Harmonious Workplaces

Your work place is where you spend at least eight to ten hours a day. Anything that can add to its harmony or make it more productive is always welcome. There are many ways to make your workplace more harmonious, from Feng Shui, Conflict Resolution skills to simply working on your own stress levels so you can cope with whatever comes your way in your workplace and beyond. Here are a few of the tools that may help your workplace to be more harmonious.

Feng Shui
Feng Shui is the Ancient Chinese practice of arranging home or work environments to promote health, happiness, and prosperity.

Here are some tips to help maximise your workplace. The CEO's office should be spacious; a large office creates the impression that the business is going places and there is plenty of room to expand and operate effectively. A small office is constricting and gives the impression that the business has reached its limits. Direction cues Try to position yourself facing your best direction, your Sheng Ch'i (Success Direction). South is good for an established executive seeking a higher public profile. It favours a flamboyant working style, where the executive has regular contact with the employees but prefers being out on business, and meeting clients, rather than having people come to him. It is helpful in generating new ideas. East and south east is good for a young and ambitious chief executive trying to build up a new company. The east supports an executive, whose strength is technical

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excellence; the south- east is helpful in promoting better communications with clients, colleagues and employees. North and south west helps to provide stimulation for quiet and slow workers. North-east would support a highly motivated executive, marketing department or a business which needs to develop a more competitive edge. North-west is beneficial for mature executives and established companies. It supports leadership, is useful for workaholics who need to delegate more and or executives who wish to attract more respect from their employees. West is ideal for executives nearing retirement. It results in good money management and suits an executive with a strong financial background or a business which needs to get a better grip on finances. Desk matters The desk size demonstrates the importance of the chief executive in the company. Dark hardwoods are more yang and gives the impression of authority. An executive who wants to appear approachable would benefit from a desk made of yin pale softwoods such as pine. A large clear desk indicates that the person is ready for challenges. An over crowded desk creates an impression of being overwhelmed by your task. Make sure that you are well supported and that your office chair is backed by a wall. Often chairs back on to windows - this in not a good feng shui position. There are many other uses for Feng Shui which you can find on the internet to enhance many areas of your life.

Harmonious Relationships and Workplace Resolution

A workplace where people get along well and enjoy their work will be more productive, with fewer complaints. Few of us expect to like everyone we work with but the right culture can ensure that even those who might not naturally get along outside of work can respect and work effectively with one another. Bullying and harassment can of course have a significant detrimental impact on the victim but many forget the negative impact the behaviour can have on others, including the bully, witnesses and the organisation itself. This guidance outlines what you need to know about harassment and bullying in the workplace and how to deal with it. There are some golden rules that all employers and employees should know:

All employees and employers must take action as soon as they become aware of any inappropriate behaviour. Taking no action shouldnt be an option yet research suggests this is the most frequent response. It is the impact of the behaviour that is important, not the intent. If someone finds the behaviour inappropriate, it does not matter if it was only intended as a joke or a bit of fun. Under their vicarious liability and duty of protection, employers are responsible for ensuring that the workplace is free from bullying and harassment. There are specific anti-discrimination provisions relating to harassment of particular groups of people, including disabled people. It is important to remember that social events can be a continuation of the workplace. This covers events such as office parties and can include things like
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Harmony in the Workplace ~ Carol Macrae

drinks after work on a Friday in the local pub. At these times, organisational policies and employment legislation still apply.

Bullying, harassment and victimisation often involve the same types of behaviour. Whilst there is no legislation against bullying itself, there are six critical pieces of employment legislation that protect employees from harassment and victimisation and one key piece of civil legislation.

Workplace Conflict - The Five W's for Intervention The ability to take quick, clear, decisive action in critical situations is a vital skill for anyone in the company who, like Jocelyn, is responsible for dealing with issues and crises. Companies need to have a plan or framework for analysing these situations and intervening in an effective and efficient way. Knowing how to manage crisis is one of the most essential skills in the workplace today. Is there a situation in your workplace that requires an intervention? Don't know where or how to start? Consider these five questions: Why? Issues arise all the time. They'll resolve themselves, won't they? Unfortunately, the answer is no. In fact, left unresolved, issues and conflicts seem to multiply. And, when conflicts appear, they take an enormous amount of employees' time and attention. Sometimes it's not the original issue itself, but the ripple effects that are so debilitating. When a problem arises that is affecting people's ability to focus on their work, you've got to intervene. When? Timing can be critical in an intervention. Hesitating can be seen as covering up, lack of leadership, even manipulation. If you don't want things to escalate further, the time to intervene is always now. Where? As conflicts escalate, side issues can seem to spin out of control. But an intervention must get to the root cause of the situation and not just those side issues. For example, if an employee has been accused of offensive behaviour, that individual must be dealt with specifically and immediately. Instituting a company-wide training program on respectful workplaces won't resolve the situation. What? Interventions can take on many different forms and interveners may use different names for the work they do. Whether it's called mediation, facilitation, dialogue, problem solving, or team building, make sure that the intervention directly relates to the root cause(s) of the problem, that it addresses all involved stakeholders, and that it results in workable long-term solutions. Who? Interventions are most successful when they are led by a neutral third-party who has no vested interest in the outcome. And it is important that the intervener is seen as trustworthy, knowledgeable, and can develop a positive rapport with all parties. Is there conflict in your workplace that is about to explode? Consider the five W's and intervene. Principles for Building Harmonious Relationships Relationships. Whether youre talking about relationships at work (colleagues, bosses, or customers) or at home (siblings, spouses, parents, children, neighbours, or friends), good, healthy relationships are the key to happiness and success.

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But when something goes wrong in a relationship, it can cause us sleepless nights, even physical ailments. At the very least it is energy-draining and distracting. So, if positive relationships are the key to our well-being, and difficult relationships are stressful and debilitating, the ability to maintain productive and healthy relationships is obviously a life skill that we not only want, we need. Lets look, for a minute, at those difficult relationships. Why are they problematic? What makes them difficult? The reality is that there are unresolved differences that are negatively affecting the relationship. Those unresolved differences, whatever they are, lead to anger, frustration, resentment, and distrust. And it is these feelings (anger, frustration, resentment and distrust) that are stressful and debilitating. You cant have a relationship without differences. Were all different thats just a fact of life. Even when we have a really good relationship with someone we will experience differences. But remember what we said, difficult relationships are due to unresolved (or, at least, unaddressed) differences. It stands to reason then, that in order to build healthy relationships, we need to know how to address and resolve our differences. And there is a way to do that. There is a way to address our differences that helps build those relationships rather than destroy them. Three simple words: LISTEN, THINK, ACT. Sounds easy, right? But think for a moment. How many times have you found yourself in a difficult or stressful situation where you were at odds with another person and you just reacted without thinking? Whether you flew off the handle or you ran away from the situation, you reacted without thinking the action through and without considering the consequences. Weve all done it. In fact, its a pretty typical thing to do. Conflicts often catch us by surprise and we just react. Its that knee-jerk response. The first critical step in dealing with difficult situations is to LISTEN. Listen to yourself and listen to the person with whom youre having a problem. Three critical questions to ask yourself: 1. What are the real issues I am facing in this situation? 2. How important is this relationship to me? 3. What outcome am I looking for? Three critical questions to ask the other person: 1. What are their real issues in this situation? 2. What is causing their behaviour? 3. What outcome are they looking for? Next, take a moment to THINK. What you want to think about is what you need to do to address or resolve the problem that is causing conflict or stress in your relationship. You have five choices: 1. Insist on your way. Dont take no for an answer. Keep hammering away until you get the other person to agree with you. 2. Give in. Do it their way. Agree and give in so that you can move on.
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3. Talk it all out. Take the time to find a solution that works for both of you, that meets both of your needs. 4. Ignore it. Walk away. Pretend it never happened. Never speak of it again. 5. Meet each other halfway. Compromise. Find something that, while it isnt exactly what either of you wanted, you can both live with. Which is the best response? It will depend on what you heard when you were listening. Some responses will be more useful if resolving the issue in a particular way is more important that maintaining the relationship. For example, insisting on your way (Option #1) focuses on getting things done in a certain way with little regard for the other person involved. Giving in (Option #2) has just the opposite effect. When you give in, you may preserve a relationship but you wont get your personal needs met. Each of the five approaches described above can be useful in certain contexts. There is no single way to approach a difficult situation. Thats why listening first is so important. (Look for more in-depth discussion of these five approaches in upcoming newsletters!) The final step is ACTION. Once youve decided on the best approach, follow through. Do it. Using the LTA (Listen, Think, Act) principle is the key to building positive, healthy relationships. It applies to relationships with family and friends as much as it applies to relationships with clients and co-workers. In fact, it applies to relationships between groups, companies, even nations. When we listen first, think second, and act third we are enhancing communication, demonstrating respect, and building rapport. Conflict - What Every Company Needs It is often difficult for a company to acknowledge that conflict exists in their organization. We may admit to issues or difficulties, concerns or even problems, but to use the word "conflict" seems intimidating. It doesn't have to be. Conflict is a difference, pure and simple. That difference can be of wants, needs, or expectations. It happens when you want to get on with the meeting and your colleagues want to chat about their weekend activities. It happens when you've got a full agenda for the day and your boss gives you a new assignment that needs your attention immediately. And it happens when you find out you didn't get an anticipated promotion. Your assumptions or expectations don't match the other person's assumptions or expectations - and you've got conflict. Of course, not all conflicts are equal in intensity. Some differences that we have with others simply aren't very meaningful to us. At other times, our expectations clash with someone else's expectations, and this clash impacts us in a significant way. But, rest assured, conflict, in some form or other, is a part of every relationship. The question really isn't whether or not conflict exists, the question is in what we do about it. Conflict can be destructive and debilitating. This is the way most of us think about conflict. But it doesn't have to be.
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Conflict really is dynamic. It contains the potential for destruction but it also contains the potential for creation. Consider the oyster. That tiny grain of sand that finds its way into the oyster's shell is an irritant. But what does the oyster do with that irritant? It transforms that grain of sand into a pearl. Conflict is like that grain of sand. It can be an irritant. But the possibility of new ideas, innovative solutions, and stronger relationships is also there in every conflict. The key is responding to conflict appropriately and intentionally. Organizations shouldn't be afraid to acknowledge that they experience conflict. It's a fact of life. And, if your company doesn't have any conflict, you're missing out on some amazing opportunities! Performance Evaluations - Preparing for Difficult Conversations It's annual performance assessment time! Does the very thought of conducting a performance evaluation cause your heart rate to elevate or give you a sick feeling in the pit of your stomach? Performance evaluations are a standard management tool and managers know that providing their staff with constructive feedback is an essential part of their job. Yet there are few tasks managers would rather avoid. Why? Most managers will tell you that performance evaluations are time consuming and arduous, even when the employee is performing well. But when the employee has not been performing as expected, and required, conducting a performance evaluation can become overwhelming and burdensome. Managers spend an inordinate amount of time preparing for this type of difficult conversation - crafting the message, determining how to address the issues, what words to use, and what phrases to avoid. All of this is done with the hope that the employee will receive the manager's feedback in the manner it was intended. While it is impossible to determine how an employee will react to a negative performance evaluation, there are patterns to how individuals respond to negative or conflicting issues. Understanding these patterns can help managers prepare for those difficult performance conversations. Some employees will behave like Woodpeckers. Woodpeckers will discount everything you say, immediately. It may appear that the Woodpecker isn't even listening to what you're saying. The Woodpecker isn't likely to defend himself against the things you've said because he won't acknowledge any negative criticism. Rather, the Woodpecker will come out on the attack, making a point of why his lack of success is the direct result of someone else's incompetence. In order to deal with Woodpeckers, it is important not to get drawn into their communication pattern. Defensiveness or retaliation will only intensify the confrontation. Rather, keep lines of communication open by being direct and unambiguous. Be clear about what you have to say. Continuously refocus the conversation on the behaviours and actions that you expect from the employee in order for him to receive a positive performance evaluation. Not all employees will be confrontational Woodpeckers, however. Some are more likely to respond like Parakeets. Parakeets will accept everything you say with a smile. You may get the impression that the conversation has not been difficult for the employee at all. In fact, you

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may wonder if they even care about a poor performance evaluation. Rest assured, they care. But Parakeets will make every effort to see the positive side of things rather than focus on the negative. This can be an asset in dealing with Parakeets. It is important to acknowledge the positive aspects of the situation and to build on them. But when you are managing a Parakeet, you may need to make sure that she is not ignoring the more difficult aspects of the situation. Dont' be too quick to offer Parakeets solutions. Ask questions and allow the Parakeet to discover, for herself, how to improve her work performance. You may find your employee is prepared to engage in a forthright and detailed analysis of his performance. This type of employee is an Owl. Owls will engage in dialogue and may even be so perceptive in their understanding of the situation that you wonder why they weren't more productive at work in the first place! Recognize that Owls are good talkers. They need to process things and it is helpful to work through the issues with them. However, be prepared to set guidelines and timelines around your expectations. It's okay to talk about how the Owl's performance needs to improve. But make sure you give specific goals, and dates by which to meet those goals, in order to keep the Owl accountable. Employees who attempt to avoid a performance evaluation or any other type of difficult conversation are Ostriches. Ostriches may forget about the meeting, call in sick that day, or claim that something urgent has arisen and they have been called away. If a meeting becomes unavoidable, the Ostrich may simply deny that there is any credibility to what you are saying and refuse to engage in any type of dialogue. It is often difficult for the manger to know if the Ostrich is committed to improving her performance or not. The most important thing to keep in mind when dealing with Ostriches is to avoid surprises and to be patient. As much as possible, prepare Ostriches for difficult conversations rather than springing it on them. Let them know what you want to talk about. Give them some time to absorb what you've said and what you want. And then look for steady progress, providing positive feedback along the way. Hummingbirds are those employees who will already be making suggestions for changes and improvements before you've finished talking. They will be brimming with options that they believe will help both of you achieve the results you want, finding tweaks and quick fixes to procedures and actions that will improve the situation. Hummingbirds often assume that everything is negotiable. If that is not the case, you must be clear about what you need and what options are viable in achieving the desired results. Hummingbirds like to resolve things quickly so be prepared with your issues and concerns firmly and clearly in mind. Next time you need to conduct a difficult performance evaluation, or any other type of difficult conversation, consider whether you are dealing with a Woodpecker, Parakeet, Owl, Ostrich, or Hummingbird. Understanding your employee's behaviour and how to respond to it will allow you to conduct performance evaluations that are useful, effective, and stress free. Learning more about others can also help us learn more about ourselves. When we learn more about ourselves we can begin to heal many of the issues we have, which can then lead to a harmonious life!
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Check my website for Stress Busters or Stress and the Mind-Body Connection to help you heal your life and be a happy, well-balanced person as well as an awesome employee.

Harmony in the Workplace ~ Carol Macrae

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