Skills building training day 4 interpersonal differencies

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Skills Building Training - Day 4 Interpersonal Differencies

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Skills building training day 4 interpersonal differencies

  1. 1. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT Change Management – Session 4 Jocelyne Rasé October 2013
  2. 2. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir 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
  3. 3. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir What is below the surface? Topic . Listen to the words, question them, ask for different words… Listen to the emotion, ask for clarification Issue
  4. 4. Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse edilmektedir
  5. 5. Four Preferences I Relationships E Introvert Extravert How people interact with others P Information Practical - Detailed C Creative -Innovative How people handle information A Decisions Analytical - Thinking B Beliefs & Feelings How people take decisions S F Organisation Flexible Structured How people organise themselves and others
  6. 6. First Preference I Relationships Introvert E Extravert How people interact with others How they recharge their batteries
  7. 7. Le Lièvre et la Tortue Jean de la Fontaine
  8. 8. I « Do Not Disturb » Introvert Extravert Open Door Policy E
  9. 9. Some Key Words Introversion – I Extraversion – E  Focus on reflection  Like quiet  Need concentration  Deep friendships  Focus on action  Like lively surroundings  Need interaction  Multiple relationships  Think – Do – Think  Do – Think – Do  Need for preparation  One focus at a time  Inwardly directed  Think things out before speaking  Can improvise easily  Can multi task easily  Outgoing  Talk things through Brainstorm
  10. 10. Introversion Extraversion
  11. 11. Introversion Prefers written communication Extraversion Prefers oral communication
  12. 12. Introversion Gets recharged through reflection and lives in internal world Extraversion Gets recharged through interactions with the environment & others
  13. 13. Introversion Extraversion Needs to think first before doing Learns by doing
  14. 14. Introversion Extraversion Thinks before reacting Likes to brainstorm Uses others as sounding boards Takes active part in the process
  15. 15. Introversion Takes initiatives only when the situation becomes urgent Extraversion Easily takes initiatives in relationships at work
  16. 16. Introversion Likes to focus on a few points but in depth Extraversion Has multiple points of interest
  17. 17. Introversion Acts better on his own than in group Extraversion Needs to be in contact with others
  18. 18. Extravert Introvert
  19. 19. Extravert Introvert
  20. 20. 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
  21. 21. Potential derailment Introvert Difficult to read Tendency to isolate Excessive time before action Obsessing on same thoughts Excessively prudent 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 can do it alone » « I don’t need anyone » « I need to be informed and connected » FEAR OF DEPENDENCE FEAR OF BEING IGNORED
  22. 22. Second Preference P Information Practical C Creative How people handle information How they look at reality first
  23. 23. Sensing & Intuition C Practical focus on details Strategic, long-term vision P Creative focus on big picture Operational short-term evaluation
  24. 24. 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
  25. 25. Practical Creative Trusts inspiration most Trusts experience most
  26. 26. Practical Looks first at details Creative Sees things in big picture & the main points
  27. 27. Practical Likes stability Prefers smooth changes Creative Likes to think outside the box, develops new ideas
  28. 28. Practical Oriented on TODAY Creative Oriented on TOMORROW
  29. 29. Practical Creative Focuses on symbols & the meaning of things Focuses on concrete, operational & realistic things
  30. 30. Practical Draws conclusions based on facts in a prudent & reflective manner Creative Draws very quick decisions based on intuition
  31. 31. Practical Remains focused on facts & figures Creative Goes beyond facts; has a fertile imagination
  32. 32. Practical Creative Works with 2 or 3 main points Works with detailed plans
  33. 33. The 12 High Performance Behaviours Innovative Thinking Information search Creating business solutions Flexible thinking Seeking information, managing complexity, generating ideas, developing options, depth & creativity of thought, encouraging innovation Leading People Achieving Excellence Enable and drive change Continuous improvement Customer focus Getting results, driving excellence, customer focus, making targets, galvanising action, delivering the bottom line Engaging & Developing Others Influence Building confidence Communication Building relationships Teamwork Developing people Communicating a compelling vision, influencing others, generating passion, energising others, building confidence & belief Valuing & respecting others, coaching, creating trust, empowering others, facilitating groups, developing people and building teams
  34. 34. 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
  35. 35. 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 Practical Creative
  36. 36. Potential derailment 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 Creative - Intuitive Being unrealistic Head in the clouds Being impractical Inability to implement ideas Wishful thinking Inability to be Here & Now « I need to know & control it all » « I need to imagine all possibilities» FEAR OF NEW FEAR OF ROUTINE
  37. 37. Third Preference A Decisions Analytical - Thinking How people make decisions B Beliefs & Feelings
  38. 38. Beliefs & Feelings Analytical thinking
  39. 39. 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
  40. 40. Analytical thinking Makes decisions by stepping out of the problem to be objective Beliefs & Feelings Makes decisions by stepping into the problem to be empathic
  41. 41. Analytical thinking Decides with his head Beliefs & Feelings Decides with his heart
  42. 42. Analytical thinking Beliefs & Feelings Understands people Knows how to interact Analyses & resolves problems in a logical manner
  43. 43. Analytical thinking May become cold & heartless in emotional situations Beliefs & Feelings May be touched by personal situations
  44. 44. Analytical thinking Beliefs & Feelings Aspires to build positive & harmonious relationships Aspires to the truth, wants justice to be objective
  45. 45. Analytical thinking Rational - Distant Beliefs & Feelings Empathic
  46. 46. Analytical thinking Beliefs & Feelings Considers each person as a unique individual Considers individuals as members of a group
  47. 47. Analytical thinking Projects self in the situation Looks at events from a distance Feelings - Beliefs
  48. 48. 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
  49. 49. Potential derailment Thinking - Analytical Cold – logical – rational Emotional disconnection with self & with others Inability to have empathy Hyper rationalism Feeling - Beliefs Over identification with events Over personalising Lack of objectivity Excessive focus on harmony « I need to understand logically » « I need to understand how it feels » FEAR OF IRRATIONAL FEAR OF NOT BEING LIKED
  50. 50. Fourth Preference How people organise themselves and others S Structured Organisation F Flexible
  51. 51. Structured - Methodical or Flexible – Last minute Start Deadline Start Deadline
  52. 52. Linear or Circular?
  53. 53. Some Key Words Flexible Structured • • • • • • • • • • Organised Like strict schedules Formal Systematic Linear - one thing at a time Focused on now Want closure Methodical Planning Re-structures • • • • • • • • • • 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
  54. 54. Flexible Structured Methodical - Systematic Spontaneous without constraints
  55. 55. Structured Likes structure, graphs, maps & plans Flexible Feels limited by graphs, structure or maps
  56. 56. Structured Is always focused on the objective to achieve Flexible Gives importance to the pleasure found in tasks
  57. 57. Structured Prepares everything in advance Flexible Makes last minute decisions Likes to take into account various options
  58. 58. Structured Likes things to be settled Flexible Seeks flexibility, likes the option of change
  59. 59. Structured Flexible Thrives under time pressure; makes him feels energized Tries to avoid stress associated with time pressure
  60. 60. Structured Sticks to planning Flexible Can adapt and change courses if needed
  61. 61. Structured Flexible Can become cahotic & disorganised Can become inflexible & overly controlling
  62. 62. 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
  63. 63. Potential derailment Structured Rigidity Being controlling and dictatorial Missing opportunities Anxiety when faced with unpredictable events Pessimism about the future 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 know what will happen” “I need to be in control” « I need to explore all options» FEAR OF UNPREDICTIBLE FEAR OF MISSING OUT
  64. 64. Flexibility Needed… Introvert Extravert REFLECT BE OPEN - INTERACT WITH ENVIRONMENT Practical Creative UNDERSTAND A SITUATION IN DETAILS FACE THE FACTS (+ & -) EXPLORE OPTIONS & ALTERNATIVES FIND NEW POSSIBILITIES Analytical thinking Beliefs & Feelings MAKE LOGICAL DECISIONS BE RATIONAL COMMUNICATE THE DECISIONS PAY ATTENTION TO THE IMPACT ON PEOPLE Structured GET ORGANISED PLAN Flexible EVALUATE THE RESULTS ADAPT + BE FLEXIBLE
  65. 65. The process of efficiency Examine the facts in details Adapt Improve Be flexible 6 5 Plan - Structure Organise 1 2 3 4 Explore options Take rational decisions Communicate decisions + Take into consideration the impact on people
  66. 66. Tasks oriented teams LOOK AT FACTS IN DETAILS 6 FLEXIBILITY ADJUST STRUCTURE ORGANISE 5 1 Dysfunction 4 2 3 EXPLORE OPTIONS BE CREATIVE USE INTUITION MAKE RATIONAL DECISIONS PROPER COMMUNICATION FOCUS ON EMOTIONS & BELIEFS If Extraverts, making decisions too quickly and acting too fast
  67. 67. Relationships oriented teams BE PRACTICAL FOCUS ON DETAILS FLEXIBILITY ADAPT STRUCTURE PLAN ORGANISE 6 1 2 Dysfunction 5 4 3 CONSIDER POSSIBILITIES BE CREATIVE ANALYTICAL THINKING PROPER COMMUNICATION FOCUS ON EMOTIONS - BELIEFS & VALUES
  68. 68. Time Keeper: Location: Topic Objective Examine facts, pros & cons Explore options Making rational decisions Communicate Consider impact Organise - Plan Structure Evaluate Be flexible Time Needed Outcome Meeting Facilitator(s): 81 15 November 2013 8 Time: /……/ Meeting Date: 1 2 3 4 5 6 7
  69. 69. 16 Options Workshop TMP PP82
  70. 70. 8 roles Workshop TMP PP83
  71. 71. Types of Work Model Worksh
  72. 72. 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
  73. 73. The Types of Work  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
  74. 74. 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
  75. 75. 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
  76. 76. The Types of Work  The critical planning stage before implementation  Who, what, when, where and how?  Resource allocation  Process  Plans  Structure  People
  77. 77. 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
  78. 78. 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
  79. 79. 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
  80. 80. 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 Linking Integrating and coordinating the work of others: within the team and in relation to external interfaces
  81. 81. 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
  82. 82. Roles Role Major Characteristics Thruster-Organiser     Concluder-Producer     Controller-Inspector     Upholder-Maintainer      Organises and implements Quick to decide Results-oriented Sets up systems General Behaviour      Makes things happen Action via deadlines Will exert pressure Impatient May overlook people’s feelings      Time conscious Follows through to the end Dislikes change Prefers routine Makes schedules work 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 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 Practical Production-oriented Likes schedules and plans Takes pride in reproducing goods and services  Values effectiveness and efficiency
  83. 83. 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? - 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
  84. 84. 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
  85. 85. 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
  86. 86. 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, Joyce Objective: Managing the relationship
  87. 87. 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
  88. 88. Which type ????? Objective: Managing tasks 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

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