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Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer
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Facing the Tiger - A learnshop on collaboration - Dr. John J. Scherer

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  • 1. Facing the TigerA Learnshop on CollaborationHow to Turn Differences intoCreative ChangeDr. John J. Scherer
  • 2. © 2013, Scherer Leadership International© 2004, John J. Schererwww.SchererCenter.com2PINCHRole Clarity &CommitmentStability,Confidence &ProductivityDisruption ofSharedExpectationsAmbiguity,uneasinessAnxiety, resentment,blaming, guiltCRUNCHSTALEMATEFacing the Tiger:The Pinch TheoryResentfulTermination PrematureReconciliationPlannedReconciliationterminationafterreconciliationReconciliationUnderDuressAdapted from A Model for Couples: HowTwo Can Grow Together by John J.Sherwood & John J. Scherer, Journal forSmall Group Behavior, February, 1975.Gathering Data,Sharing &ClarifyingExpectations
  • 3. Polarity Management:How to Turn Differences ofOpinion into Creative Solutionsand a Stronger TeamFrom Barry Johnson’s Polarity Management.Used with permission.
  • 4. © 2013, Scherer Leadership International4• The human mind is pre-set to choose, to prefer, totake a position, rather than embrace a morecomplex reality: polarity.• Many unresolved problems are actually polaritiesnot being managed where BOTH positions areneeded.• What you think are ‘either/or’ situations may in factbe ‘both/and’ situations.• In a polarity, the more you emphasize one position(pole), the more important the other position (pole)becomes.• Rather than being ‘right’ or ‘wrong,’ all polaritieshave an up-side and a down-side.• People who have become ‘positional’ and locked inon one pole have lost access to the (missing) up-side of the other (‘enemy’) position.• Managing polarities requires acknowledging thedown-side of your position and the up-side of theother pole.Principles of Polarity Management4
  • 5. © 2013, Scherer Leadership International‘Position’A‘Position’BManaging ‘Difference’:The Default Options‘Win-Lose’ Approach:‘I win; you lose. I’m right; you’re wrong.’5Compromise: ‘Let’s don’t fight. Let’s agreeto disagree.’
  • 6. © 2013, Scherer Leadership International‘Positive’RichSuccessChangeMy WayBuildWinningWielding PowerClearResultFasterSaveBe SafePolarity Management‘Negative’PoorFailureStabilityYour WayBuyLosingYielding PowerFlexibleProcessMore deliberateInvestTry Something New6
  • 7. © 2013, Scherer Leadership InternationalPositionAPositionBPolarity Management:The ProblemPotentialUpsidesPotentialDownsidesPotentialUpsidesPotentialDownsides7
  • 8. © 2013, Scherer Leadership International8RestActivityCRelaxedRejuvenatedBoringLoss of EnergyDAStimulatedChallengedTenseOverwhelmedBPolarity Management™Tapping the Infinite Energy System8
  • 9. © 2013, Scherer Leadership InternationalPositionAPositionB9
  • 10. The Three WorldsBridging the GapDr John J. SchererAdapted by John Scherer in 1985 from The InterpersonalGap theory by John Wallen, 1960, and from the conceptand experience of Percept Language from John andJoyce Weir, 1968.
  • 11. © 2013, Scherer Leadership International11Husband WifeLate for Dinner ExperienceMy Observations
  • 12. © 2013, Scherer Leadership International12THEIR World THE WorldThe Three WorldsTheirINTENTION(Come from)TheirACTIONMY WorldMyINTERPRETATION(What I See)What the other person thinks,feels, wants and intends.What is going on inside them,heavily influenced by theirhistory (Somebody Training).How their Intention getstranslated into ACTION.What they DO as a result of allthat--which is visible toanyone nearby. Just the facts,as Joe Friday would say.What I get about their action.Actually what I made up aboutit, based on my own history--since I do not have accessto their intention(s), nor to theirworld. I see my own history--
  • 13. © 2013, Scherer Leadership International13The Three WorldsAnyActionPossibleIntention APossibleIntention BPossibleIntention CPossibleIntention DPossibleIntention EPossibleIntention FPossibleIntention GPossibleInterpretation APossibleInterpretation BPossibleInterpretation CPossibleInterpretation DPossibleInterpretation EPossibleInterpretation FPossibleInterpretation GTHEIR World THE World MY WorldWhat is the likelihood that my interpretation willmatch the other persons world of meaning andintention, given the infinite alternatives?
  • 14. © 2013, Scherer Leadership InternationalShifting the D.R.A.M.A.DESCRIBE the trigger event to the other person.(Clean, no “spin,” just the facts.)REVEAL your world of interpretation--and own it as your own.(“In my world, what I made up about what happened was. . .”)ASK them what was happening in their world, then listen 110% like anAnthropologist. (“What was going on in your world?”)SHOW them you heard what they said.MAKE a REQUEST that breaks the pattern--and offer your support.(“Next time. would you be willing to. . .?”)AGREE to another conversation--with a by when—to speak honestly abouthow the agreement is working. Make a new agreement.
  • 15. © 2013, Scherer Leadership International15What have you seen, heard, or learned that you want to remember and/or put intopractice at work--or at home?A-Ha! WorksheetJohn@SchererCenter.com

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