ETL 401 Management issues topic 6

Sanders, R. (2004) Chapter 13: Conflict resolution. In Australian library supervision and management (2nd ed., pp.127 - 132). Wagga Wagga, NSW: Centre for Information Studies.

The 3 things that I learnt from this article are:

• learn how to manage conflict so as to handle it in a positive/constructive way, rather than in a negative/destructive way. This involves being assertive, however, listen carefully and try to understand the point of view of the other person. By listening carefully allows you to actually hear the concerns of the other person. The key to successful negotiation is listening, so a win-win situation can be ultimately achieved.
• control your emotions and avoid getting angry when conflicts arise. It's much better to be in problem-solving mode when dealing with conflicts rather than in emotional mode.
• being prepared during conflicts. Step back from the conflict until you are calmer, than you would be in a better frame of mind to discuss and negotiate through the issues. This allows preparation time - to think about all party's points of view and come up with possible solutions.

Covey, S.R. (1989). The seven habits of highly effective people: Restoring the character ethic, [Pt. 1], pp. 146-164 and [Pt. 2], pp. 165-182.
The three things that I learnt from this article are:

• Planning and prioritising are essential to effective management. Prioritise what's really important on a weekly basis and then devote specific times during the week to the completion of these tasks. This hopefully should help one get those all important things done. "You have to decide what your highest priorities are and have the courage - pleasantly, smilingly ... - to say no to other things" (p. 157)
• Delegation is important to effective management. Don't be afraid to delegate to others so as to be more time efficient and work effective. Be clear in ones expectations to ensure the people you are deligating to undersand the desired results, guidelines, resources available, accountability and consequences.
• Trust is the highest form of human motivation. It brings out the very best in people. It may take time and patience to train and develop people so that their competency can rise to the level of that trust.
• 'Effective management is putting first things first.' (p148) and carrying it out.
  

Gilman, T. (2007). The four habits of highly effective librarians (Chronicle Careers) The Chronicle of Higher Education, May 23

• Openness - be prepared to be open and frank and to listen to both what you agree and disagree with. Learn to accept constructive criticism - act on it and change behaviour, procedures or policicies if need be in order to create a harmonious and collaborative working environment.
• Be responsive so as to deliver services that students require - this results from listening.
• Collaboration - work with others and not in isolation. This is a little difficult in my current school situation where teachers and TL do not work collaboratively. Collaboration occurs between teachers.
• Communciation is essential for an effective school library. Keeping colleagues in the loop and consult them regarding important decisions is essential.