Towards A More Thankful Union

We here at the HSCT Communication Blog are all thankful this day for many things:
The country where we live,
The family that we have,
The connections we are about to make,
The business that we are growing,
The tools that we have to explore the world,
The intellect and science behind them,
The religiousity that allowed people to develop ideas,
The advancements in the world that feed more people well,
The times that are a changin’,
The peace we have an opportunity to build,
The relationships we have had a chance to build,
The connections that we have made,
The critics, naysayers and disbelievers that we have,
The “no’s,”
The “yes’s,”
The “maybe laters,”
The incredulity,
The pain
…and the promise…

-Peace Be With You All-
Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com

Quality is Job One

Trust is evident when a company, organization, association or individual promotes themselves, their ideas, their products or their services online, either via social media or via search.

Trust works in a social sense (again, both on and off line) because without a relationship, even if it’s a tangential one, connection cannot happen and then referrals cannot happen and cash—revenue—cannot change hands.

Trust is the only thing that works to facilitate this transaction.

Trust works when something—a product, service or idea—is given generously, and nothing is expected in return. This is something new in our industrial based, “let’s all make a better widget the next time around,” process that has dominated the Western world for the last 80 years.

Trust worked then as well, but it worked more as trust in an industrial based, quality driven process, rather than people.

Trust got us more stuff, because the corollary to trusting in the industrial process, was trusting that the industrial employer would provide a safe job, for life, with safe working conditions: Same thing with government promises based on social programs, social safety and social/business regulation, both local and national.

Process, quality and precision came first, safety, security and high pay came second, people, relationships and “giving it away for free” came third—if they made the list at all.

Remember the old Ford ad tagline from the 90’s: “Quality is job ONE.”

Even the Bible, in Psalm 115, the exhortation to trust is evident in verse 11 which states that you who fear the Lord (where “fear “means to stand in awe, to be afraid or to have reverence for a superior being) trust in the Lord, for He is their help and their shield.

Why belabor this point?

Well, there are 20,000 volunteer mediators working in dispute resolution centers, court rooms and law offices around the country right now. And if you are a mediator or a conflict professional, trying to make a living—or make a little revenue—doing this work, then you are in a tough bind.

This is because so many folks who could be your target market for trust, connection, referral and revenue are already knee deep in trusting that a non-fee based relationship will endlessly provide for all of their needs.

Mediation is about connection and relationship. Mostly, it’s also about trust: Trusting the mediator to get out of the way; trusting the other party to deal fairly; trusting the process of mediation to produce whatever outcomes are desired by the two parties in conflict.

How does an enterprising professional then, transform freely given trust into paying revenue?

Well, that’s the real question for this week, isn’t it?

-Peace Be With You All-

Jesan Sorrells, MA

Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/
HSCT’s website: http://www.hsconsultingandtraining.com

 

Why So “Serious?”

Amid the theater and drama surrounding the very real conflict around the 2013 government shutdown, the Affordable Health Care Act implementation and other events in Washington DC, we are a little surprised here at HSCT to hear one word fall consistently from our government leaders’ lips:

“Serious.”

Why_So_Serious

As in, “I won’t negotiate without serious reform on the table.”

Or

“I won’t talk to [Insert name of politician/political party here] until they make a serious offer for change.”

Now, part of our role here at HSCT is to teach people how to negotiate. We teach how to navigate stonewalling, interests, judgments about the future, risk tolerance, and time preference. In addition, we cover lessons around framing, communication and the use of deceptive tactics.

We’re also not naïve to the whims and modes of American political history and realize that there have been “budget battles” in Washington DC that looked intractable, but that eventually produced workable compromises between governing parties.

However, nowhere in our training or in our experiences, were we ever taught to not negotiate until the other party became “serious” and made an offer we could live with before beginning the bargaining process.

This all kind of puts us in mind of The Joker in The Dark Night .

He didn’t want to negotiate until Batman was “serious” either. And yet, somehow, negotiations (such as it were in the film) moved forward anyway.

And that’s what has us so surprised.

After all of the bluffing, deception, and everything else, we are absolutely sure that the debt ceiling, the government shutdown and the Affordable Health Care Act implementation will be resolved one way or another.

But, when people in power harden their positions—as do their followers, the pundits and the casual observers—the chances that, to paraphrase from The Joker “everything burns,” become that much more possible.

Why then, is there such emphasis on “serious?”

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: hsconsultingandtraining@gmail.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

Don’t Take on a Client Who Can’t Answer These 7 Questions

As a conflict consultant, mediator, conflict coach or a motivational speaker, are you continually frustrated when you arrive at a clients’ business and they immediately hit you with a problem that they want solved cheaply, immediately and permanently?

The_Self_Determination_Of_Experts

They want you to come in, put on a Band-Aid and then leave, but not before answering these questions laid out here http://tinyurl.com/q9ef9no.and if you can’t, then getting thrown out of the door. Or never getting a callback on a project that you know your skills would be perfect for.

And if you can’t answer them to the client’s satisfaction, then you risk getting thrown out of the door.

Or never getting a callback on a project that you know your skills would be perfect for.

Meanwhile, as a professional with years of, not only academic experience, but also practical experience, you can tell from the decision maker’s, or gatekeeper’s, immediate description of the conflict or issue, that the problem is so much deeper. And that a cosmetic solution is not going to work.

And that a cosmetic solution is not going to work.

Here are seven questions to ask they about their business that will help you weed through the clients who are seriously committed to changing their organizational cultures from those who are only committed to the now, the immediate and the solution that will keep them out of litigation.

  1. What kind of conflicts do you have in your business right now? Every business has conflicts: Between managers and managers, between employees and managers and between executives and management. If the client isn’t self-aware enough to acknowledge that honestly, then that’s a problem.
  1. How are your responses to conflicts living up to the core values of your business? Punting (avoidance), false empowerment of employees and managers (accommodation) or going to legal and then firing somebody (attack) are all responses to conflicts. Sometimes the responses are representative of true core values, not the ones published on the masthead.
  1. Have you ever failed personally at resolving a business conflict? Again, the decision maker or gatekeeper should have a certain level of self-awareness and accountability around all their business decisions: from the fun financial ones to the difficult personnel ones.
  1. What non-HR, non-legal related systems do you have in place currently to manage employee-employee and employee-supervisor conflicts? HR exists to understand laws and regulations, to engage in on-boarding new employees and to retain older employees. Legal exists to litigate, purely and simply. Neither of these departments in an organization are always useful for dealing with behavioral, cognitive based conflicts in a business.
  1. How do you let people go? Organizational cultures grow up around three areas: recruiting and hiring, training and retaining and firing and laying off employees. How the last area is addressed is key to understanding how deep organizational dysfunction goes.
  1. When was the last time you examined how you deal with conflicts in your business personally?This reads like a therapeutic question, but decision makers and gatekeepers are people first before anything else. And everybody learns how to address difficulty starting at home as a child.
  1. We have been talking for 45 minutes now, describe for me how you see me challenging your business culture to evolve and grow? Resolving conflicts, teaching new skills to employees and managers and addressing engagement requires businesses to evolve in their business models.

This is inherently a challenge, but such radical growth allows a company to shift in an economy increasingly built on a model of not only clients but also employees, acting as brand ambassadors on social media, word-of-mouth and in a collaborative economy.

And really, all of these questions, for you as a conflict resolution professional, should serve to provide you understanding and to answer the real question: Are the clients open to the hard, disruptive challenge of true, meaningful and lasting change, or do they just want a cosmetic, Band-Aid application?

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email:jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter:www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

Cui Bono? Who Benefits From Systems Design

NonVerbal Communication

  • Businesses like human resource departments.
  • Businesses like lawyers and law firms.
  •  Businesses like profits and positive media attention.
  •  Businesses don’t like bad press.
  •  Businesses don’t like lawsuits.
  •  Businesses don’t like regulations, changes or business environment uncertainty.
So, why don’t more businesses have a system, or systems, in place to effectively resolve conflict?
Firing somebody is not always an optimal solution.
Demoting somebody does not solve a problem.
Ignoring and whitewashing issues does not decrease media attention or focus. In fact, it may actually increase the attention.
In a world where everyone is increasingly connected and “on” almost all of the time, it’s more profitable in the long term for a culture to be developed in an organization that allows for conflict—and conflict based issues—to be resolved, rather than ignored, paid-off or hushed up.
But how can businesses get there, from where they are now?
Systems design is the linchpin to developing a coherent and integrated overall organizational culture that can build healthy teams, increase productivity and employee engagement, and increase profits and revenues in the long term.
Culture matters, and in large or small organizations, where multiple people come from multiple backgrounds, representing multiple cultures, intercultural communication can only happen effectively, when an organizational culture exists that promotes openness, honesty and healthy conflict.
Workplace bullying, demotions, loss of productivity, lack of effective forward motion, these are all symptoms of a greater disease. And in a world of brand based, connective media, symptoms can spread a disease faster than any inoculations can stop it.
-Peace Be With You All-
Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email: jsorrells@hsconsultingandtraining.com

On Leads, Or How to Sell What Clients and Organizations Don’t Think They Need

No one needs help resolving conflicts.

#NoOneNeedsConflictResolved

People need help communicating. People need help leading and figuring out leadership. People need help managing other people. People need help with figuring out “how to talk to annoying Aunt Janet and Uncle Mike.”

But no one needs help resolving conflicts.

When put on the spot, 9 times out of 10, people will be unable to identify a conflict they are having in their life, that is impacting them at a level where they may need conflict engagement skills services.

However, the person standing next to them—wife, husband, friend, brother, sister, aunt, uncle, niece, nephew—will be able to zero in on where the person is deficient in their approach to a conflict.

But, it’s not the person standing next to the person who can’t think of a conflict they need help with that’s the problem: The problem is that the dysfunction of unresolved conflicts is so normalized that it’s no longer seen as a problem.

Case in point:

Him: “So, what’s your business?”

Me: “I’m a professional conflict engagement consultant. I help small businesses, higher education organizations and churches engage with the conflicts in their lives.”

Him: “So, can I get your card?”

Me: “Sure.”

Him: “So, I guess I would bring you in say if I had problems managing the 40 or so staff members that work for me?”

Me: “That’s precisely where I would be the most help for you.”

Wife: “Hey!” “He could help you out with the argument you had with your daughter this morning!”

Him: “What am I gonna do, huh!? She’s gotta come into work at least once a week. I understand that she’s got an issue, but c’mon already!”

They both laugh. The wife rolls her eyes. They walk back into the restaurant.

No one needs conflict resolved in their lives. Until they actually do.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/

[Advice] Masculinity in Conflict-George Zimmerman/Trayvon Martin Edition

“Our fathers were models for God. If our fathers abandoned us, what does that tell us about God?” -Fight Club

“We used to have the church. Which was another way of saying, we had each other.” – The Departed
“The six scariest words in the English language are ‘I’m from the government and I’m here to help.’” -Ronald Reagan
Conflicts-Are-The-Symptoms

The opinions of the media, the social justice community and the black community have been largely monolithic. Speaking with one voice, they have roundly expressed outrage over the result through social media outlets, on the internet and in traditional media.

We here at HSCT have an opinion on the case and the verdict, however, we start with three caveats:

  • We were not in the courtroom and with the exception of details we have gleaned from the aforementioned outrage, have no ideas about the facts of the case.
  • We were not the jurors, the judge, the prosecutor, the defense attorney, the investigators, or anyone else who had direct access to the facts of the case.
  • We were not in the courtroom and did not hear one of the facts of the case, presented in evidence, during the trial, nor did we watch one moment of the trial coverage.

However, from the 50,000-foot up level, we recognize the ripple of conflict, brought on by a confrontation, occurring in a society dealing with difficulties in many areas, including race, gender, power, attention and advocacy.

With that in mind, we reprint here a blog post Masculinity in Conflict that we wrote back in December of 2012 following the Sandy Hook school shooting.

We here at HSCT believe that the same, core issues around misplaced masculine power that were in evidence then, are in evidence now, both in the 17 year olds’ actions as well as the 29 year olds’ response to those actions.

When are mature, responsible men going to start “fixing” other men and young boys so that events like this do not have to happen anymore?


We were hesitant to even comment on the killings in Connecticut this week in this forum, because here at HSCT, we have a core value that all life is precious and that all lives have value.
We particularly hold this value dear for people who cannot defend themselves adequately in the world, such as the mentally ill and children. Both of those groups were impacted by the actions of one mentally ill individual.
We tend to also wait until all the facts are in and then make a judgment about a situation, and over the last six to seven days, with a speed never fully imagined in a world before social media, we have been held breathless and traumatized by the changing facts of the hour on the ground.We here at HSCT take no official position on gun control or assault weapons bans.

We do note , however, that gun-related violence and gun based crimes in places where such bans are in effect (such as Chicago and other major metropolitan areas)  runs rampant, with black on black murder rates, that make what happened in Connecticut look like exactly what it was: random and senseless.

We take no official position on treating the mentally ill. We also take no position on survivalists and people who fear the “End of the World” or economic collapses.

However, we do take a position on conflict and we do take a position on ways to avoid, ameliorate and prevent conflicts form occurring in the first place.

And in this case, the most glaring issue is not access to weapons or mental illness (those have been with us since Abel killed Cain, or two monkeys slew each other over fruit, depending upon your belief system). The most glaring issue is one, which we have spoken little about at all:

Masculinity.

What does it mean to be a man?

How does a young child grow into a boy and finally, through the throws of the teenage years to be a man?

How does he honor, respect and protect himself? What emotions is he allowed to show, express and experience?

We have a crisis in the world, and it is with our young men: young men ages 12 to 35 commit the majority of violent crime. Restless and bored young men commit the majority of rapes, murders, robberies and assaults. We watch as young men in this country play video games and consume media that passes along messages that violence and anger are appropriate methods of resolving conflicts with others.

We compound our problem by medicating young men for ADD and ADHD when in the past, they would have been put out to push a plow or work in a factory to wear themselves out.

And then we wonder at their behavior. They lash out aggressively after years of bullying and violence that they have seen: Unable to talk to parents, educators or even each other. They feel alienated from females and from education: Some colleges are almost at 60% female 40% male and the male dropout rate in the first year of college is criminally underreported.

So….who’s to blame? Who’s responsible for all of this? To whom can we point? What government agency or law can be passed to “fix” this so that we can return to our lives?

One group is responsible for all of this and can fix it effectively and one group alone:

Men.

Let me restate that in case you missed it: Responsible, mature, steady adult men have an obligation to mentor, coach, advise and raise (yes, I said raise) the next generation of men. And too many fathers, brothers, uncles, grandfathers and others have failed miserably at that task.

The “why” is unimportant; what is important is that men have abdicated this role for too long in our society overall and in families in particular:

  • They have allowed unscrupulous males to abuse and molest innocent young children;
  • They have allowed the state to step in where they should have years ago;
  • They have not partnered with women; instead they have allowed women to take on more of the blame and the responsibility for the failures of men and boys to acculturate to our new society and culture.

It’s no mistake that the killer in Connecticut was taken to the gun range by his mother and taught to shoot.

Men have to stand up and say that emotions and feelings are real and that they feel them and that anger is not a primary emotion: disgust, fear, worry, betrayal, love, grace, and on and on.

Men have to stand up and be responsible for their own reproductive, mental and physical health: Go and see a therapist and talk about the experience. Go and talk to a religious leader and talk about that. Wrap your tool in a condom and talk about being with one person monogamously and how fabulous that is. Go to the doctor and talk about how that restores you as a man and makes you stronger.

Men have to take their sons, nephews and grandsons and hug them every night of their lives and tell them that they love them and that failure is only temporary and that the world, while scary, can be conquered through hope. Men have a responsibility to teach and mentor the next generation to remember that a child is more than a support payment or a burden and instead is a gift that comes with a price.

Men have to take their daughters, their wives, their aunts, their mothers and their grandmothers and demonstrate that honor and caring are strengths, not weaknesses.

Men have to stand up and say that bullying someone because of color or sexual orientation is cowardice and that understanding comes, not from the media or the pundits, but from talking through differences and accepting them.

Men have to stand up and show that being physical and being strong are two different things.

Men have a lot of responsibility to take responsibility for, before shootings and murders stop, before violence is banished; but if we don’t do it now, more kindergarteners will die, more mothers and parents will wail, more laws will be passed and the problems will continue.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: www.twitter.com/Sorrells79
LinkedIn: www.linkedin.com/in/jesansorrells/