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20 Cards in this Set
- Front
- Back
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clarify the SLA concept
- key points (4) |
designed to create a common understanding about:
-Services -Expectations -Priorities -Responsibilities |
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characteristics of an SLA (4)
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A communications tool
process of establishing an SLA helps open up communications A conflict-prevention tool shared understanding of needs and priorities A living document predetermined frequency An objective basis for gauging service effectiveness Ensures that both parties use the same criteria to evaluate service quality |
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elements that an SLA must incorporate (2)
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Service elements
Management elements |
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examples of when an SLA agreement is not an agreemnt (2). Give examples
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When one element is lacking
-Most often management elements When SLA is poorly established -Must involve customers, large process, etc |
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how not to establish an SLA (3). Give examples of each.
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The wrong time
(ex. one side trying to suppress the other - backfires) The wrong reason (When something less complex will suffice) The wrong way (often established by service provider without customer involvement) |
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key steps in establishing an SLA (7)
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o Gather background information
o Ensure agreement about the agreement o Establish ground rules for working together o Develop the agreement o Generate buy-in - Have a stake in the outcome, involve feedback o Complete pre-implementation tasks - Ex. tracking mechanisms, establishing reporting processes, developing procedures for carrying out stated responsibilities, o Implement and manage the agreement |
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factors that influence the duration of the SLA production effort (6)
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The service environment
The proximity of the parties The span of impact of the SLA The relationship between the parties The availability of a model -is this the first SLA in organisation? Prior SLA experience |
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5 concepts related to ethics, standards and laws
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Naturalism, Particularism, Pragmatism, Relativism, Virtues
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characteristics of a good listener (4)
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A good listener hears, interprets, evaluates, and reacts
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listening rules to follow (10)
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o Ignore distractions
o Make it personal by asking “what’s in it for me?” o Focus on content, not delivery o Resist the urge to argue or judge until you’ve heard everything o Be alert to central themes, not random facts o Take notes if you must, but keep the to a minimum o Approach listening as a conscious activity - something you work at o Don’t react to emotionally charged words or expressions – these will confound your concentration o If you want members of your staff to become better listeners, ask for it o After negotiating session, hold a listening critique |
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what is reflective listening?
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Paraphrase back to speaker what he or she has said
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- Reasons why well-meaning people who seek agreement in good faith can slip into conflict (3)
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o Interdependence that exists between people, departments, etc have unique interests, goals and plans
o Both bring different objectives to the table Achieving one objective may result in non-achievement of the other o Competition for resources, personal antagonisms and organizational turf warfare |
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- Reasons why conflict can be a good thing (if handled right) (3)
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o Can function as a safety valve
o Can lead to solutions for troublesome problems o Effective conflict management can lead to increased cohesion and loyalty |
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- Strategies for conflict resolution (5)
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Withdrawal / Avoidance
Smoothing / Accommodation Compromising Forcing / Competition Problem Solving / Collaboration |
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- When is it best to use the Withdrawal / Avoidance conflict resolution strategy (4) What is the drawback?
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• Issues are trivial
• Conflicted parties lack conflict management skills • Potential losses in the conflict outweight potential gains • Not enough time to work through the issues at the heart of the conflict Drawback is that it only delays the confrontation |
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- When is it best to use the Smoothing / Accommodation conflict resolution strategy (4) What are the drawbacks? (2)
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• Issues are minor
• Damage to the relationship will hurt all parties involved • Need to temporarily reduce the level of conflict in order to get more information or to get certain tasks done • Tempers are so hot that no progress can be made Drawbacks • Offers only a temporary solution (bandaid) • Interests of accommodator (appeaser?) will get shortchanged |
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- When is it best to use the Compromising conflict resolution strategy (3) What is the drawback?
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• An ideal solution isn’t needed
• You need a temporary solution for a complex problem • Both sides have equal power Problem in that everybody loses something |
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When is it best to use the Forcing / Competition conflict resolution strategy (4) What are the drawbacks? (2)
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• Group needs an immediate action or decision
• All parties in a conflict expect and appreciate the use of power and force • All parties in a conflict understand and accept the power relationship between them • There is no expectation of a long-term relationship with other side Drawbacks • Real cause of the conflict remains unresolved, solution will only be temporary • Loser will probably seek revenge when shown opportunity |
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When is it best to use the Problem Solving / Collaboration conflict resolution strategy (4) What are the drawbacks? (2)
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• Everybody in the conflict is trained in problem solving methods
• When the parties have common goals • When the conflict results form a simple misunderstanding or lack of communication • Parties expect to have a long-term relationship Will not work when people have different values and goals • Also time consuming |
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What are the important steps of the reflective thinking thinking process?
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• Identify the problem
• Brainstorm a list of possible solutions • Evaluate alternative solutions • Make a decision • Monitor the results of the chosen solution |
