • Associate DVC, Research Training • Pro Vice Chancellor • Head of Enrolling Area (Coordinator Graduate Research) * • Chair Thesis Committee • Supervisor • Complaints handling process at Curtin • Ombudsman • * Seeking the advice and services of the conflict resolution consultants is highly recommended.

20. Summary • Be clear about expectations, rules of engagement and boundaries • Create accepted norms and systems regarding communication and CM in supervision based on anticipated issues/conflicts • Encourage trust and safety • Talk about problems- they are normal part of the process- Earliest opportunity, lowest appropriate level • Be mindful of the outcome that you’re hoping for in a conversation and ask yourself - what you would like to learn? • Manage yourself and your emotions – Buy time if you are feeling defensive or angry • Demonstrate respect for the other person, particularly when you disagree • keep in mind that you are required to act in accordance with the Code of Conduct at all times, independent of how unreasonable the other person might be • Seek support

21. Resources • Conflict Resolution and Equity Services • eesjservices@curtin.edu.au 9266 7914 • Counselling Service • Human Resources Business Consultants • Colleagues