What are SIDIC and How Does it Impact the Practice of Management?
SIDIC stands for the ‘Situational Intelligence, Difficult Conversations, and Intercultural Communication’ Model. This model is a method of using empirical and researched information to help managers make better decisions, engage others, and build relationships within their teams and organizations. Management extends far beyond just managing employees in an organization; it includes our relationships with people from all choices, backgrounds, and cultures. SIDIC is a tool for managers to better understand and navigate difficult conversations.
SIDIC was originally developed by Karen E. Gravley and Stephanie L Ervin, in an effort to create a systematic approach to understanding and resolving difficult conversations. The model is based on the idea that conversations are an interactive process of information exchange where each party has the opportunity to express their perspective and gain a better understanding of the others view point. The SIDIC model helps managers to be aware of cultural differences, identify key elements in difficult conversations, and display respect for the views presented. Using SIDIC, managers are better equipped to have effective and productive conversations that are culturally competent.
The SIDIC model consists of four steps: scenario planning, negotiation, action, and resolution. In the first step, managers should be aware of their own biases and conduct research on the cultural norms and behaviors of the groups or individuals involved. As part of this process, the manager should seek to understand the demands, needs, and expectations of both parties. This helps the manager to create a plan for engaging the other party without assuming anything about their attitude or stance.
In the second step, managers should move from planning to actual negotiation. This involves actively engaging the other party in constructive dialogue, as well as listening to their perceptions and interpretations. Managers should also strive to remain neutral, open-minded, and respectful. This is important because it builds trust and helps to ensure that everyone is heard.
In the third step, the manager is responsible for taking action. This may include setting boundaries around ideal outcomes, reinforcing the importance of mutual understanding, or negotiating a practical solution. This is where the manager’s ability to detect verbal and non-verbal cues is key. Finally, in the fourth step, the manager is responsible for resolving the issue and ensuring that both parties are satisfied with the outcome.
The SIDIC model is a powerful tool for managers to have more effective conversations, easier resolution of disagreements, and to build relationships in a culturally competent manner. By using this model, managers can gain deeper insight into how their teams and organizations interact with each other, and become better stewards of their people and the company. This model is one of the most practical approaches for resolving difficult conversations and furthering well-being in the workplace.
