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Show 8 &Hilltop Times 12. 2004 DoD axes Internet voting Discussion solves workplace conflicts by Jim Garamone ally worth it to take some time to listen to by Dave Larsen Organizational Health Center Some of the most disruptive events in the workplace are interpersonal conflicts. They are irritating and distracting. They can lead to low morale and reduced productivity; but they are also tricky to deal with and can be extremely frustrating and time consuming for management. I'd like to share some of what organizational specialists have learned about how to resolve workplace conflicts. First what doesn't work. Ignoring the problem, or just letting them fight it out, doesn't usually work. However, jumping into the middle of the fray and trying to determine who to blame, or who to discipline may not bring a satisfactory conclusion either. People often become very invested, and feel mentally and emotionally justified in their responses, and arbitrary dictates from management seldom resolve these deep rooted feelings. So what does help? Consider this approach. In 1991, a colleague ran a school for delinquent adolescents near San Francisco. These were kids who'd been in gangs or gotten too difficult for their parents to handle, and he had 60 of them in his small parochial school, and eight instructors-counseloto manage them. I asked him how on earth he did that, especially when they had their inevitable conflicts. He told me if two children were caught fighting they would stop the fight, and he would let each know that he wanted to hear their side. First he asked each to go to their room and write down what had caused the fight, and what they felt the solution should be. The write up needed to be at least half a page long. He then made an appointment to discuss it with him. This, he said, would usually defuse the situation. rs QMS each persons side, paraphrasing or C The "time out" and writing helped them to calm them down and stay rational. They knew he would listen to each of them so they didn't feel dismissed or discounted. The assignment to come up with a solution gave them ownership, and got their minds into a problem solving, rather than a blaming mode. He noted that often they would come up with good solutions that were mutually agreeable. Otherwise, he diswould mediate a problem-solvin- g cussion. But again, the focus would be on mutually agreeable solutions to prevent future conflicts, rather than blame. With this approach each felt heard and respected, and usually more invested in living up to their end of the agreement. This is a good approach that seems useful for most organizational or interpersonal conflicts. It is based on these sound principles of human interaction. When people are angry or upset they usually cannot think well. They may also have a hard time focusing if they are tired or hungry. For this reason it is usually best to call a time out, and schedule another time, when they are less likely to be tired, hungry or angry, to resolve the issues involved. After lunch or first thing in the morning may be good. In the meantime it's good to instruct the parties to focus on possible solutions, as well as why they responded as they did, and to put those solutions in writing. This gives you something concrete to work from. People want their side to be heard. Indeed some will be unwilling to discuss solutions until they feel heard. So although it may be a bit time consuming, it's usu summarizing their statement to show and insure accuracy of understanding. Base mediators can help with this. In any event, at some point it's imperative to shift the focus from blame to solutions for the future. When discussing possible solutions, participants should be encouraged to think of solutions that would be mutually beneficial or a The Hill Alternate Dispute Resolution office provides mediation for all base personnel. A pool of neutral, third party mediators, trained in appropriate skills, are available. Supervisors should call Mary or Connie Hanson Bishop at Ext. for mediation assistance. at Ext win-wi- n. When parties are brought together ground rules are set in place, which all agree to before the mediation begins. These usually include no name calling or derogatory language, only one speak at a time, and after an initial sharing of each side's views or perspective, the focus is turned to generating solutions rather than blame. It may also be helpful if each is asked to identify their underlying or bottom line interests or needs, as well as things they can agree on. This helps to insure the negotiations are on target and often suggests additional possible solutions. Once a plan for resolution or prevention is developed the mediator will note down who will do what and when. The agreement can then be signed by each party, with a copy given to all participants. This will do much to avoid memory lapses and insure future accountability. This process isn't easy, and may take hours, and more than one meeting to complete. But with patience, personal responsibility, integrity and skill conflicts can be resolved and peace, trust and healthy working conditions restored. American Forces Press Service Defense Department offiWASHINGTON (AFPN) cials are axing an Internet voting program because of concerns about security, a Pentagon spokeswoman said Feb. 6. The Federal Voting Assistance Program, which aids Americans serving overseas in the voting process, will not use the Secure Electronic Registration and Voting Experiment SERVE system in November. "The department has decided not to use the SERVE program in the November elections because of our inability to ensure the legitimacy of the votes," the spokeswoman said. Deputy Defense Secretary Paul Wolfowitz signed the SERVE memo on Jan. 30. The cancellation follows a report by four of the 10 computer security experts asked to test the system. Those four decided the system didn't ensure the legitimacy of votes. The report they issued said there were a number of ways that computer hackers could crack into the system. Wolfowitz said he will reconsider his decision only if researchers can prove integrity can be maintained, the spokeswoman said. The program isn't new. In the 2000 election, counties in South Carolina, Texas, Utah and Florida participated in a demonstration. A total of 84 voters in 21 states and 11 countries voted in those jurisdictions. DoD officials had hoped to expand the program to include about 100,000 voters. The program was open to U.S. citizens who fall under the Uniformed and Overseas Citizens Absentee Voting Act. Congress mandated the program in the fiscal 2002 National Defense Authorization Act. DoD officials will seek legislative relief from the project if it is needed. The decision does not end Internet voting research, the Pentagon spokeswoman said. Research will continue. Under the project, eligible voters would have been able to register and vote electronically via any Windows-base- d personal computer with Internet access from anywhere in world. Seven states had signed up for the project: Arkansas, Florida, Hawaii, North Carolina, South Carolina, Utah and Washington Overseas voters can still vote by regular paper ballots, or via fax. The Federal Voting Assistance Program has more information on its Web site, and servicemembers also can contact their unit voting assistance officers. proof-of-conce- pt HOW TO DEDUCT MORTGAGE LOAN POINTS AND FEES There may be a great deduction that you overlooked when buying a new house or refinancing your existing residence. When buying a new residence, points paid as loan origination fees andor discount points are generally deductible in the year paid if: 1. Computed as a percentage of the principal amount. 2. Buyer deposited into escrow enough cash to cover the points, (you cannot borrow the points from the lender). 3. The loan is to purchase your principal residence. 4. The points are clearly identified on the settlement statement-Poin- ts paid by the seller are also deductible by the buyer in the year paid. Points on a second home must be amortized over the life of the loan. 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