Clever Geek Handbook
11 September 2025

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Recommendation

Social activist and media guru Deanna Zandt proclaims, “Don’t let your fear of social networks keep you from joining in the conversation.” She explains that the new ecosystem developing online needs everyone’s voice to be healthy. A diverse group, she believes, must engage online, sharing their stories, experiences and opinions. Zandt’s easy-to-understand, conversational style helps dispel some of the fear surrounding new technologies, as do the resources, tips and tactics she includes in the closing chapters. Zandt makes a good case for joining in, but leaves the details about how activists should use social media to others. BooksInShort recommends this book to anyone looking to understand the online fray as well as to those interested in social change.

Take-Aways

  • Social networking is causing a major shift in human communication.
  • The growth of such sites as Facebook proves social networks are here to stay.
  • For centuries, the informational hierarchy formed a pyramid, with the few but powerful at the top.
  • So far, the Internet has replicated the traditional power structure of communication.
  • “Generosity, identity, empathy and authenticity” are the necessary ingredients of a healthy online community.
  • When you participate online, you contribute to the vitality of the online ecosystem.
  • People trust their social networks more than they do experts or institutions.
  • Messages shared by a small, engaged community are more influential than communiqués via mass media.
  • Social networks facilitate the exchange of diverse viewpoints.
  • Fear of new technology and loss of privacy keep many people from using social networks.

Summary

Roots of the Revolution

Social networking is revolutionizing the way people disseminate information, fueling change in the communication power structure. Now you can relate your personal experiences to a wider audience than ever before, and muster the power of storytelling. By sharing personal experiences and ideas via social networks, you build trust and empathy – two ingredients that help bring about positive change.

“We’re being flooded, and we’re not sure what to do with it all.”

Social networks are not a passing fad. By 2010, Facebook had more than 350 million users and continues to grow. In 2009, Twitter – which still was relatively new – had more than 20 million visitors. Social media emerged with much speed and strength, and an overview of the World Wide Web helps explain why. Initially, military organizations and academics used the Internet. In the early ’90s, server administrators began to seek free ways to share documents. CERN, the company that developed the technology for the World Wide Web, released its code, and Marc Andreessen, founder of Netscape, made the Mosaic web browser available to the public.

“Storytelling has been the most powerful building block for social change since the beginning of time.”

Access to the web was rather limited, and people needed to know Hyper Text Markup Language (HTML) to participate. Conversations took place within the system’s “closed” internal limits. Then came the dot-com boom, which focused more on making profits than “sharing information.” When the dot-com bubble burst in 2000, attention shifted once again to public information sharing. Blogger software emerged, giving people the ability to post and contribute knowledge and data. Activists founded the Independent Media Center (IMC) site for distributing news stories.

“Never before have so many people had instantaneous access to so much unfiltered information.”

In the early 2000s, social networking sites began to emerge, beginning with Friendster and followed quickly by MySpace, Black Planet, MiGente, hi5, Sanga, Facebook and Ning. Next, content sharing sites sprang up, including YouTube for video sharing and Flickr for photos. Mobile technologies matured, and texting became commonplace.

Information Brokers

For thousands of years, the information hierarchy resembled a pyramid. Power brokers and decision makers sat at the top. The middle level included business owners, politicians and journalists. At the bottom were ordinary people operating within their small spheres of connections. Those at the pinnacle sent information to the masses, or messages trickled from the bottom up, becoming increasingly filtered on their way to the top.

“Finding solidarity with other people can save your sanity on any day.”

Social networks changed how people distribute information. People no longer simply receive information; they create, share and comment on it. New conversational pathways include email, social networking sites and blogs.

Leveling the Playing Field

Authorities and experts – self-proclaimed and otherwise – continue to be primarily white males. Thus, the Internet replicates the traditional power structure of communication. Why are the usual candidates dominating the conversation? Largely because:

  • Less than half of African-American households have broadband service.
  • People in lower income brackets are less likely to take political action.
  • Some 64% of young adult men share content online, as opposed to only 50% of young women.
  • Wikipedia contributors overwhelmingly are male, single and young.
“Bigger used to be better, but now, effective is better.”

Enacting social change requires online diversity. Wider Internet access alone isn’t the answer; users also need equipment and technological skills to enter and influence the digital conversation. Mobile phones have good penetration in lower-income markets, but cellphone networks are “closed” systems, in contrast to the “open” Internet. Mobile phones remain effective tools for community organizers who must relay information quickly and efficiently.

“Money, influence and access congregate around those who do the talking.”

Men and women tend to use the Internet differently. Men make connections with people they know casually, garnering “bridging capital,” a valuable networking tool for advancing professionally and disseminating ideas. Women are more likely to deepen relationships with people they already know, developing “bonding capital.”

Why Go Online?

Social networks have created a new online ecosystem that needs “generosity, identity, empathy and authenticity” to be positive and healthy. When you participate online, you contribute to the overall gestalt of the system. This becomes a “political act” because your input combines with the inputs of thousands of other people to affect perceptions, expectations and the political balance.

“It’s time to bring fresh life into the conversations...about social change, and social networks are our strongest bets.”

Social networks are a “gift economy,” because people contribute without remuneration. Wikipedia is a perfect example. A gift economy encourages community spirit and collaboration. When you participate in social networks, your “connections, reputation, influence, access to ideas, talent and resources, favors, and accomplishments” make your contributions valuable.

“Your participation in social media is much more than just the individual bits you choose to share.”

Take Julie, a beer hobbyist, who samples new beers and posts reviews on her Facebook page. Her friends comment on her reviews and add links to her page when they come across anything beer-related. Julie checks their links and thanks her contributors. Other microbrewing fans – potential information resources – befriend her on Facebook, expanding her influence and credibility. Julie has become an expert, reliable authority.

“Change does not, and will not, happen in isolation or on an individual basis – we need each other to produce results.”

Initially, people were wary of revealing their true identity on the Internet and used pseudonyms when posting or conversing online. However, transparency is an important element of the ecosystem. By going public online and trusting those who receive your input, you expand your reach and create empathy. As people purchase products online, or post pictures and personal information on social network pages, the web earns a higher level of trust. Social networking encourages an overlap between individuals’ personal and professional identities. These changes have created more online authenticity. Always use your true identity.

“When we share our experiences and opinions, we create the opportunities to establish ourselves as authorities in places that were previously the domain of only an elite few.”

Social networks allow people to connect in far greater numbers with those outside their close-knit groups, thus increasing their capacity for empathy – the ability to relate to another’s feelings. However, empathy is the byproduct of authentic, meaningful connection. Don’t attempt to reinvent yourself online, and don’t present opinions or experiences that are not your own. To enable others to understand your viewpoint, present a genuine reflection of your personality.

It’s a New Day

Social networks are realigning the power dynamic. How people assign authority is evolving, changing the makeup of society and politics. Taking control of information away from the traditional power hierarchy redistributes who shapes policy and disrupts the status quo.

“Diversity is a strategic imperative for achieving collective goals.”

People are placing more value in their social networks, usurping the authority of experts and institutions. For example, people are more likely to trust a Facebook friend’s opinion of a movie than they are to trust a newspaper reviewer. Political critic and commentator Baratunde Thurston calls this type of trust “organic authority.” This threatens business, media and political institutions that seek to retain control over information distribution. Media mogul Rupert Murdoch, for example, threatened to prohibit Google from accessing any of his News Corporation’s content. However, as people become comfortable choosing what information they regard as relevant and significant, they’ll reject organizations that don’t adjust to the new order.

“If we’re not heard, we can’t make a difference.”

The mass media approach of sending a message to as many people as possible is waning in effectiveness. Instead, smaller, engaged groups that share a message are more credible and influential within their circle of contacts. The downside of social networks is the sheer numbers of emerging sources. Learning to navigate the social network maze and choose what’s relevant and useful is a challenge to every individual online.

“World-changing ideas start with a few individuals sharing with and relating to one another.”

As the “many-to-many” model of communication replaces the “few-to-many” model, the issue of focus comes to the forefront. How do you pay attention to the massive amount of available data? Begin by rethinking how you use the Internet. If you consider it a constant flow of information, much like a river, you can dip in and use it as necessary. Rely on your networks to bring relevant topics to the surface. Your friends, both on- and offline also will help provide links to sites that interest you.

“Remember, technology won’t solve our problems. We will solve our problems, and in many cases technology will help us.”

Question the veracity of the information you receive, because those who post online don’t always check and confirm the accuracy of their data. As an Internet news consumer, demand accountability. Keep your reactions on hold until you know that the information you are seeing is true. Celebrities Farrah Fawcett and Michael Jackson both died on June 25, 2009. For whatever reason, social networks spread the story that actor Jeff Goldblum died as well. Although Goldblum’s agent immediately contradicted the reports, it took days for the story to fade.

Social Networks for Social Change

Seeking friends who resemble you is a human tendency – and so is having biases. Social media won’t change these human predispositions, but being aware of prejudices can help you keep them from blocking positive change. Interacting with people who have diverse backgrounds and experiences is a good start. “We’re porting our understanding of the offline world – with all our prejudices, biases and hierarchies – onto the blank canvas of the Internet.” Social networks potentially are great agents for promoting and facilitating the gathering and exchange of different viewpoints. However, to make genuine connections, recognize your preconceptions, put defensiveness aside, listen to others with an open mind and keep your eye on the goal of working for the greater good.

The social network landscape changes every day. Understanding, using and keeping up with the technology frightens many people. However, if fear makes you refuse to engage, the interactions that compel social change will take place without your input. To counter this apprehension, understand that most social networks provide a safe online haven where your connections become your allies. Other common fears that keep people away from social media include:

  • “I don’t want people to know about my private life” – Don’t post anything you don’t have to share. You choose when and where to make a comment.
  • “I feel like I have to get everything perfect before I post online” – Social networks are forgiving, and the writing style is usually conversational.
  • “I don’t like blending the professional and personal” – The line between home and work is blurring, but you control the degree and amount of interaction.
  • “I don’t have time for any of this” – Social networks can be a time-saver because you’ll receive less email and find information you value through your contacts.
  • “Just when I learn one network, a new one pops up and I have to start all over” – This is frustrating, but think of it as updating and adjusting your digital mix.
  • “I feel like I have nothing to add to the conversations out there” – You add value even if only agreeing with and supporting, or disagreeing with, another’s point of view.

When you set up new profiles, include a brief bio, a photograph, and a list of interests and activities. To maintain your networks and build your social capital, invest a little time each day. Be sure to check your network daily and reply to any comments. Once a week, review your friend lists, and check your account settings and filters. Monthly tasks include eliminating friends or organizations that no longer interest you, and exploring new additions.

About the Author

Deanna Zandt hosts “TechGrrl Tips” on GRITtv and specializes in issues involving women and technology issues.

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How You Will Change the World with Social Networking

Berrett-Koehler,
 


11 September 2025

Supply Chain Security

Recommendation

Everyone talks about globalization, but almost no one ever discusses the gritty details about how goods actually move around the world. This two-volume set changes that situation with 24 comprehensive essays on international best practices in supply chain security. The first volume deals with “The Context of Global Supply Chain Security,” and the second volume covers “Emerging Issues in Supply Chain Security.” These collections of thorough, practical, well-written articles by leading experts in security, crime prevention and logistics cover a range of issues and detailed information from legal exposure and risk assessment to supply chain management. They include specific precautions for those involved in transporting goods worldwide by air, road, rail and sea. These essays are focused, revealing and fully documented with citations and bibliographies. While some chapters are redundant and technical, this is a worthwhile, unusual and timely package of deeply informative books. BooksInShort highly recommends it to global supply chain managers, shipping industry practitioners and their clients, and anyone concerned about the compounding, disruptive effects of terrorism and crime on a global economy. (And if you’re a terrorist or an international cargo thief, just forget these inside prevention tips, OK?)

Take-Aways

  • Due to theft and fraud, 15% of goods shipped worldwide do not reach their destination.
  • Supply line thieves take advantage of weak security, poor auditing, fake documents, inadequate technology and fraudulent payments.
  • eBay employs 2,000 fraud investigators to stop crooks selling stolen goods on its website.
  • Counterterrorism strategies focus on increasing detection, reducing the possibility of an attack and minimizing the negative impact of a successful assault.
  • In the US, 13 federal departments, administrations and agencies provide supply chain security measures to combat terrorism.
  • Between 1968 and 2007, terrorists conducted 24,000 attacks, 1,267 of them aimed at land-based mass transit and more than 30 aimed at aircraft.
  • Pirates attacked 122 ships in 2008, seized 42 and demanded ransoms in the millions.
  • The shipping industry must coordinate with security agencies to prevent attacks against it.
  • Special security provisions address the needs of air cargo systems, oil pipelines, ports, railways and trucking. Climate change may necessitate new security measures.
  • The entire supply chain is only “as strong as its weakest link.”

Summary

Supply Chain Theft

Theft is all too common in business, from outright stealing to online schemes to the purchase of stolen goods. To complicate the problem, thieves commonly use legitimate channels to ship and sell stolen merchandise, including guns, drugs, and counterfeit goods. Each year, criminals steal about $50 billion in goods worldwide at various points along the supply chain. Theft is even more likely when manufacturers ship goods directly or send them through complex supply lines, when items are stored in poorly secured areas, and when high market demand boosts the profit potential for selling stolen goods.

“The ‘supply chain’ encompasses all the links connecting a manufacturer to end users of its products.”

In practice, a “cross-dock” theft operation can work like this: Thieves take a stolen shipment to a public warehouse and unload the merchandise. This gives them a distribution and transit point, and it enables them to establish a new “phantom” carrier with a clean bill of lading. The thieves then hire freight firms to redistribute the merchandise. Legitimate carriers have no way of knowing about the switch. In some cases, thieves mix stolen merchandise with legal goods, which further complicates the verification process. At this point, the stolen goods move from the underground economy to the main stream.

“As supply chains and operations are globalized, they become increasingly complex, dynamic and interdependent across multiple suppliers located in multinational geographic locations.”

Kroll Associates’ 2007-2008 “Global Fraud Report” estimated that 42% of firms worldwide had experienced at least one incident of theft or supplier fraud, or both. “The economic impact of cargo theft” amounts to 1% of the United States’ gross domestic product, and “cargo and supply chain theft” equal nearly 1% of global gross national product. The sale of stolen goods is so common that eBay employs 2,000 people to investigate fraud and to find fencers who are selling hot goods on its website. Tracking theft is complex due to systemic ambiguity about responsibilities and payments associated with insurance claims, damage to reputation, recovery times, and storage, thus most industrial supply chain thefts go unreported. Ironically, retail stores spend more time and money on preventing shoplifting than on protecting their supply chain.

“The sophistication and business skills involved with managing an international criminal enterprise is equal to any international importer in any country.”

Criminals also use altered documents and take advantage of poor auditing, inadequate technology, and fraudulent payments. Despite international efforts, the growth rate of international cargo theft is not falling, and thieves have adopted more violent tactics. In Mexico, Russia, Brazil, South Africa and the UK, the number of violent cargo crimes has increased. Theft of unattended cargo is up in the US, where thieves take billions of dollars in goods annually from trucks and containers. These costs eventually end up on consumer price tags. One estimate says the cost of goods stolen from the supply chain amounts to $50 a year for every American. The computer industry adds $100 to each unit for loss coverage. This problem proliferates because insurance firms don’t make policyholders increase antitheft protection or adopt preventive technologies.

Security and Terrorism

Terrorism is the threat or use of violence for political purposes. Security experts evaluate and prioritize terrorism-related threats in terms of their probability and ramifications in order to focus governments’ limited defense resources. Between 1968 and 2007, terrorists staged 24,000 “incidents,” including 1,267 attacks on land-based mass transit and more than 30 attempts against aircraft. Starting with the 1968 hijacking of an El Al flight to Italy, terrorists use their deadliest attacks against planes, either smuggling explosives onboard planes or firing ground-to-air missiles, sometimes with fatal consequences.

“Since most industrial and supply chain theft is unreported, specific data does not exist.”

Commercially, some 60% of global trade and 95% of the US’s foreign trade is oceangoing, making violent piracy a popular, increasingly frequent criminal activity, particularly in waters near Somalia, Nigeria, Bangladesh, Kenya, and the Philippines. In 2008, pirates – who succeed in taking ships in about 75% of their attacks – went after 122 vessels and demanded ransoms from $1 million to $3 million to release the ships. These pirates often held ships captive for months, and that year, they extorted $40 million from shipping companies. The UN Convention on Maritime Law allows policing actions against pirates, but ship owners generally pay ransoms and do not tell authorities or their insurance companies so their rates will not soar.

“A cultural change is needed to begin the process to protect cargo, business assets and profits for all concerned.”

The US criminalized piracy in 1790, and many other nations have done the same, but pirates find sanctuary in lawless nations like Somalia, whose waters provide safe harbor near busy trade routes like the Gulf of Aden, a transit point for an estimated 21,000 ships a year. To avoid conducting apparent acts of war, the US Navy cannot blockade ports in nations that don’t seek its help. Alas, some countries do little to protect their vessels or to capture pirates, and maritime laws often conflict or leave questions unanswered; for example, who is responsible if pirates sink the ship and its cargo? Many governments lack the political will to battle piracy, contending that capturing these criminals could violate their human rights. The world needs new international laws and coalitions to combat this growing problem.

Practical Applications

To raise the shipping industry’s level of counterterrorism prevention, management and security must be in sync. Supply chain managers should collaborate with their buyers about shared and individual risks. Large manufacturers and suppliers, such as Procter and Gamble, and retailers, like Target, formed strategic collaborations. For instance, corporations now collect data at the point of sale to identify risk levels in specific countries, industries and companies; such information also helps firms accelerate production and transport.

“All of these criminal acts are defined as theft, for they erode corporate profitability, put users at risk and dramatically affect the economy.”

Companies must combat terrorism and crime because – due to its vast complexity – the entire supply chain is only “as strong as its weakest link.” Among other steps, firms can offer continual training to teach their employees how to detect potential terrorism or crime. Companies also should monitor intelligence sources. Approximately 95% of all information on counterterrorism is available from the private sector and universities, so the shipping industry is not dependent only on government data. Criminal networks constantly change their methods and seek new opportunities, creating an environment of perpetual upheaval where everyone involved in protection must stay abreast of developments. This makes places with standardized regulations (such as the European Union) more vulnerable to penetration by criminal or terrorist gangs.

“In some nations, bribes are an accepted method of opening trade negotiations, but American law prohibits American companies from giving bribes.”

Supply chains risks can occur anywhere along the route connecting manufacturers and distribution facilities. In a complex operation – for example, supplies moving into a General Motors (GM) plant and cars moving out – the chain is tangled, following multiple paths among its networks and tiers of suppliers and dealers. Researchers use various risk assessment tools, such as probability distributions, to track risk, not only from terrorism or theft, but also from weather, natural disaster, fire, or labor strikes.

“If the truth be known, ransom has been paid many times unbeknownst to the [victims’] states or the United Nations.”

When analysts examine all possible risks and their possibility of playing out, they use a “comprehensive probability distribution” process called “convolution.” This risk analysis, which establishes a range of prospective monetary loss, involves very complex computations due to the number of variable inputs, such as the quantity of disruptive events and their individual effects on a multifaceted operation. For example, GM has identified 26 possible geographical disruptions to its “physical flow of goods” that could affect its 139 plants worldwide. That gives a total of 3,614 possible supply chain disruptions. To track the impact of just one such disruption, consider what happened after a small fire damaged a factory that sold chips to telecommunications giant Ericsson. Workers extinguished the fire in 10 minutes, but it caused a power failure, letting smoke and water enter the “clean room.” The plant took six months to rebuild production to just below 50% of its previous level. Within a year, Ericsson posted a $200 million net loss, mostly due to this fire. The firm told employees that “everyone is a risk manager.” Supply chain breaks are even more disruptive in plants that rely on just-in-time inventory management.

Measuring Performance and Impact

The goal of any program that measures protection or performance is to change the way individuals and teams behave. Counterterrorism strategies should focus on lessening the possibility of attacks, reducing damages to important assets, increasing the likelihood of detection and minimizing the negative impact if an attack succeeds.

“The understanding of how an event will take place and how to respond is not intuitive, but can be learned.”

To achieve these goals, various agencies have created systems to enhance security and expedite the transfer of goods. A multilayered group of governmental and private agencies combats supply chain security breaches. In the US, the Department of Homeland Security sits at the top of the ladder. No less than 13 protective federal departments, administrations, and offices enforce security directives and regulations. For instance, the US Customs and Border Protection Agency runs the voluntary Customs-Trade Partnership Against Terrorism Program that evaluates supply chains to allow some companies to classify their shipments as “low risk.” More than 900,000 workers have qualified for the Transportation Worker Identification Credential. Supply chain locations are now under increased video surveillance.

“As the [Irish Republican Army] famously stated to British authorities, ‘We only have to be lucky once – you have to be lucky all the time’.”

The best practices for ensuring business continuity and restoring the flow of goods after an emergency involve planning and partnerships between private and public groups. This includes employee transportation (one West Coast company has arrangements with a local taxi company), evacuation procedures, and ways for employees to telecommute while offices are closed. In Washington, DC, hotels managers meet regularly with government officials to run through various disaster scenarios, including lodging for personnel the government would need to maintain operations. Some companies have crisis notification systems based on text messaging, phones, satellite mapping systems and email. New York City has a Corporate Emergency Access System, while California’s Genentech preregisters key workers with local government officials so they can be admitted to restricted areas in the event of a crisis.

Other Transportation Facilities

A security plan should also encompass air cargo, port and trucking security:

  • Air cargo security – Air cargo companies can hire security-certified freight handlers, reputable shippers and “regulated agents.” However, this system works only if participants maintain exacting criteria and security standards. To join the US Known Shipper Program, an aircraft operator or foreign carrier must submit credentials to the Transportation Security Administration for screening. Europe has a similar program.
  • Port security – The Transportation Safety Authority has identified crucial issues related to port closures and reopenings in the event of a terrorist attack on a port. The US Coast Guard also runs a maritime-domain awareness program, which tracks vessels and assesses ships’ potential for terrorist activities. Current technology lets the Coast Guard follow vessels up to 2,000 nautical miles away from US shores. Experts also use some of these technologies to secure remote oil and gas pipelines, where disruptions could create serious economic and environmental problems.
  • Trucking security – The trucking industry poses special security issues. Unlike airplanes, rail cars and ships, trucks work in an open environment with unique security concerns. To heighten awareness, the American Trucking Association created a security council and makes annual awards to firms that develop and implement security and emergency preparedness programs. Industry innovations include broader use of bonded, or sealed, freight shipments; increased cooperation with government agencies; and coordination among competing trucking and freight companies. The industry has expanded its use of wireless tracking, including satellite and cellular communications and radio frequency identification, which allow real-time tracing of equipment and shipments.

Threats from the Environment

Mother Nature poses her own massive threats to supply chain security. Rising sea levels will affect ports in particular. One 2007 report found that sea levels could rise by up to 23 inches [58 cm] over the next 100 years, potentially causing coastal flooding that would affect up to 150 million people worldwide. Climate change also could shift the way people grow, procure, manufacture and transport materials. Since climate change affects so many aspects of business, companies should examine their sourcing programs for exposure to disruptions affecting commodity suppliers and other factors that are essential to a firm’s long-term business planning.

About the Author

Andrew R. Thomas is Assistant Professor of Marketing and International Business at the University of Akron, Ohio.

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Supply Chain Security

Book Supply Chain Security

International Practices and Innovations in Moving Goods Safely and Efficiently

Praeger,
 


11 September 2025

Listening to Conflict

Recommendation

No matter what size your business is, chances are you’ve had to deal with conflicts at work. Relationship-management skills are critical in any business. Author Erik J. Van Slyke examines the underlying problems that cause conflicts and determines that resolution is not about negotiating strategy as much as it is about understanding people. Listening is your primary weapon. When arguing, cajoling and persuading fail to solve a conflict, listening can prevail. Throughout, the book strikes a delicate balance between explaining the psychological roots of communication problems and detailing strategies that can help you guide people in overcoming those obstacles. A series of step-by-step guidelines assists in understanding and employing the author’s suggestions. BooksInShort recommends this book for everyone who wants a clear approach to conflict resolution.

Take-Aways

  • Conflict exists when interdependent parties believe that their needs, goals or ideas are incompatible.
  • Personal biases cause people to perceive incompatibility.
  • Become more self-aware by examining your interpersonal zones.
  • Learn to realize when you are entering your hot zone so that you can react rationally instead of emotionally.
  • Once you are self-aware, you can begin the journey toward self-mastery.
  • With self-mastery, you can use established principles to guide your behavior.
  • Learn to separate people from the problem.
  • The six levels of listening range from passive listening, which is hardly listening at all, to empathic listening, which is listening with your ears, mind, eyes and heart.
  • A collaborative approach creates the best conflict resolutions.
  • Make sure that both parties are satisfied before any agreement is finalized.

Summary

Incompatibility Equals Conflict

Conflict occurs among parties who believe that their needs, goals or ideas are incompatible. It has three important elements: competition, interdependence and perceived incompatibility.

  • Competition - This is the process of striving to "win." Winning could mean getting your way, or making sure others do not. Trying to win establishes a competitive environment. Often, competition is unconscious and hard to detect. It may come in the form of syrupy smiles and phony friendships. People develop unconscious competitive behavior tactics over their lifetimes to help them achieve their objectives. However, research shows that cooperation is much more productive than competition, which causes conflict and can really get in the way of a constructive resolution.
  • Interdependence - At some level, people must depend on each other. Managers need employees to produce results and employees need managers for advice, compensation and feedback. Conflict creates a dilemma. Your preferred outcome requires the other person’s participation. But, you would also like to achieve your goals independent of the person standing in your way. When each party’s goals are positively interdependent, conflict resolution is more likely. Working together for shared goals also increases productivity.
  • Perceived incompatibility - The complex nature of the communication process makes it difficult for people to interpret each other’s goals. Your personal biases establish obstacles that make common ground hard to find. People generally interpret events in a way that supports a positive self-definition - someone who does good work will feel that he or she has superior ability. But someone who does poor work will tend to blame external factors. To resolve conflict, both parties must accept the validity of the other party’s perspective. Total solutions must address everyone’s perspectives and objectives.

Self-Awareness

Become aware of your emotions and your thoughts about them. When you understand the emotions and needs that create your reactions, you can see things you didn’t see before. Self-awareness allows you to react consciously instead of reactively. Part of self-awareness is recognizing your inner and outer interpersonal zones. Outer zones represent conscious aspects of your behavior, while inner zones reflect your unconscious preferences.

“Maintaining an inventory of our comfort zones and hot zones helps us identify situations that increase the likelihood that we will engage in destructive behaviors. It also helps us re-create situations that lead to constructive resolutions.”

Outer Zones

  • Comfort zones - This is your range of emotions at your best. You are calm, cool and collected. When something doesn’t go smoothly, you begin to enter your hot zone. Often, you are forced out of your comfort zone because someone triggers your hot zone.
  • Hot zones - This is an area of personal vulnerability that causes intense emotional reactions to a certain situations. Hot zones occur when you unconsciously associate an event with a negative memory. You may feel agitated or upset. Outside your comfort zone you react, defend, attack and rationalize to reinforce your standard self-concept.
“As we listen to people with greater depth, we become more accepting of their needs and of our own.”

Inner Zones

  • Value zones - These attitudes help you determine what is right or wrong. They form the core of your beliefs and behaviors, and help you make value-based decisions. Become aware of what you truly value so you can act accordingly. If you value time with your family, you will never be happy working 12-hour days.
  • Social zones - This zone regards your preferences when relating with other people. You might be an extravert who is energized by being around other people. Or you could be an introvert who is recharged by spending time alone. Awareness of your social preference can help you eliminate misunderstandings.
  • Cognitive zones - The way you gather, evaluate and act on information is your cognitive zone. Some people have a receptive strategy for gathering information and focus on direct observation and firsthand experience. Others use an intuitive strategy and concentrate on what could be. Some people are analytical when evaluating information to reach an objective, logical decision. Others are empathic and evaluate information in a personal, value-based way. Finally, some people act on information with an organized strategy, while others respond with a flexible strategy that allows for last-minute changes. No overall method is best, but you need to realize that differences in the involved parties’ cognitive zones can lead to misunderstanding and conflict.

Self-Awareness Leads to Self-Mastery

Self-awareness provides the foundation for self-mastery, in itself the foundation for productive relationships. You can use four principles to guide your interactions with others.

  • Discipline, desire and patience - Conflict isn’t pleasant. Discipline helps us deal with unpleasant activities. With discipline, we refuse to pursue less challenging strategies for solutions because they will produce unacceptable results. Desire and patience make resolution easier. To find a positive solution, both parties must truly want to collaborate.
  • Detached responsibility - You must detach yourself from a situation in order to act interdependently and become self-aware. When you are too attached, you worry and remain preoccupied. Personal issues (your boss has a rude demeanor) become intertwined with objective issues (the way you perform your job). You must separate the people from the problem, so that you don’t view all problems as personal attacks. Accept some personal responsibility. Control what you have control over and let the other things go.
  • Acceptance - The first two principles lay the foundation for acceptance. Demonstrate acceptance by separating the person from the behavior and welcoming the other guy’s unique perspective. Instead of disliking people, learn to dislike the way you feel when they demonstrate unacceptable behavior. You might not agree with their perspective, but you must take the time to understand it if you are going to reach a solution. Walk a mile in the other person’s shoes.
  • Mutual gain - Both parties in a conflict must gain some benefit from interaction. This mutual gain principle is based on satisfying common needs by creating many possible acceptable conflict resolution options. This method is cooperative, collaborative and constructive. Mutual gain is focused on a better way, not "your way or my way."

Six Levels of Listening

Listening is the only way to get the information you need to resolve a conflict. It will allow you to reframe your needs in a way that makes them important to the other party. Proper listening reduces the impact of personal issues during conflict. It gives your rational mind a chance to work, instead of being guided by your reactive emotional mind. If you show your interest in the other person’s thoughts and desires, that person is more likely to listen to your thoughts and desires. Active listening opens the door to mutual understanding. Learn the six different levels of active listening and strive to listen at Level Five or higher. The levels are:

  1. Passive listening - The other person’s words are little more than a hum in your ear. You might hear a few words and phrases, but you miss the bulk of the message. Despite obvious problems, everyone occasionally listens at this lowest level.
  2. Responsive or pretend listening - This is the same as the passive listening level, with the addition of occasional verbal encouragement, such as "Uh-huh," or "I see." Nonverbal responses such as a smile or nod occur at this level. Unfortunately, these responses are not coupled with actual attention.
  3. Selective listening - In the first two levels of listening you use only your ears, but at level three you begin to use your intellect. You listen selectively for key words or phrases that support your points. Selective listening is used to argue and debate. Instead of listening to the speaker, you are planning your next words. You are either interrupting to make your point or sitting there half-asleep. The danger is that you never learn enough about the speaker’s wants or needs, so your responses are based only on your needs.
  4. Attentive listening - This takes selective listening one step further. You still listen with your intellect for key points, but you don’t interrupt. You show you are listening with silence and eye contact. You ask leading questions to guide the information the speaker is providing. Attentive listening concentrates on facts and data, not emotional content. The majority of our everyday listening occurs at these first four levels.
  5. Active listening - This is the first level in which you try to understand the meaning behind the message. Listen with your eyes by noting gestures, facial expressions, posture and demeanor. Use reflective responses to communicate. Questions such as, "This is what I’m hearing you say. Do I understand the situation correctly?" allow the speaker to maintain control of the conversation. The only downside is that although active listening allows you to accept the message, it does not require you to understand the messenger.
  6. Empathic listening - This highest level of listening addresses the need to understand the other person’s frame of reference. Suspend your reality. Immerse yourself in the speaker’s reality. Listen with your ears, mind, eyes and heart to become aware of the speaker’s feelings and emotions. Empathic listening requires a change in attitude. You can use the third principle of interaction to accept the other person as valuable and likeable.

Conflict Resolution Framework

Now you realize that a collaborative approach is most likely to bring the best solutions. But how do you go about using collaboration to settle conflicts? Follow these six steps:

  1. Prepare for the interaction - Preparing for the resolution process involves understanding interpersonal zones (yours and the other party’s), the factors that are affecting the conflict and the nature of your relationship with the person. Make sure you are aware of each of your hot zones. Do you and the other party share any goals? Do you have to maintain an ongoing relationship with the person? Time spent organizing your thoughts can help maintain constructive discourse.
  2. Initiate the exchange - People tend to avoid conflict, so it may be up to you to initiate the exchange. Confront the person you are in conflict with and tell the person your problem, not your problem with him or her. State how you feel and describe the situation that caused the feeling. Then, involve the other person by asking for his or her perspective. Once the other person is involved, you can begin to solve the problem.
  3. Facilitate the relationship - It is important that both parties are motivated to work together. Build the relationship with open communication and trust. The more you reveal about yourself, the more you will learn about the other person. This is called reciprocating self-disclosure. Sharing interests and needs will help you build a common sense of purpose.
  4. Understand the interests - If you learn about the underlying interests and needs of the other person, you can establish the criteria needed for solutions. It is easy to assume that the other person’s interests are opposed to yours, but when you take the time to understand their interests more thoroughly, you can find common goals.
  5. Examine solutions - Brainstorm many different possible solutions. If you only have one solution, you risk leaving one or both parties unsatisfied. Look at many possible agreements to find the one that is best for both of you.
  6. Reach consensus - Do not finalize an agreement unless both parties are satisfied. Your final solutions should address everyone’s legitimate needs and should be justly perceived as fair. Make sure everyone is clear about what is in the agreement. Include information in the agreement that covers how the solution will be implemented. If the agreement does not work out after time, go back to step one and restart the collaborative process.

About the Author

Erik J. Van Slyke is a principal with HR Alliance, a human resources consulting and training firm. He has been cited in The Wall Street Journal and the BNA Employee Relations Weekly.

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Listening to Conflict

Book Listening to Conflict

Finding Constructive Solutions to Workplace Disputes

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