Collaborative leaders


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Collaborative leaders

  1. 1. Collaborative Leaders…<br />
  2. 2. Non Productive Collaborative Predispositions<br /><ul><li>“Winning” is merely “beating” the other side
  3. 3. “Winning” is merely not losing
  4. 4. Dealing with a threat is more important that generating trust
  5. 5. Unaware of my own habits and predisposition for interaction with others
  6. 6. I approach all situations in a self-protective manner
  7. 7. Unaware that everything I do sends messages to others
  8. 8. Competition is a better strategy for winning than cooperation
  9. 9. My standard approach to life works in all situations
  10. 10. I am not clear and direct with my intentions
  11. 11. When I don’t have data and information, I tend to make things up in my head
  12. 12. I know others’ intentions without asking them
  13. 13. I am worthy of trust, but others are not
  14. 14. I judge myself by my intentions, and others by their behavior
  15. 15. I underestimate how interdependent I am with others
  16. 16. When I am betrayed, I resent and retaliate
  17. 17. I expect others to forgive me quickly, but I reserve the right to hold on to my resentments
  18. 18. I blame others for the unintended consequences of my behavior</li></li></ul><li>Collaborative Leadership Principles<br /><ul><li>Initiate conversations and dialogue with a stance of non-judgmental inquiry
  19. 19. Submit their own ideas and viewpoints to the critical scrutiny of others
  20. 20. Believe that something meaningfully new or unique arises from cooperative efforts
  21. 21. Reshape their view of reality after mutual inquiry and meaningful conversations with others
  22. 22. Naturally hold the intention to collaborate with others
  23. 23. Willingly share power with others
  24. 24. Are accountable to the collective organization – they realize that everyone counts – every opinion and contribution is important and sincerely matters
  25. 25. View the health of their organization to be in direct proportion to the level of cooperation among everyone
  26. 26. Strongly believe in the engagement and participation of everyone in the organization as a means to success
  27. 27. Are committed to trust, truthfulness, and authenticity in relationships
  28. 28. Develop a non-defensive presence with others
  29. 29. Cultivate a flexible and cooperative approach to new and different situations </li></li></ul><li>Trust & Betrayal<br />Trust: a relationship of mutual confidence, honest communication, expected competence & performance, and a capacity for unguarded & open interaction<br />Betrayal: an intentional, unintentional, or perceived violation of trust<br />
  30. 30. Critical Elements of Effective Trust<br /><ul><li>Trust yourself and develop personal reliability and dependability
  31. 31. Say “No” even if it means conflict and discomfort, because saying “Yes” (or nothing) when you mean “No” is betrayal
  32. 32. Live a life that evidences service to a greater purpose, meaning, and commitment to values
  33. 33. Discuss the topics that are considered un-discussable
  34. 34. Lead courageously – let go of control and delegate, tell the truth, be true to your values, etc.
  35. 35. Lead compassionately – let your employees know that you care about them, remain sensitive to how your reactions may affect others, embrace disagreement non-defensively
  36. 36. Build community within your organization by creating time and organizing meaningful conversations among your people
  37. 37. Listen non-defensively to others from their point of view so that they feel heard
  38. 38. Develop resilience to betrayal; avoid resentment and embrace forgiveness
  39. 39. Admit and reveal mistakes
  40. 40. Share information; maintain confidentiality
  41. 41. Manage expectations; honor agreements; clarify boundaries</li></li></ul><li>Firo Theory<br />All people want to feel…<br />Significant Competent Likable<br />To some extent all people are afraid of being…<br /> Ignored Humiliated Rejected<br />These feelings and fears affect the way people behave regarding …<br />Inclusion Control Openness<br />Source: Tamm (2004) Radical Collaboration<br />
  42. 42. The Firo Model<br />Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations<br />
  43. 43. Related Behaviors to the Firo Model<br /><ul><li>Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations</li></li></ul><li>Interpreting the Total Score<br />Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations<br />
  44. 44. Rigid Behavioral Tendencies<br />Source: Tamm (2004) Radical Collaboration<br />
  45. 45. Source:Chris Argyris<br />
  46. 46. Using the Ladder of Inference<br />High<br />Telling<br />Control is offensive<br />“Dominating”<br />Generating<br />Control is shared<br />“Engaging”<br />“Mutually Submitting”<br />Advocacy<br />Asking<br />Control is defensive<br />“Inquiring”<br />Observing<br />Control is passive<br />“Avoiding”<br />Low<br />Low<br />High<br />Inquiry<br />