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The Workplace as a Battleground for Climate Action: Initiatives That Are Making a Difference

By
Experts Desk
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0

In recent years, the corporate world has witnessed an ever-growing emphasis on sustainability and climate action. It’s becoming abundantly clear that businesses have a crucial role to play in the fight against climate change. New York-based companies, in particular, have started to embrace environmental responsibility not just as a moral imperative but as a strategic business move. The Work Times, as a beacon of information for the workforce, takes a leaf from the comprehensive and insightful approach of The New York Times to unfold how workplaces are transforming into arenas of ecological innovation.

In the heart of New York, the skyline is subtly changing. Beyond the architectural marvels, a quieter revolution is taking place. Workplaces are morphing into hubs of environmental activism, where every square foot can contribute to a greener future. From adopting renewable energy sources to waste reduction programs, these initiatives are not just lowering carbon footprints; they’re redesigning corporate culture.

Take, for example, the commitment to renewable energy adoption. Giants in the financial sector have started to invest heavily in powering their operations with solar and wind energy. This transition not only reduces their dependence on fossil fuels but also leads to long-term financial savings and energy security. It’s a win-win that other industries are quickly trying to emulate.

Waste reduction practices are another area where New York-based companies shine. Offices are cutting down on single-use plastics, implementing comprehensive recycling programs, and even going paperless to save resources and reduce emissions. Some have taken it a step further by composting organic waste and partnering with local farms, creating a circular economy that benefits both urban and rural communities.

Green infrastructure is a trend that’s been picking up steam as well. Green roofs, efficient heating, and cooling systems, and smart building designs are making workplaces healthier and more sustainable. These spaces don’t just save energy; they also improve the well-being of employees, leading to greater productivity and job satisfaction.

But how effective are these initiatives? Research and case studies from these pioneering companies show a significant reduction in their environmental impact. However, the true measure of effectiveness is how these practices ripple out into the wider community. As more businesses adopt similar strategies, the cumulative effect has the potential to lead to a societal shift towards sustainability.

What’s more, these environmental initiatives are proving to be economically advantageous. Companies are discovering that sustainability and profitability can go hand-in-hand. Investments in eco-friendly technologies and practices often lead to long-term cost savings, enhanced brand reputation, and alignment with consumer values—factors that are increasingly driving competitive advantage.

The narrative is clear: the workplaces of New York are not just places of commerce but battlegrounds for climate action. As The Work Times delves into this transformative journey, it encourages readers to contemplate the role that each of us has to play in this collective effort. It’s no longer a question of if businesses should contribute to the fight against climate change but how swiftly and innovatively they can do it.

In conclusion, these workplace climate initiatives are more than just corporate responsibility—they represent a fundamental shift in how businesses operate and perceive their role in the world. It is an evolving story of challenge and opportunity, of profitability and ethical stewardship. As we continue to witness this evolution, The Work Times remains committed to bringing you the stories of change-makers who are redefining what it means to work in the era of climate consciousness.

The Future of Automation: Opportunity or Obstacle for the Workforce?

By
Experts Desk
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0

In the city that never sleeps, the forces of innovation and technology continue to reshape the contours of employment and industry. New York, a bustling hub for finance, technology, healthcare, and media, is at the forefront of the automation revolution—a transformation that brings both boundless opportunity and significant challenge to the workforce.

The era of automation and artificial intelligence (AI) is upon us, altering the landscape of work in ways that are as promising as they are concerning. Automation is heralded for its ability to boost efficiency and productivity, create new markets and opportunities, and even perform tasks beyond human capability. Yet, there’s a palpable fear that robots and algorithms will not only supplement but supplant human roles, leading to unemployment and social disruption.

**Short-term Impacts on New York’s Major Sectors**

In the short term, New York’s finance sector feels the dual impact of automation. AI algorithms are capable of executing trades faster and more efficiently than any human. While this enhances performance, it also leads to a reduced need for traditional traders, prompting a shift in job descriptions towards roles that manage and interpret AI outcomes.

The healthcare sector sees a similar push and pull. Robotic surgery and diagnostic tools improve patient outcomes and increase hospital efficiency, but also necessitate a workforce skilled in technology management rather than just bedside care. Meanwhile, in media, content creation sees an infusion of AI assistance, but at what cost to journalistic integrity and the human touch?

**Long-term Impacts and the Evolution of Work**

Looking ahead, the implications grow more complex. As automation seeps into every crevice of industry, the nature of work will evolve. The demand for manual and routine cognitive tasks is likely to decline, and in their place, jobs requiring complex problem-solving, creativity, and emotional intelligence may flourish.

For New Yorkers, this means a shift towards lifelong learning and adaptability. Workers will need to embrace upskilling and reskilling, while companies must facilitate this transition, investing in their employees’ education and offering pathways to new careers within the evolving landscape.

**Preparing for Change**

Businesses can prepare by fostering a culture of continuous learning and by deploying automation in a way that complements human workers, rather than replaces them. Job design should be revisited to ensure that automation serves to enhance employee abilities rather than making them redundant.

**Policymaking for a Smooth Transition**

Government policies could play a pivotal role in cushioning the impact of the automation wave. Policymakers might consider incentives for companies that invest in worker training, support for displaced workers through enhanced unemployment benefits, and initiatives that encourage the creation of new job categories.

Moreover, there may be a need for a more radical policy intervention, such as universal basic income, to ensure economic stability in the face of widespread automation. Another avenue could be tax policies that favor human labor, or conversely, taxes on robots that replace humans.

The truth is, automation presents both an opportunity and an obstacle. New York, with its diverse economy and innovative spirit, has the potential to lead the way in navigating this dichotomy. By fostering a forward-looking, inclusive approach to workforce development and by embracing the inevitability of change, the city can set a global precedent for harmonizing technological advancement with human prosperity.

In conclusion, the question is not whether automation is an opportunity or an obstacle—it is undeniably both. The challenge for New York, and cities like it, is to leverage the opportunities while surmounting the obstacles. Businesses, workers, and policymakers alike must collaborate to ensure that the future of work is one defined by both technological excellence and enduring human value.

The Remote Work Revolution: Empowering or Isolating New York’s Workforce?

By
Experts Desk
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0

As the skyline of New York stands as an unwavering symbol of bustling industry and economic might, beneath it, a quiet revolution murmurs, reshaping the very fabric of its workforce. The age-old routine of the 9-to-5 grind within the confines of high-rise office buildings is undergone a seismic shift towards the embrace of remote work—a concept that has soared from a rare privilege to a widespread norm.

At the heart of this transformation lies a complex narrative, one that addresses the liberation from traditional office spaces and the potential for feelings of isolation that can emerge in their absence. The New York Times demographic, which encompasses a diverse spectrum of professionals, is now navigating a new reality where the empowerment of flexible working hours contends with the absence of office camaraderie.

### The Empowerment of Flexibility
For many within New York’s workforce, the remote work model has unlocked a level of flexibility that was once a mere daydream. Parents can now manage childcare more effectively, spending less time on commuting and more on their families. Meanwhile, ‘night owls’ and ‘early birds’ alike can tailor their schedules to when they feel most productive, no longer bound by the conventional workday.

The reduction in commuting times has not only granted employees the gift of time but also significantly decreased the stress associated with rush-hour traffic and crowded subways. This newfound autonomy is empowering workers to blend their professional and personal lives in a way that feels more natural and less forced.

### The Specter of Isolation
However, amidst these liberating benefits, a shadow looms. The lack of physical office space has led to feelings of isolation for some employees. Human beings are inherently social creatures, and the daily interactions that occur in an office—be they work-related or a simple exchange of pleasantries—play a vital role in our mental well-being.

For the New York Times readership, individuals accustomed to the energy and networking opportunities that come with city life, the transition can be particularly jarring. Without the organic socialization offered by an office setting, remote workers may find themselves longing for the interpersonal connections that once punctuated their days.

### Forging a Virtual Community
In response to this dichotomy, savvy companies in New York are deploying innovative strategies to cultivate a sense of community and support amongst their remote employees. Virtual coffee breaks, online team-building exercises, and digital ‘water coolers’ serve as communal touchpoints that help maintain the social fabric of a workforce.

These initiatives are crucial for fostering an inclusive culture that bridges the gap between empowerment and isolation. Company-wide rituals, such as celebrating work anniversaries and milestones virtually, can also help emulate the office environment’s community spirit.

### Towards a Sustainable Model
As organizations continue to refine their remote work policies, the focus must remain on creating a sustainable and inclusive model. Ensuring that communication channels remain open, providing mental health support, and fostering a culture of inclusivity are all essential components of this endeavor.

Ultimately, the goal is to strike a harmonious balance where the flexibility and autonomy of remote work are complemented by a vibrant virtual culture that champions connectivity and collaboration. In doing so, New York’s workforce can harness the full potential of the remote work revolution—remaining a powerhouse of industry and innovation, irrespective of the physical workspace.

The remote work revolution in New York presents a tapestry of contrasts—empowering yet isolating, liberating yet challenging. As the city adapts to this new work paradigm, the resilience and adaptability that New Yorkers are known for will undoubtedly shape a future where work is not a place you go, but a thing you do—anywhere, anytime, and in harmony with the rhythm of life.

The Silent Crisis: Addressing Workplace Burnout in High-Pressure Environments

By
Experts Desk
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0

In the bustling metropolis of New York, where the skyline is perpetually punctured by the endeavors of the ambitious, workplace burnout is not just a buzzword; it’s an insidious reality for many professionals. Acknowledged as a significant occupational phenomenon by the World Health Organization, burnout has been brewing beneath the surface of high-pressure environments, often going unnoticed until it reaches a breaking point. At The Work Times, we delve deeply into the core of this issue, examining not only its effects but also initiating a call to action for redefining workplace wellbeing.

Root Causes of Burnout
Understanding burnout requires us to look beyond the copious amounts of coffee and the proverbial rat race. It’s about recognizing the subtle yet profound ways in which our work culture has molded us into perpetual motion machines. Extended working hours, unmanageable workloads, and the erosion of the boundary between professional and personal life all contribute to the spread of burnout. The desire to excel, when coupled with a fear of job insecurity, can turn workplaces into pressure cookers with employees as the collateral damage.

Signs to Watch For
Burnout manifests in exhaustion, cynicism, and a sense of inefficacy. Employees might find themselves disengaged, their performance dwindling, and their zeal for work contaminated by a persistent sense of fatigue. These symptoms are not always overt and can gradually build up over time, making it imperative for managers and peers to stay vigilant and support one another.

The Impact on Individuals and Organizations
The repercussions of burnout extend beyond the individual. It undermines team morale, stokes turnover rates, and begets a decline in productivity. When burnout is left unchecked, organizations stand to lose not only their human capital but also their competitive edge. It is a silent thief of innovation and motivation.

The Role of Leadership
Leadership is the cornerstone of burnout prevention. It is incumbent upon those at the helm to foster an environment that prioritizes employee wellness. This includes setting realistic expectations, recognizing and rewarding efforts, ensuring a fair distribution of workload, and embodying the work-life balance they wish to promote.

Policies for Sustainable Work-Life Balance
Companies must reimagine their policies to safeguard their employees’ mental health. Flex-time, remote working arrangements, mandatory time-off, and wellness programs can serve as buffers against burnout. Importantly, these policies should not be mere formalities but living, breathing elements of a company’s culture, championed by leadership and ingrained in day-to-day practices.

Innovative Solutions
Businesses can adopt a variety of innovative strategies to mitigate burnout. These might include introducing ‘no meeting’ days, setting ’email-free’ time slots, providing mental health days, and facilitating access to counseling services. Additionally, creating a culture that values open dialogue about mental health can destigmatize burnout and encourage employees to seek help without fear of reprisal.

In Conclusion
As we strive to keep up with the relentless pace of city life and the demanding nature of our work, we must not lose sight of the human element. It’s time we take a stand against the silent crisis of workplace burnout. Together, through insightful leadership, thoughtful policy, and a community-based approach to wellbeing, we can chart a new course towards a more mindful, productive, and balanced professional landscape. Let’s start the conversation and spark a movement that resonates across the high-rise offices and beyond.

#BurnoutAwareness #WorkplaceWellbeing #LeadershipMatters #HealthyWorkLife #TheWorkTimes

Redefining Work-Life Balance in the Post-Pandemic World: Strategies for Sustainable Success

By
Experts Desk
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0

The global pandemic has left an indelible mark on the world of work and, by extension, on workers themselves. As we navigate this post-pandemic landscape, the concept of work-life balance has emerged as a crucial, yet elusive, goal for many professionals. Once a clear-cut line, the boundary between personal life and work has been blurred—almost erased—in the forced march towards remote work. But what lessons have we learned and how can we apply them to redefine a better balance in our lives?

In this age of endless Zoom calls, 24/7 email notifications, and the newfound ‘home office,’ employees and employers alike are struggling to find equilibrium. It’s time we collectively pause and reset our understanding of work-life balance, building frameworks that not only prevent burnout but actively promote well-being and productivity.

For employers, this means adopting flexible schedules that recognize the diversity of employees’ circumstances. A one-size-fits-all approach to scheduling is both archaic and ineffectual in today’s varied working environments. Employers should encourage employees to design work schedules that accommodate their personal responsibilities, be it childcare, education, or mental health breaks. This flexibility can increase job satisfaction, reduce stress, and ultimately lead to a more engaged and productive workforce.

Nonetheless, flexibility alone isn’t the panacea for the work-life conundrum. Employers must also set clear expectations around availability and responsiveness. The ground rules for communication outside of standard working hours need to be reestablished, guarding against the assumption that remote work equals constant accessibility. A culture that respects personal time not only fosters better work-life balance but also sets a precedent for organizational trust and respect.

Company policies should also support continuous professional development and encourage ‘unplugging’ without repercussions. By offering initiatives such as wellness programs, mental health days, and opportunities for remote or hybrid work, companies can demonstrate a genuine investment in their employees’ holistic well-being.

On the other side of the equation, employees have a role to play in redefining their work-life balance. It’s essential to establish personal boundaries, designating specific times for work and rest, and creating physical delineations between workspaces and living spaces where possible. Self-management techniques like time-blocking and prioritization can help ensure that not every moment of the day is spent in service of job-related tasks.

Moreover, workers should take full advantage of the benefits and programs offered by their employers. From attending therapy sessions to engaging in mindfulness and exercise routines sponsored by their workplace, employees can and should be proactive in managing their well-being.

In this collective journey towards a redefined work-life balance, technology also plays a significant role. Tools that support collaboration, time management, and boundary-setting can be invaluable allies—if used judently. At the same time, organizations must guard against the digital encroachment of work into personal time, ensuring that technology serves to liberate rather than constrain.

In conclusion, the post-pandemic world offers us a unique opportunity to reshape our work-life paradigms. Employers and employees alike must engage in open dialogue, set realistic boundaries, and develop comprehensive policies that underscore a shared commitment to well-being and productivity. By doing so, we can turn the lessons of the pandemic into a blueprint for a healthier, happier, and more sustainable working future.

The Rise of the Gig Economy: Empowerment or Exploitation in the New York Workforce?

By
Experts Desk
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0

In the heart of one of the world’s most dynamic cities, New York’s workforce is experiencing a quiet revolution, one gig at a time. The gig economy has seeped into the city’s vibrant streets, offering a new model of work that promises freedom yet, for some, delivers precarity. This dual-edged sword is redefining the essence of work and worker rights in the very city that never sleeps.

The gig economy, also known as the freelance or shared economy, allows individuals to offer their skills or services on a temporary, flexible basis, typically through digital platforms. It’s a sector that has grown rapidly within New York. From Uber drivers navigating the intricate maze of Manhattan’s traffic to graphic designers working remotely from cozy Brooklyn coffee shops, gig work is becoming increasingly commonplace.

Proponents of the gig economy argue that it provides unparalleled flexibility and independence. Workers can choose when, where, and how much they work. This autonomy can be empowering, particularly for those who value a work-life balance or have other commitments, such as child care or education.

But this freedom comes at a cost. The flip side of flexibility is often instability. Many gig workers in New York find themselves grappling with the absence of traditional job security, predictable income, and employee benefits like health insurance, paid leave, and retirement plans. The burden of taxes, often a surprise for new gig workers, can also be daunting without the cushion of corporate accounting departments.

Real-life stories of New Yorkers in the gig economy paint a picture of this duality:

– Michael, an IT consultant, loves the ability to work with multiple clients and the control he has over his time. Yet, he admits that the pressure of constant self-promotion and the hunt for the next gig can be exhausting.
– Sofia, a part-time ride-sharing driver, appreciates the extra income while she studies for her master’s degree, but she’s acutely aware that her lack of job security and benefits leaves her vulnerable.
– Rachel, a freelance writer, thrives on the creativity and varied projects that her work brings, but the instability of her income has made it nearly impossible for her to plan for her financial future.

As the gig economy balloons, it raises critical questions about the future of workers’ rights. What measures can be implemented to protect gig workers while still fostering the innovation that this economy brings?

Proposed solutions vary widely, from the establishment of benefits exchanges, where gig workers can access affordable health insurance and retirement plans, to the development of portable benefit systems that follow workers from gig to gig. There’s also a push for policy reform that would recognize the unique needs of gig workers, ensuring they have a safety net similar to traditional employees.

New York is at the forefront of the gig economy, and its response could set a precedent for the rest of the world. The challenge is finding a balance — one that supports the agility and opportunity of gig work while ensuring the basic protections and securities that have been the backbone of the traditional workforce. Only then can we truly determine if the gig economy is a source of empowerment or exploitation for New York’s workers.

How to Spot Fraudulent Online Freelance Writing Jobs on Popular Sites Like Craigslist

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WorkDesk
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If you’re new to freelance writing, not only can it be difficult to tell a legitimate job from a scam, it can be downright impossible. This is because online freelance writing jobs scams are evolving. Like all criminals, the scumbags behind them evolve as more and more people become hip to their methods. So, how can you protect yourself? How can you avoid being taken advantage of? Following are three ways to do so.

1. Look for Contact Information: Not only should you look for it, but try contacting the company via the methods they provide.

While many companies post anonymously on sites like Craigslist to avoid being bombarded by job seekers, sometimes a legitimate company will get back to you to at least acknowledge receipt of your materials if you apply.

Scam companies, on the other hand, may contact you with “offers,” eg, sign up for our membership site for only $2.95/month; subscribe to get job leads delivered directly to your inbox for only $1.95/month. Once they have access to your account, they’ll usually debit your account for anywhere from $40 to $97 per month or more – every month.

2. Look for Details: Speaking of presenting materials, scam companies operate at both ends of the spectrum – either they’ll ask you for specific things up front, or they’ll ask you for very little. It all depends on what their scam is.

Some want free content, so they may request “original” writing samples; others want money, so they’ll just ask you to send in specific (sparse) info so they can get your contact info and spam you later with their fraudulent offers.

3. Bulk Content Requests: If a company contacts you with a large content order, and won’t pay a certain percentage up front, they’re probably a scam. Their game is to get free content.

I’m an SEO writer. One day, I received an email from a company wanting 40 articles. I don’t remember what it was on. They provided me with a keyword list and asked when I could complete the order. I said within 3 days and that we require a 50 percent deposit to get started. They balked; I walked.

Many times, companies will say that they’ll pay you after you’ve completed a certain number of articles. Only, you never hear from them after you’ve delivered the initial content.

There are more ways to spot online freelance writing jobs scams, eg, if they ask for money for job leads, or if they ask you to submit “original samples” for no pay, etc. Just do your due diligence and if it doesn’t sit right with you – for whatever reason – go with that. Don’t talk yourself into something. Your subconscious is at work here. Listen to it.

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Source by Yuwanda Black

Harmful Bugs To Development: Poor Attitudes Towards Work

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WorkDesk
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An age-long setback to societal, national and global development has been poor work ethics exhibited by employees at workplaces. These workers who are the blood of every industry or institution are accountable for the achievement and/or progression of the set goals of the company which eventually leads to the attainment of national development. Any lackadaisical attitude on their part would ultimately affect the development of the nation. This article pinpoints the poor work ethics that are the contributing factors to the redundancy at workplaces and offers suggestions on how they can be addressed.

Lateness to work has been identified as one of the major unethical attitudes of the workers. The majority of them report an hour or two after the time they are set to report to work. Upon their arrival, they walk carefree into the offices of co-workers blowing the horn of their presence. This eats into the time allotted for work. This situation has to be censored by these workers by their supervisors who must intensify their supervisory and monitoring duties.

Supervisors at the various workplaces must issue written queries to perpetual latecomers after several verbal warnings. This would put these workers on their toes to report early to increase their individual productivity in the institution of work. Institutions that can afford electronic identification devices like face, thumb, and voice recognition devices must place them at the entrances of their institutions to capture the actual reporting times of employees. Occasionally, punishment instituted must be administered to monitor lateness. Institutions that do not have the financial strength to purchase these devices can effectively utilize the time book under the surveillance of the superior supervisor.

Another poor work ethic demonstrated by most workers is going for long overdue afternoon breaks that suck working hours. This usually can even escape the vigil eye of the most hardworking employee. If not unchecked, it could lessen output of productivity. Supervisors must still be stern in monitoring the reporting times of employees. Frequent culprits must be issued with either oral and/or written queries to prevent them from this unethical attitude.

Moreover, some workers excessively and needlessly complain of their remuneration so much such that it dwindle their fervor for the work. As a result, a greater part of productivity is lost. Workers must be content with their salaries that they have agreed before taking up the employment offer. Employees must always remember that bountiful produce results in salary increment in most situations with its allied monetary allowances. Employers must be firm with such employees and warn them against such attitude if it results in a reduction in output. They must advise such persistent complainants to forfeit the job and take on workers who are willing to accept the salary to be paid. However, employers must occasionally institute monetary incentives as forms of motivation to reward and maintain hardworking employees.

More importantly, employees must be people with integrity, serving wholeheartedly at their various workplaces since they were employed to offer such services. Employers and supervisors must beef up their supervisory roles to heighten societal, national and global development.

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Source by Dickson Adom

Five Steps to Manage & Resolve Conflict in the Workplace

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WorkDesk
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Conflict is a word that causes many of us a great degree of discomfort, anger, frustration, sadness, and even pain. Conflict is no stranger to any of us. We experience it all the time in our daily lives – with our families, friends and increasingly so in our professional lives. It is a regular aspect of life.

Today we live in a flat world as one big global village. There is an increase in workforce diversity whereby organizations have teams comprised of employees from different geographic locations, diverse cultural and cognitive backgrounds with various outlooks. In the workplace where individuals have different perspectives on the same issues, sooner or later, there are bound to be disagreements sooner or later.

Conflict can happen when different views or opinions come to light. When conflict can be seen as nothing more than different points of views, it sets the stage for possible positive outcomes for the issue at hand.

The idea is not to try to prevent disagreements, instead to resolve and manage conflicts effectively. When individuals or teams can use appropriate resolution tools and skills to address an issue, they can keep their differences from escalating into problems.

Establishing some type of conflict management process within an organization is far better than allowing avoidance, denial, passive-aggressive indirectness, or plotting how to occur amongst the employees. In the conflict resolution process, individuals and teams can explore and understand their differences and use the information to interact more positively and productively.

Below are five basic steps to follow in resolving a conflict.

1. Identify a safe place and time to talk

To allow for a constructive conversation, individuals generally need to feel that they are in a ‘safe place’ – one that will enable them to take the risk involved for honest communication about the issues at hand.

This means finding a private and neutral room, a location that isn’t the office of one person or the other. For conversations that start in a more public place, it is helpful if the two persons can move to a more private area within the room.

Ensure the amount of time for a meeting is acceptable and appropriate for all parties. Complex disagreements can not be resolved in fifteen minutes or less. If time is limited, determine the criteria for the discussion and then fix a time and date for immediate follow up.

2. Clarify individual perceptions involved in the conflict

Each party involved in the conflict must have an opportunity to express his or her perception or understanding of the conflict. An issue can’t be solved if you are unclear what the problem is about.

Start by sorting out the parts of the conflict. Get straight to the heart of the matter and avoid any unrelated issues, not about the conflict at hand. Discuss facts and remove the emotion from the situation. Identify problems clearly and concisely.

When undergoing this process, each person must recognize that everyone needs to be involved to being the most effective.

3. Practice taking an active and empathetic listening stance

To obtain a positive outcome in negotiating solutions to workplace conflict, it is vital that we resist the desire to force our ideas onto others and instead make a concerted effort to listen to what is being conveyed. If we can practice active listening, the likelihood that the other person’s ideas and thoughts (as well as our own) will be heard is greatly improved.

By advocating empathy, team members can identify the thoughts or feelings of the other person and have the capacity to understand the other person’s point of view. When teams take a listening stance in the negotiation process, they set the scene for the opportunity to share their concerns about the conflict.

4. Generate options with the vision of a win-win outcome

In conflict resolution, a win-win strategy is a conflict resolution process that aims to accommodate all parties and arises out of a sense of fairness. Explore and be creative in searching alternatives and the use of an external facilitator or mediator if you feel it would be beneficial to the group engaged in negotiations.

Begin by taking one issue at a time, starting with an issue that the parties agree is worthy of discussion. Generate several possible solutions to the problem by collectively “brainstorming” ideas. Write down the various ideas on a flip chart so that everyone can see them. Defer any judgments or evaluations at this stage until all ideas have been presented to the group.

Clarify the criteria that the individuals or team will be used for evaluating options. This ensures that everyone is on the same page, and with mutually acceptable criteria, promising solutions to problems become easier to formulate.

5. Develop an agreement that works for all

After the negotiation process and the team has reached an agreement regarding solutions to each problem, summarize the ideas and put them in writing. Restate them back to each other to ensure everyone agrees with both the intent of the solution and how it is to be carried out.

Seek clarification that everyone is satisfied with the outcome. If one party is not happy with the outcome but is not saying so, then there is a strong likelihood that the problem will arise again.

As the conversation comes to a close, leave the session with a commitment to implement the plans that you have just created.

It is important to note that there is a positive side to resolving conflicts successfully. As a result of issues being brought to the surface, individuals and teams gain benefits that they may not have otherwise achieved. Such benefits include:

Benefits of Conflict Resolution

1. An increased understanding of how to achieve one’s goals without undermining those of other people.

2. Increases in group cohesion as team members/co-workers develop a greater mutual respect for one another and renewed belief in their ability to work together.

3. Co-workers also benefit from improved self-knowledge. Disputes force individuals to take a closer look at their own goals and help them to realize what is important to them, and help them to focus on enhancing their effectiveness at work.

So next time an issue or concern arises at the workplace, don’t avoid it by acting like an ostrich with his head in the sand; employ your conflict resolution skills and face the issue head-on before it has a chance to escalate into a conflict requiring intervention.

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Source by P Lorraine Wigglesworth

Applying the 20-60-20 Rule to Leadership & Change Management

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WorkDesk
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Most of us have heard of the Pareto Principle known as the 80/20 rule that states roughly 80% of the effects come from 20% of the causes.

Examples include:

· 80% of sales come from 20% of the salespeople

· 80% of customer complaints come from 20% of the customers

· 80% of the work is done by 20% of employees

……. and so on. It has been amazing to see, over time, how accurate this has been when analyzing the activities of clients.

Another rule I’ve found to be accurate is a variation on the Pareto Principle and it’s just as powerful. It’s called the 20/60/20 rule. Its application to leadership, time management and generating results is priceless.

The 20/60/20 rule applies to people and relationships. This could be employees, customers, vendors, a church congregation, PTA……. even family and friends.

The rule states that approximately:

· 20% of the people will immediately be on board with whatever you are saying

· 20% of the people will immediately be opposed to whatever you are saying

· 60% of the people can be influenced one way or the other depending on future interactions

Let’s expand on each of these.

The Positive 20% – This group already has an understanding or a viewpoint that is in complete alignment with what you are saying. You don’t have to “sell” them! They already get it. This could be the customer who is ready to buy, the employee that agrees with the new vision or the family member who has wanted you to change jobs for a long time.

The Takeaway: Leave this group alone or else you might screw something犀利士
 up! Don’t over communicate with them or spend a lot of time influencing or persuading them……..they’ve already got it!

The Negative 20% – This group already decided before you even open your mouth that they are against it. Typical responses from this group are, “I’m too busy for this”, “it will never work”, “it doesn’t make any sense”, “this is a waste of time.”

No matter what you do, you will not be able to convince this group that whatever you’re doing is a good idea or that it’s a great product/service that they need to buy. Know anyone like this?? I bet you do and I bet they are in every relational group in your life: prospects, employees, neighborhood associations, family members and friends.

The Takeaway: Ironically, the takeaway here is the same as the positive 20%. Leave this group alone! All of your efforts in persuading this group will be for naught. The only outcome for you will be frustration and wasted effort. Wasted effort that could have been applied to the next group.

The Middle, Workable 60% – Here is where you can make a difference! The sixty percent in the middle can be influenced one way or another after the initial interaction. It will depend on further communications, the environment, and their own individual processing. Here is where you want to spend your time.

Identify this group and then spend the majority of your time with them finding out why they are “on the fence.” Create a safe environment where they can give honest answers to your questions without the fear of retribution. What do they like? dislike? How they would approach it? Incorporate their input so you can get their buy in. In most cases, people don’t expect all of their ideas to be incorporated. They just want to be heard and to know that leadership values their views and opinions.

The Takeaway: With focused attention and genuine interest in their input, you should be able to get the majority of the 60% to move over in the positive category.

Effective leadership, in any organization, involves knowing how to efficiently use your time to generate the best results. Applying the 20/60/20 rule is a great tool to determine where to spend that time and with “who” in order to generate the biggest impact to your organization.

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Source by Derrick Strand

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