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The Water Impact Booklet Tessie’s Frustration The new general manager held a staff meeting and asked for ideas to improve the utility. Each person contributed an idea – except for Tessie, the manag- er of customer service. “Come on Tessie – I am sure you have some good ideas”. Tessie would not speak and started to become upset. “Tessie – what is the matter?” Nervously, Tessie said this: “When I was younger and became the manager, I had ideas to im- prove that I suggested to the general manager. He told me that he was not paying me to think, he was paying me to do what he told me to do. Ever since then, I have kept my ideas to myself”. This example about Tessie shows that people consid- er the consequences as they decide how to behave. The normal case is: You keep doing the work you have al- ways done in the same manner in order to please your boss or to gain a certain benefit. Maybe you have learned that by doing it this way you will not get into trouble. Why should you think of changing your be- haviour in a new way that might be risky? On the other hand, some people are more inclined to bring about change, challenge the status quo and inno- vate to benefit the organization. Good leaders understand, appreciate and accommodate these different attitudes and behaviours. They encour- age positive behaviour and discourage negative behav- iour. Training is one way to build effective behaviour. Can training alone influence human behaviour? The sim- ple answer to this question is “No”: people are not will- ing to adopt new ideas and to change the way they do things unless they are sure that there will be positive consequences. This means that when we ask people to change their be- haviour it will take place more readily if we show them the expected benefits - and the lack of negative conse- quences. Leadership has a dual obligation: they must point out the benefits of changing behaviour and at the same time they must show appreciation when people change their behaviour to the positive side. Due to the importance of these concepts, we have dedi- cated this section of the Guidebook to “Human Behav- iour”. This section provides ideas for improving human behaviour - proven ideas that can bring about positive changes very quickly. It takes little time to learn about holding Effective Meetings, and it costs nothing to do them. Yet, you may find the benefits to be great. Each of those chapters includes basic concepts, self analysis, the successful experience of others, lessons learned, activities to help you improve human behav- iour in your organization and links for more informa- tion on the subject. D. Chapter Summaries Conflict Resolution: The history of the human race is full of conflicts – between countries, groups and indi- viduals. When conflicts arise, it makes sense to resolve them so that things can proceed smoothly. There are techniques to systematically resolve conflicts in your work and personal life. Conflict is not always a bad thing – it can often help an organization find a better way to proceed. Effective Meetings: How often do we go to meetings that drift from the agenda, take too long and accom- plish too little? People can learn how to prepare, conduct and follow-up that will help meetings accomplish ob- jectives. Meetings that respect time, stick to the agenda, and bring about interactive participation are the meet- ings that people take seriously, enjoy and find useful. Time Management: Time is a valuable resource. Time management refers to a range of skills, tools and tech- niques used to manage this resource that you can use as you work. You may be better able to manage your time if you: Plan, set goals, prioritize, delegate, organize, monitor, schedule and adopt management by results. Ethics: Can you imagine how life might be without ethical principles like honesty, fairness, transparency, accountability, credibility, responsiveness and equity. Related to governance principles, this chapter provides guidelines for establishing or improving the ethical behaviour of people in your organization.