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Aligning fiefdoms - Confab Intensive 2017

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Getting your complex stakeholders to move forward together through better workplace communication and negotiation.

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Aligning fiefdoms - Confab Intensive 2017

  1. 1. ALIGNING FIEFDOMS Getting your complex stakeholders to move forward together Confab Intensive 2017
  2. 2. http://www.flickr.com/photos/scottcalleja CC2.0
  3. 3. BIN CHICKEN https://www.flickr.com/photos/teresaaaa/ cc2.0 https://www.flickr.com/photos/lavroff/ cc2.0
  4. 4. NOPE ROPE https://www.flickr.com/photos/berniedup cc2.0
  5. 5. YOUR TURN: INTRODUCE YOURSELF TO THE TABLE + SHARE A LOCAL PIECE OF SLANG
  6. 6. START 1.30PM FINISH 4.30PM WHAT IS A FIEFDOM? WORKPLACE CONFLICT ACTIVITY ACTIVITY WORKPLACE COMMUNICTION AFTERNOON TEA
  7. 7. TYPICAL MODERN FIEFDOMS Marketing: Battles over home page, last minute requests, secrecy over projects, content production and approval bottlenecks. Technology: Conflict between teams that want to be nimble and innovative using apps or technology and a traditional IT department that is slow moving and restricted. Business: Resistance to change, battles over resources, content returned to a waterfall team after Agile project delivery.
  8. 8. CONFLICT IN THE WORKPLACE
  9. 9. TYPES OF CONFLICT Task: Caused by lack of clarity over the task at hand. People uncertain about what they are trying to achieve. Relationship: When people don’t get along, have different management styles, or conflicting personalities. Value: Arises from differences in identities or values, for example politics, religion or ethics. Reference: Program on Negotiation, Harvard Law School
  10. 10. TYPES OF CONFLICT Task: Caused by lack of clarity over the task at hand. People uncertain about what they are trying to achieve. Relationship: When people don’t get along, have different management styles, or conflicting personalities. Value: Arises from differences in identities or values, for example politics, religion or ethics. Reference: Program on Negotiation, Harvard Law School OUR FOCUS TODAY
  11. 11. “That’s not what I expected”
  12. 12. “Why are you doing that?”
  13. 13. “I didn’t agree to that”
  14. 14. DEFINING THE TASK Get alignment on what problem you are trying to solve. Problem statement (or problem framing): • Concise description of the problem you are going to try to solve and why. • Focuses on who the problem is affecting (can be internal or external), what is causing the problem, and what is likely to happen if the problem is ignored. • Best done as a group so there’s ownership of the outcome.
  15. 15. 18F:We have observed that [product/service/organization] isn’t meeting [these goals/needs], which is causing [this adverse effect]. How might we improve so that our product/service/team/organization is more successful based on [these measurable criteria]?
  16. 16. https://www.atlassian.com/team-playbook/plays/problem-framing
  17. 17. ACTIVITY 1
  18. 18. ACTIVITY INSTRUCTIONS 1. Read the scenario. 2. Assign roles. There must be a product owner/project manager. 3. Complete the worksheet: • Define the problem (individually). • Write a problem statement (as a group). Share your problem statement with the room.
  19. 19. BREAK TIME See you back here soon!
  20. 20. WORKPLACE COMMUNICATION
  21. 21. GETTING BACK TO BASICS Play to people’s communication strengths: Pay attention to how people prefer to learn and interact. Practice active listening: People respond more positively when they feel they are being listened to. Learn to negotiate: Know what’s worth fighting for and what you are happy to compromise on. Choose the right deliverable or tool: Don’t let the communication format or technology be a barrier to success.
  22. 22. LEARNING STYLES AND STRENGTHS A V K T Visual I want to see it Auditory Tell me a story KINAESTHETIC Give me an example TACTILE Let me build it
  23. 23. “The biggest communication problem is we do not listen to understand. We listen to reply. ” Stephen Covey, author of The 7 Habits of Highly Effective People
  24. 24. ACTIVE LISTENING “I’m going to give you my full attention.” “Can you tell me more about that?” “How did that make you feel?.” “Let me summarise what you’ve just said.”
  25. 25. NEGOTIATING THE OUTCOME Use communication skills to align stakeholders on the best way forward. • Go into a negotiation prepared. • Know your options and the best possible outcome (for yourself and the other party). • Have three choices to offer. • Practice your active listening. • Refer back to the problem statement. • Provide the opportunity for the other person to save face. (No one wants to look bad in front of their peers.) • Be prepared to walk away.
  26. 26. CLEAR FRAMING “However, we are being challenged by…” “We are trying to…” “The implications of this are…” “Possible solutions are…” “The best choice is… because…”
  27. 27. CHOOSE THE RIGHT DELIVERY Pick the right tool or format to make decisions accessible. • What is the best way to communicate with your stakeholders? • Does everyone have access to the tools you use to communicate? • How will people use this information to make their own decisions? • Is your communication in a format people feel comfortable using?
  28. 28. ACTIVITY 2
  29. 29. ACTIVITY INSTRUCTIONS 1. Product owner/project manager to collect role cards. 2. Read the updated scenario and your role information. 3. Work together to prioritize the items on your slider. 4. Product owner/project manager facilitates. Share your priorities with the room.
  30. 30. A QUICK RECAP Getting your complex stakeholders to move forward together. • Task conflict is the most common cause of workplace conflict. • Use a problem statement to help people agree on the problem you are solving. • Play to people’s communication strengths. • Active listening helps you understand people’s needs, concerns and goals. • Learn to negotiate! The better planned you are, the more successful the outcome. • Choose the right way to communicate your decisions.
  31. 31. WHAT HAPPENS IF THERE ARE 11TH HOUR PROBLEMS?
  32. 32. THANK YOU Sally Bagshaw sally@snappysentences.com @snappysentences

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