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MRSC FOCUS › HR Advisor June 2005
 
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MRSC has joined with Janice Corbin and Janet May, Partners, Sound Employment Solutions, Rhonda Hilyer, President, Agreement Dynamics,and Bruce Schroeder, Employment/Litigation Attorney, Summit Law Group, to bring you the "HR Advisor" article series on employment and labor law issues affecting Washington local governments. The "HR Advisor" will feature a new article each month with timely HR management information and advice you can use.*

From Whining to Winning

June 2005

Rhonda Hilyer
Agreement Dynamics, Inc.

How's a manager to know whether a chronic complainer is fanning the flames of discontent or whether a real issue needs to be addressed?

And, how can employees be encouraged to speak up when there's a situation that really needs fixing without encouraging nit-picking or constant criticism of management's decisions.

A new approach to workplace communication and dissent is gaining momentum. It's called "constructive dissent" or "C.D." It involves three steps:

  1. First, management convenes a representative cross-section of the department or organization. The group is presented with a dictionary definition of

    • "Constructive = useful, valuable, effective, helpful"; and
    • "Dissent = to disagree, to differ"

    Next the group discusses and determines in writing the following :

    • What "C.D." is not.
    • Why do it and encourage it?
    • When is it most effective?
  2. All managers and staff are trained in how and when to give and receive constructive dissent. This training is 3-4 hours in length and provides both "rules of engagement" or the do's and don'ts of constructive dissent and skill building in effective listening and responding to dissent.
  3. Examples of C.D. are shared at staff meetings, sometimes with special awards. C.D. then becomes institutionalized as the way to do business.

    What's the payoff for training, soliciting, and implementing constructive dissent?
    • Chronic complainers lose credibility
    • Communication tends to be respectful, specific, clear and open
    • Management is more trusted and supported
    • Better decision making is fostered
    • Group-think is minimized
    • Teamwork is promoted

Where did this approach come from? While many organizations encourage input and feedback, few actually set up systems that support the voicing of divergent views. One such organization is the Peoria, Arizona Police Department. To date, department leaders have not only participated in the training and implementation of C.D., they have trained officers and civilians and commanders to be certified trainers of the constructive dissent program known as "HEAR WELL/SPEAK WELL." This program was recently the subject of Police Chief Dave Leonardo’s front page message to the Department.

Other city leaders, including the City Manager, Terry Ellis, Assistant City Manager Priscilla Ferreira and HR Director Greg Eckman have been key participants and supporters in the implementation of HEAR WELL/SPEAK WELL and Constructive Dissent.

For more information on their efforts and the HEAR WELL/SPEAK WELL program and/or a copy of Chief Leonardo's newsletter comments, contact Agreement Dynamics, Inc. at 206-546-8048 or HQ@agreementdynamics.com.

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Bruce Schroeder is an employment / litigation attorney with Summit Law Group, Seattle. Bruce's practice is concentrated on representing management in the entire range of employment law matters. More.
Janice Corbin is a partner with Sound Employment Solutions, LLC, Seattle. Janice has over 15 years of human resources experience with the Seattle Police Department and the International Harvester Truck Company and has worked in the law enforcement field for over 22 years. More.

Janet May is a partner and attorney with Sound Employment Solutions, LLC, Seattle. Janet has over ten years of experience in the labor and employment law field, and has represented both management and labor. More.
Rhonda Hilyer, President and Founder of Agreement Dynamics, is an international consultant with a reputation for helping convert traditional, conflict-based environments into productive, collaborative ones. More.

*The Articles appearing in the "HR Advisor" column represent the opinions of the authors and do not necessarily reflect those of the Municipal Research & Services Center.