PROFESSIONAL RESPONSIBILITY

Professional responsibility is the area of legal practice that encompasses the duties of to
act:
-In a professional manner
-Obey the law
-Avoid conflicts of interest
-Put the interests of clients ahead of their own interests

Professional and social responsibility is broken down into four codes of ethics:
1. Responsibility (ownership of decisions and actions)

a. Make decision based on the best interest of the company, rather than your
best interest.
b. Only accept assignments you are qualified to complete.
c. Protect proprietary information.
d. Report unethical behavior and violation

2. Respect (the appropriate treatment of people and resources)

a. Maintain an attitude of mutual cooperation.

b. Respect cultural differences.
c. Engage in good faith negotiations.
d. Re direct in dealing with conflict.
e. Do not use your power or position to influence others for your own benefit.

3. Fairness (Being objective and making impartial decisions)

a. Act impartially without bribery
b. Continuously look for conflicts of interest and disclose them
c. Do not discriminate against others
d. Do not use your position for personal again

4. Honestly (understanding the truth and take action based on it)

a. Try to understand the truth
b. Be truthful in all communications and create an environment where others
tell the truth

TEAM MOTIVATION
(nine items that make motivate team)
1. Be generous with praise
-Praise every improvement that you see your team members make.
-Once you are comfortable delivering praise one-on-one to an employee, try
praising them in front of others
 2. Get rid of the managers
-Removing the team lead or supervisor and empowering your staff to work together as a
team rather than everyone reporting to one individual can do wonders.
- Allowing people to work together as a team, on an equal level with their co-workers,
will often produce better faster.
-People will come in early, stay late, and devote more of their energy to solving
problems.

3. Make your ideas theirs

-People hate being told what to do
-Ask in a way that will make them feel like they came up with the idea
-“I’d like you to do it this way” turns into “Do you think it’s a good idea if we do it
this way?”

4. Never criticize or correct

- No one wants to hear that they did something wrong.
- If you are looking for a demotivator, this is it.
- Try an indirect approach to get people to improve, learn from their mistakes,
and fix them
- Ask “was that the best way to approach the problem?”
- Have any ideas what you could have done differently
- Then you are having a conversation and talking through solutions, not
pointing a finger

5. Make everyone a leader

- Highlight your top performers’ strengths and let them know that because of
their excellence you want them to be the example for others
- You will set the bar high and they will be motivated to live up to their
reputation as a leader

6. Take an employee to lunch

-Surprise them
-Walk up to one of your employees, and invite them to lunch with you (once a
week)
-It is an easy way to remind them that you notice and appreciate their work.

7. Give recognition (small rewards)

-Give a shout out to someone in a company meeting for what she has
accomplished.
- Run contests or internal games and keep track of the results on a whiteboard
that everyone can see.
- Trying things like dinner, trophies, spa

8. Throw company parties

-Have a company picnic
-Organize birthday parties
-Hold a happy hour
 -Do not just wait until the holidays to do a company activity; organize events
throughout the year to remind your staff that you are all in it together.

9. Share the rewards (and the pain)

-When you company does well, celebrate
-This is the best time to let everyone know that you are thankful for his or her
hard work.
-If there are disappointments, shares those too.
-Be honest and transparent.

CONFLICT MANAGEMENT

 A conflict situation risks damaging the working climate and the organization as a
whole in the more or less short term.
 Persistent conflict situations become an important source of demobilization,
difficult to overcome if no action is taken

-Conflict management: the ability to anticipate, recognize and resolve conflicts

effectively.
-Communication is an essential tool to master in the process of managing disputes.
-Poorly managed conflict takes a lot of energy and time.
-It then becomes harmful to the organization.

a. Interpersonal conflict
-Interpersonal conflict as a conflict between two people, whatever their level and
hierarchical difference
-This conflict is not strictly professional, but is more linked to an incompatibility
of character between two or even several people.

b. Intrapersonal conflict
-Situation in which an individual is in conflict with himself
-Generally, this type of conflict assumes that the individual is in the presence of a
certain incompatibility of goals
-Or a lack of harmony in itself
-This type of conflict also occurs when an individual has to decide, within a
company

c. Intra-group conflict
-Relational tensions between colleagues in the same department
-The is a disagreement affects several people in the same group rather than two
isolated individuals
-It can sometimes organize itself in a more structural way and oppose recognized
social institutions, such as the ideological conflict between the Union and the
Employers
d. Vertical conflict
-Conflict between individuals or groups of different hierarchical levels
-It may also be a vertical conflict arises as a result of poor communication or a
certain incompatibility of goals, values and beliefs between people from different
hierarchical levels

e. Horizontal conflict
-Horizontal conflict, one of the most frequent workplace is involved in
which employees or groups of the same hierarchical level
-For example, a disagreement about how to perform the work, their roles in the
work team or as to the nature of the collaboration they must maintain

Conflict with consulting and managers

-Consultants are highly skilled, and they only have a power of recommendation, but
they don’t have power of decision.

Psychological Harassment
-A particular type of workplace conflict is psychological harassment.
-The Committee on Labor Standards in Quebec says the bullying:
"A vexatious conduct occurring or unwanted conduct, verbal comments, actions
or gestures repeated, and hostile or unwanted, that affects an employee's
dignity or psychological integrity of the employee and that results for this a
harmful work environment. "

1. Speak in someone's back

2. Laughing in the back of someone
3. Watching someone through
4. Belittle someone in his absence
5. Sulk someone
6. Disregard of ideas from one person
7. Blaming someone in front of others

(more examples on slide 20)

Resolve conflict

-You can't win a conflict at work, and setting outcome.

-Better resolving than winning a conflict.
-Since the underlying issue has not been solved, it will simply
reappear later
-Unresolved conflicts make people unhappy and can result
in break-down in communications, inefficient teams, stress, and low productivity
12 hints to resolve conflict
1. Realize that some conflicts are inevitable at work

-Whenever people are committed, conflict and disagreement are bound

to happen.
-This does not mean you have to create trouble just for the heck of it, but it
does mean that when conflict happens it’s not the end of the world.
-Conflicts mean that people care enough to disagree strongly
-The trick is not to allow the conflict to go on forever

2. Handle conflicts sooner rather than later

-Resolve a conflict when it starts, as it only gets worse with time.

-Conflicts at work arise not from something that was said, but from something
that wasn’t said!
-Everyone’s waiting for the other to admit he’s wrong

3. Ask nicely

-If somebody has done something that made you angry, simply asking about it
can make a world of difference.
-Sometimes there’s good reason why that person does what he or she does.
-Make your inquiry like:
“Say, I was wondering why you did ‘X’ yesterday” or “I’ve noticed that you
often do ‘Y’. Why is that?”

4. Invite the other person to actual talk about the situation

-A hurried conversation at your desk between emails and phone calls won’t
solve anything.
-You need an undisturbed location and time to address the issue.

5. Observe

-Identify what you see in neutral.

-What is actually happening?
-When and how is it happening?
-What is the other person doing?
You can say: “I’ve noticed that you’re always criticizing me at our meetings
because that’s a verifiable fact

6. Apologize

-Apologize for your part in the conflict.

-Usually everyone involved has done something to create and sustain the
conflict.
 -Remember: You’re not accepting the entire blame, you’re taking
responsibility for your contribution to the situation

7. Appreciate

-Tell them why it’s worth it to you to solve the conflict

-This can be difficult as few people find it easy to appreciate a person they
disagree strongly

8. Identify the consequences

-Outlining the consequences of the conflict shows why it’s necessary to resolve
it
-It also helps participants to look beyond themselves and see the conflict
"from the outside."

9. Define an objective

-It’s essential to set a goal so both parties know the outcome

-What would be a good outcome?
-That makes reaching the outcome a lot more likely

10. Request/suggest

-Ask for specific actions that can be implemented now.

-For example: "I suggest that we introduce a new rule:
At meetings when one of us suggest something and the other person
disagrees, we start by saying what’s good about the idea and then how it
could be better.
-Also, if we start to attack each other as we have before, I suggest we both
excuse ourselves from the meeting and talk about it in private instead of in
front of the entire team

11. Get mediation

-Some conflicts cannot be solved by the participants alone, and mediators can
help.
-Mediation involves a neutral third party who has been trained in mediation
principles, who is experienced in mediation, and who is trusted by the people
involved in the conflict.

12. Consult a lawyer

-Some conflicts involve disagreement about what is legal, or whether to follow

the law
Generic strategies

-There are six general techniques for resolving conflict.

-As each one has its place and use, these are not given in any particular order:

1. Avoiding

-Retreating from an actual or potential conflict situation

-Behavior characterized by the refusal to discuss a conflict
-When people adopt this behavior is that they prefer not to engage, even if they
know that their attitude does not solve the problem

2. Accommodating

-Emphasizing areas of agreement rather than areas of difference

3. Compromising

-Searching for solutions that bring some degree of satisfaction to all parties
-When individuals in conflict adopt an attitude of compromise, they generally
agree to make shared sacrifices
-This strategy allows for each part, partially achieve their goals

4. Forcing

-Pushing one’s viewpoint at the others

-Offers only win-lose solutions.

5. Collaborating

-Incorporating multiple viewpoints and insights from differing perspectives

-Leads to consensus and commitment

6. Problem solving

-Treating conflict as a problem to be solved by examining alternatives

-Attitude and open dialogue
-This type of reaction may be justified in times of crisis.
-For example, when the U.S. government made a "shutdown" of the government,
following a disagreement

Specific strategies

1. Arbitration
-He / She has power.
-The referee has little power to intervene in the process of conflict resolution and
its role is also to hear the grievances of both parties.
 -In against part, it has the ability to impose a settlement that generally promote
the position of a party over the other.

2. Mediation
-NO Power.
-He will try to bring those involved to express their problems and seek a
consensual agreement

3. Negotiation

-Negotiation is the way to reduce the traditionally collective labor disputes

-This process is one that allows the parties to find a mutually acceptable
agreement disputes and to establish the rules of organizational

4. Ombudsman

-Un official speaker whose task is to resolve conflicts involving members of

the organization
-His position is at the crossroads of the arbitrator and mediator

(Ombudsman: in the Scandinavian countries, he is the independent

person responsible for defending the rights of individuals)

Conflict steps

 Release

-The trigger of the conflict

-It will be possible trigger for an external actor to observe first scene of
conflict

 Expression

-In the expression phase of the conflict, people applied verbalize their
discontent with their colleagues and possibly their supervisors.
-During this stage, the conflict usually earns little intensity

 Consolidation

-The consolidation of the conflict is a happily optional step

 Denouement

-Although sometimes believe that they will never end, conflicts are rarely
perennial
Leadership
 The power
o Permission of a person’s hierarchical position within a company
o Allows that person to influence others
o When employee agrees to work in the business, he knows his work will be
supervised by a political submitted to an authority
o REWARD: power permits an individual to deliver rewards to employees that have
done their job
o REPRESSION: Power allows people in power to penalize employees
 Employer can refuse a promotion to an employee
 Even go as far as layoff him due to lack of professionalism on the part of
the employee
 Power of expert, reference, information
o Power of Experts:
 Characteristics of a person who through long experience acquired
technical or scientific expertise
 Consequence of unusual administrative process
 These people having regard to their knowledge or experience, have the
ability to shape the behavior of others.
o Power of Reference:
 Type of power given to a person who leads others to want to emulate
them. Artist or celebrity.
 People holding this power can make people change their dress, way of
expressing themselves or behave.
 People who have charisma or even celebrities, they can influence the
behavior of people because they are idealized.
o Power of information:
 Power refers to the ability of an individual to access accurate and
privileged information
 For example, the secretary who tales calls for its director can prevent a
candidate for a job position.
 Credibility
o Competency is good but credibility is better.
 Being credible is:
 Be rigorous
 Gain their trust
 Have eloquent body language
 Make yourself respected
 Be available
 Listen actively carefully
 Stay calm
 Be brave
 Credibility is acquired over time, but can be lost quickly
  Leadership style
o Autocratic
 Doing what manager wants. (Top-down approach)
o Bureaucratic
 Following the procedure exactly
o Consultative-Autocratic
 Manager consult, but he decides himself
o Analytical
 Taking decisions according manager technical competency
o Consultative
 Manager consults with team members (Bottom-Up approach)
o Delegating
 Giving authority to others (when objective is defined)
o Charismatic
 Manager encourages the team to success.
 Manager works with team to set a good impression to them
o Coaching
 Helping others to achieve their goals
o Participative
 Group take the decision together
o Laissez-faire
 Let him do
 Allowing to do (when team members are high skilled)

Expertise for a manager

 Why management?
o Customers are increasingly demanding
o Globalization
o The global mega-group competition
o Rapid development of developing countries
 Advantages of GOOD MANAGEMENT
o Decrease costs
o Increase profit marins
o Improve productivity
o Reduce the time to complete the work
o Improve customers relations
o Improves worker morale and reduce the stress of unplanned work
o Better control of resources (human, material and financial)

 FIVE knowledges
 Knowledge of domain
 o Technical elements such as software development,
engineering
o Types of industries such as financial services or chemical
 Knowledge of regulations, standards
o Set of standards and accepted practices
o Specialized areas as public, private
 Understanding of the environment
o Economic, social and environmental
 You need to understand the economic,
demographic, educational, ethical, ethnic, religious
aspects
o Environment and international politics
 National, regional and local international laws
applicable, and the political climate. We must also
consider the time difference, holidays.
o Physical Environment
 You need to have knowledge about the local
ecology and physical geography
 General management skills
o Decision making
o Analysis of alternatives
o Problem identification
o Problem solving
o Conflict management
o Negotiation
o Planning
o Overcome resistance to change
o Organizational structures
o Personnel administration
o Motivation to achievement high levels of performance
 Interpersonal skills
o All psychosocial skills, social skills, relational skills including
focused listening, cooperation.
o Effective communication, manely the control of
information exchange
o The influence on the organization, somehow the ability to
“get things done”

 TRIPLE CONSTRAINT
 Scope: what is the content of the work to do
 Time: How long it will take to complete the work
 Cost: How much does it cot you to do the work
o The quality of the work depends on the good balance
between these factors