Skills building training day 4 interpersonal differencies
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Transcript of Skills building training day 4 interpersonal differencies
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IMPROVED STRATEGIC MANAGEMENT
CAPACITY PROJECT
October 2013
Change Management – Session 4
Jocelyne Rasé
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Day Four
• Understanding interpersonal difference to work as a
change catalyst
• The TMI Tool - interpersonal differences
– Specific needs
– Preferential modes of operation
– Attitude towards change
• Motivators
• Principles and practice of coaching
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What is below the surface?
Listen to the words, question them, ask for different words…
Listen to the emotion, ask for clarification
Topic
Issue
.
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Four Preferences
I Relationships E
How people interact with others
ExtravertIntrovert
P Information C
How people handle information
Practical - Detailed Creative -Innovative
A Decisions B
How people take decisions
Analytical - Thinking Beliefs & Feelings
S Organisation F
How people organise themselves and others
Structured Flexible
First Preference
I Relationships E
How people interact with others
How they recharge their batteries
ExtravertIntrovert
Le Lièvre et la Tortue Jean de la Fontaine
Introvert
Extravert
Open Door Policy
« Do Not Disturb »
IE
Some Key Words
Introversion – I Extraversion – E
Focus on reflection Focus on action
Like quiet Like lively surroundings
Need concentration Need interaction
Deep friendships Multiple relationships
Think – Do – Think Do – Think – Do
Need for preparation Can improvise easily
One focus at a time Can multi task easily
Inwardly directed Outgoing
Think things out before
speaking
Talk things through
Brainstorm
Introversion Extraversion
ExtraversionIntroversion
Prefers writtencommunication
Prefers oral communication
ExtraversionIntroversion
Gets recharged through interactions with the
environment & others
Gets recharged through reflection and lives in
internal world
ExtraversionIntroversion
Learns by doingNeeds to think firstbefore doing
ExtraversionIntroversion
Likes to brainstorm
Uses others as sounding boards
Takes active part in the process
Thinks before reacting
ExtraversionIntroversion
Easily takes initiativesin relationships at work
Takes initiatives only when the situation becomes urgent
ExtraversionIntroversion
Has multiple points of interest
Likes to focus ona few points but in depth
ExtraversionIntroversion
Acts better on hisown than in group
Needs to be incontact with others
IntrovertExtravert
Extravert Introvert
Potential Conflict
Introverts vs. Extraverts
Dealing with disruptions
Speed of making decisions
Time before action - speed of implementation
Delegation of tasks: how much responsibilities you own - accept
Communication style – monopoly of meetings by Extravert
Frequency & type of feedback
Definition of friendship – keeping in touch
Exclusion – inclusion
Visibility in the organisation
Potential derailment
Introvert
Difficult to read
Tendency to isolate
Excessive time before action
Obsessing on same thoughts
Excessively prudent
« I can do it alone »
« I don’t need anyone »
FEAR OF DEPENDENCE
Extravert
Wants to be the centre of attention
Jumping too quickly into action
Being easily distracted
Being too available – therefore easily overwhelmed
Failing to evaluate risks or consequences
Taking on too much responsibility
« I need to be informed and connected »
FEAR OF BEING IGNORED
Second Preference
P Information C
How people handle information
How they look at reality first
Practical Creative
Practicalfocus on details
Creative
focus on big picture
Sensing & Intuition
Operational short-term evaluation
Strategic, long-term vision
C
P
Some Key Words
Practical
• Focus on facts
• See small details
• Realistic
• Specific – microscopic vision
• Down-to-earth
• Practical
• What is NOW
• Rely on experience
• Mean what they say
• Need precision
• What you see is what you get
Creative
• Focus on ideas
• See overall patterns
• Conceptual
• General – helicopter vision
• Head-in-clouds
• Theoretical
• What could be in the FUTURE
• Rely on inspiration
• Understand what they mean
• Need a sense of purpose
• Like metaphors
Trusts experience most
Trusts inspiration most
Practical Creative
Looks first at details Sees things in big picture& the main points
Practical Creative
Likes stability
Prefers smooth changes
Likes to think outside the box,
develops new ideas
Practical Creative
Oriented on TODAY Oriented on TOMORROW
Practical Creative
Focuses on symbols &
the meaning of things
Practical Creative
Focuses on concrete, operational
& realistic things
Draws conclusions
based on facts in a prudent
& reflective manner
Draws very quick decisions
based on intuition
Practical Creative
Remains focused on facts
& figures
Goes beyond facts;
has a fertile imagination
CreativePractical
Works with detailed plans
Works with
2 or 3 main points
CreativePractical
The 12 High Performance Behaviours
Information searchCreating business solutionsFlexible thinkingSeeking information, managingcomplexity, generating ideas, developing options, depth & creativity of thought, encouraging innovation
Engaging & Developing Others
Innovative Thinking
Leading People
Achieving Excellence
Enable and drive changeContinuous improvementCustomer focusGetting results, driving excellence, customer focus, making targets, galvanising action, delivering the bottom line
InfluenceBuilding confidenceCommunicationCommunicating a compelling vision, influencing others, generating passion, energising others, building confidence & belief
Building relationshipsTeamworkDeveloping peopleValuing & respecting others, coaching, creating trust, empowering others, facilitating groups, developing people and building teams
Potential Conflict
Practical vs. Creative
Level of details necessary
Operational role vs. generating ideas
Micromanagement
Time: Present vs. Future
Thinking about possibilities – options – alternatives
Innovative approach - thinking outside the box
Flexibility
Welcoming change – seeing it as an opportunity to seize
Professionalism - Criteria of quality
Meeting clients needs
No Mom ! It is not a fairy tale casttle, it is the box used to wrap upthe TV when we bought it yesterday.
That is what I thought
Creative
Practical
Potential derailment
Creative - Intuitive
Being unrealistic
Head in the clouds
Being impractical
Inability to implement ideas
Wishful thinking
Inability to be Here & Now
« I need to imagine all possibilities»
FEAR OF ROUTINE
Practical - Detailed
Paralysis of analysis
Perfectionism
Excessive focus on errors
Micromanagement
Inability to put things in context
Being too operational – lack of creativity
Inability to think long term
« I need to know & control it all »
FEAR OF NEW
Third Preference
A Decisions B
How people make decisions
Analytical - Thinking Beliefs & Feelings
Analytical
thinking
Beliefs
& Feelings
Some Key Words
Analytical thinking
• Use brain first • Facts• Distant• Objective• Analytical – critical view• Tough-minded• Think about implications• Logical• Listen to reason• Refer to universal truths• Seek principles
Beliefs & Feelings
• Refer to their heart first• Emotions• Intimacy - closeness• Subjective • Personal connection• Want to be fair• Think about being appreciated• Empathic• Focus on impact on people• Refer to values• Seek harmony
Makes decisions by
stepping out of the
problem to be
objective
Makes decisions
by stepping into
the problem to be
empathic
Analytical thinking Beliefs & Feelings-
Decides with his head Decides with his heart
Analytical thinking Beliefs & Feelings
Understands peopleKnows how to interact
Analyses & resolvesproblems in a logical manner
Analytical thinking Beliefs & Feelings
May become cold & heartless in emotional situations
May be touched bypersonal situations
Analytical thinking Beliefs & Feelings
Aspires to the truth, wants justice to be objective
Aspires to build positive & harmonious relationships
Analytical thinking Beliefs & Feelings
EmpathicRational - Distant
Analytical thinking Beliefs & Feelings
Considers each person as a unique individual
Considers individuals as members of a group
Analytical thinking Beliefs & Feelings
Projects self in the situation
Looks at events from a distance
Feelings - Beliefs
Analytical thinking
Potential Conflict
Analytical thinking vs. Beliefs & Feelings
Values – Can we be friends with people who have different values?
How to give feedback – factual or empathic
How you communicate decisions
Impact of decisions on self
Impact of decisions on others
Potential for burnout
Motivation: being motivated by facts or by personal connection
Fair process – being included in the process of decision making
Potential derailment
Thinking - Analytical
Cold – logical – rational
Emotional disconnection with self & with others
Inability to have empathy
Hyper rationalism
« I need to understand logically »
FEAR OF IRRATIONAL
Feeling - Beliefs
Over identification with events
Over personalising
Lack of objectivity
Excessive focus on harmony
« I need to understand how it feels »
FEAR OF NOT BEING LIKED
Fourth Preference
S Organisation F
Structured Flexible
How people organise themselves and others
Start Deadline StartDeadline
Structured - Methodical or Flexible – Last minute
Linear or Circular?
Some Key Words
Structured
• Organised
• Like strict schedules
• Formal
• Systematic
• Linear - one thing at a time
• Focused on now
• Want closure
• Methodical
• Planning
• Re-structures
Flexible
• Spontaneous
• Feel stifled by schedules
• Casual
• Has peaks of performance
• Circular - many things at a time
• Will think about it later
• Leave things open
• Thrive on surprises
• Adaptable
• Can change course easily
Methodical - Systematic
Structured
Flexible
Spontaneous without
constraints
Likes structure, graphs,
maps & plans
Feels limited by graphs,
structure or maps
Structured Flexible
Gives importance to the
pleasure found in tasksIs always focused on the
objective to achieve
Structured Flexible
Prepares everything
in advance
Makes last minute decisions
Likes to take into account
various options
Structured Flexible
Likes things
to be settled
Seeks flexibility,
likes the option of change
Structured Flexible
Tries to avoid stress associated
with time pressure
Thrives under time pressure;
makes him feels energized
Structured Flexible
Sticks to planning
Can adapt and change
courses if needed
FlexibleStructured
Can become inflexible
& overly controlling
Can become cahotic
& disorganised
Structured Flexible
Potential Conflict
Structured vs. Flexible
Criteria of quality – definition of professionalism
Long planning vs. last minute interventions
Mode of operation: Linear vs. Circular
Instructions & directives: micromanagement
Focus on timelines, deadlines
Need to set up of milestones
Reporting mechanisms
Trust
Anxiety towards the future - sense of urgency
Learning style
Being overly optimistic about what can be done
Potential derailment
Structured
Rigidity
Being controlling and dictatorial
Missing opportunities
Anxiety when faced with unpredictable events
Pessimism about the future
“I need to know what will happen”
“I need to be in control”
FEAR OF UNPREDICTIBLE
Flexible
Distractibility
Inability to focus or commit
Procrastination
Change for the sake of change
Easily converted, influenced
Unrealistic optimism in the future
« I need to explore all options»
FEAR OF MISSING OUT
Flexibility Needed…
Introvert REFLECT
Extravert BE OPEN - INTERACT
WITH ENVIRONMENT
Practical UNDERSTAND A SITUATION IN DETAILS
FACE THE FACTS (+ & -)
Creative EXPLORE OPTIONS & ALTERNATIVES
FIND NEW POSSIBILITIES
Analytical thinking MAKE LOGICAL DECISIONS
BE RATIONAL
Beliefs & Feelings COMMUNICATE THE DECISIONS
PAY ATTENTION TO THE IMPACT ON PEOPLE
Structured GET ORGANISED
PLAN
Flexible EVALUATE THE RESULTS
ADAPT + BE FLEXIBLE
Explore
options
45
61
Examine the facts in details
2
3Take rational
decisions
Communicate decisions +
Take into consideration the impact on people
Plan - Structure
Organise
Adapt
Improve
Be flexible
The process of efficiency
EXPLORE OPTIONS
BE CREATIVE
USE INTUITION
LOOK AT FACTS IN
DETAILS
MAKE RATIONAL
DECISIONS
PROPER COMMUNICATION
FOCUS ON EMOTIONS & BELIEFS
STRUCTURE
ORGANISE
FLEXIBILITY
ADJUST
Dysfunction
1
35
If Extraverts, making decisions too quickly and acting too fast
2
4
6
Tasks oriented teams
CONSIDER
POSSIBILITIES
BE CREATIVE
BE PRACTICAL
FOCUS ON DETAILS
ANALYTICAL
THINKING
PROPER COMMUNICATION
FOCUS ON EMOTIONS - BELIEFS & VALUES
STRUCTURE
PLAN
ORGANISE
FLEXIBILITY
ADAPT
Dysfunction2
4
61
35
Relationships oriented teams
15 November 2013 81
Meeting Date: /……/ Time:
Exam
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Exp
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Mak
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Co
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Co
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Org
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Pla
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Stru
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Eva
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Be
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Tim
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OutcomeMeeting Facilitator(s):
Time Keeper: Location:
Topic Objective
1
2
3
4
5
6
7
8
Workshop TMP PP82
16 Options
Workshop TMP PP83
8 roles
Worksh
Types of Work Model
The Types of Work
Gathering information from various sources, both internally
and externally
Collating and sharing the information so that it can be put to
good use
Understanding the current business environment and its
impact on the team/organisation
Keeping up to date with competitor activity and changes in
legislation
Questioning
Sharing
Thinking of new ideas and new ways of doing things
Challenging the status quo
Looking at existing processes to see whether they can be
improved
Approaching problems from different viewpoints
Questioning – what if?
Visioning
Change
The Types of Work
Ideas may become lost if not promoted in the right way
Necessary to secure resources and commitment
Getting ‘buy in’ from key stakeholders and those who will
make the ideas work
Obtaining internal and external support
Promoting your own skills and experience to others within
the team or organisation
Sales and Marketing
The Types of Work
Can we make this idea work?
Which idea or proposal is the most viable and realistic?
Practical testing and prototyping
Applicability and appropriateness for team or organisation
Focus groups
Pilot schemes
Thorough testing now may save time later
The Types of Work
The critical planning stage before implementation
Who, what, when, where and how?
Resource allocation
Process
Plans
Structure
People
The Types of Work
Delivery of products and services to a consistently high
standard
Contributes directly to bottom line outputs
Essential function which provides tangible, reliable results
Individual, team and organisational performance are judged
on this
Products
Outputs
Services
The Types of Work
Are the products and services of the required standard?
Is the output to the desired specification?
Have we finished on time and within budget?
An opportunity for revisions and refinements
Quality checking
Focus on the details
Control
The Types of Work
Upholding the values of the team / organisation
Long term maintenance of internal infrastructure and people
Paying attention to relationships with clients and colleagues
Important for continued success
Values
People
Infrastructure
The Types of Work
The Types of Work
Advising Gathering and reporting information
Innovating Creating and experimenting with ideas
Promoting Exploring and presenting opportunities
Developing Assessing and testing the applicability of new approaches
Organising Establishing and implementing ways of making things work
Producing Concluding and delivering outputs
Inspecting Controlling and auditing the working of systems
Maintaining Upholding and safeguarding standards and processes
LinkingIntegrating and coordinating the work of others: within the team and in relation to external interfaces
Roles
Role Major Characteristics General Behaviour
Reporter-Adviser Supporter, helper, tolerant A collector of information Dislikes being rushed Knowledgeable
Usually not aggressive Not time conscious Enjoys finding out Issues interpreted personally Tends to ‘put off’ decisions
Creator-Innovator Imaginative Future-oriented Enjoys complexity Likes research work
Often irregular work pattern May miss deadlines Continually searching for new ways Independent
Explorer-Promoter Persuader, ‘seller’ Likes varied, exciting, stimulating work Easily bored Influential and outgoing
High energy level Knows lots of people Good at getting resources A visionary A good communicator
Assessor-Developer Analytical and objective Developer of ideas Enjoys prototype or project work Experimenter
Moves from task to task Action-oriented Dislikes routine Gregarious but independent
Roles
Role Major Characteristics General Behaviour
Thruster-Organiser Organises and implements Quick to decide Results-oriented Sets up systems
Makes things happen Action via deadlines Will exert pressure Impatient May overlook people’s feelings
Concluder-Producer Practical Production-oriented Likes schedules and plans Takes pride in reproducing goods and
services Values effectiveness and efficiency
Time conscious Follows through to the end Dislikes change Prefers routine Makes schedules work
Controller-Inspector Strong on control Detail-oriented Low need for people contact An inspector of standards and
procedures
Critical of inaccuracies Enforcer of regulations Meticulous Quiet and reflective Concentrates in depth on a few
issues at a time
Upholder-Maintainer Conservative, loyal, nostalgic Supportive Personal values important Strong sense of right and wrong Work motivation based on purpose
Can help weld the team together Prefers an advisory role Can negotiate well Usually has strong feelings
Hi Derek,
Thanks for getting back to me! Here's what I was able to book for next week’s conference for your group:
- 2 hours with senior managers in the office in Cinisello on Tuesday
- 1 hour lunch with the financial group at Dino’s in Milan on Wednesday
And just a few other things I'd like to check:
- are the times for all other meetings 1 hour?
- do you want each manager to attend only 1 meeting?
- what are the limits on the manager’s expense account for these trips?
Thanks!
Bob
Which type ?????
Hi Derek,
Thanks for getting back to me! Here's what I was able to book for next week’s conference for your group:
- 2 hours with senior managers in the office in Cinisello on Tuesday
- 1 hour lunch with the financial group at Dino’s in Milan on Wednesday
And just a few other things I'd like to check:
- are the times for all other meetings 1 hour? Structured
- do you want each manager to attend only 1 meeting? Detailed
- what are the limits on the manager’s expense account for these trips?
Thanks!
Bob
Which type ?????
Which type ?????
Dear Nicole,
It was with great pleasure that I met you the other day.
We will see how things progress.
There is no need to get all excited about the merge without reason.
The decision can go both ways.
Who knows what will happen? We will find out soon enough.
I remain at your disposal. Don’t worry.
Warmly yours,
Joyce
Which type ?????
Dear Nicole, friendly
It was with great pleasure that I met you the other day. flexible
We will see how things progress. flexible
There is no need to get all excited about the merge without reason.
The decision can go both ways. open to possibilities
Who knows what will happen? We will find out soon enough.
I remain at your disposal. Don’t worry.
Warmly yours,
Objective:
Joyce Managing the relationship
Which type ?????
Feb 18, 2010 – 5pm
Nicole,
I am glad we had a chance to meet last Tuesday at the meeting
conducted by John Runbard, the manager of the Tax Processing
team. Even if it is clear that no decision has been made yet, I think
it is important to prepare for both possibilities…
1. If the decision is to merge our 2 groups, we must be ready to
move in 3 days so we can be fully operational the 4th day
2. If the decision is to remain separated , we must be ready to not
only continue our production at the same pace as before but also
to start dealing with new dossiers so we can show an increase in
productivity of 4,5% by the end of the year
Sincerely,
Jane
Which type ?????
Feb 18, 2010 – 5pm structured, detailed
Nicole, Thinking
I am glad we had a chance to meet last Tuesday at the meeting
conducted by John Runbard, the manager of the Tax Processing
team. Even if it is clear that no decision has been made yet, I think
it is important to prepare for both possibilities…detailed, structured
1. If the decision is to merge our 2 groups, we must be ready to
move in 3 days so we can be fully operational the 4th day
2. If the decision is to remain separated , we must be ready to not
only continue our production at the same pace as before but also
to start dealing with new dossiers so we can show an increase in
productivity of 4,5% by the end of the year organised - detailed
Sincerely,
Jane
Objective: Managing tasks