Silver Eagle Consulting, Inc. How to Use Theory and Instrumentation in Training, Consulting and...

Silver Eagle Silver Eagle Consulting, Inc.Consulting, Inc.

How to UseTheory and Instrumentation

inTraining, Consulting and

Coaching

Lynda Mann

Overview

• Theories & Instrumentation–The Observer Model–Fundamental Interpersonal Relationship

Orientation –Behavior (FIRO)–Thomas Kilmann Conflict Modes and the

Thomas-Kilmann Inventory (TKI)–Type Theory and the Myers Briggs Type

Indicator –Situational Leadership Model and the LEAD Self

• Working in the “BIG” Picture

The Observer Model

Become A New Observer

Implications for Conflict

Resolution

FIRO: How Groups Work

CONTROL

INCLUSION

OPENNESS

INCLUSION In or OutIssue: Significance Fear: Being Ignored

OPENNESSCommunication Style: Dependent

CONTROL

Inclusion Focus

• Where do I fit in this group?• Am I going to be accepted?• Is my identity challenged?• Where are my boundaries?• I’m bored!• I’m interested!• I feel threatened• Who are the others here?• What are my and others’ rules?

Inclusion Characterized by

• Over-talking• Withdrawal• Exhibitionism• War stories• Questioning goals• Questioning norms• Checking out others• Saying Good-bye and Re-entry

CONTROL Top or Bottom

OPENNESS

Issue: Competence Fear: Being Humiliated Communication Style: Independent

Communication Style: Dependent

Control Focus

• Who is the leader?• How much influence do I have?• How much responsibility do I have?• Who is running the show?• Are my needs being met?• Are my values being respected?

Control Characterized by

• Leadership struggle• Boasting• Criticizing the leader• Attacking other members• Sub-grouping• Red-crossing• Electing the senior or least influential• Following & synergy• Coordination & cooperation

OPENNESS

Near or Far

Issue: Likeability Fear: Being Rejected Communication Style: Interdependent

Openness Focus

• Affection that is acceptable• Anxiety about not being liked• Embarrassment about expressing emotions• Distribution of warmth• Sexuality• Group loyalty• Disagreement with the majority and the

impact on the group

Openness Characterized by

• Positive feelings expressed• Pairing• Direct personal hostility• Jealousy• Physical contact above personal norms• Social and personal space reduced• Group Think• Forecasting the end of the group

INCLUSION

In or OutIssue: Significance Fear: Being IgnoredOPENNES

Near or Far

Issue: Likeability Fear: Being Rejected Communication Style: Interdependent

CONTROL

INCLUSION

OPENNESS

GROUP THINK

Dysfunctional

Most Functional

CONTROL

INCLUSION

OPENNESS

COPABILITY

It’s like a boat ride…

The REAL secret to Empowerment…

1. I feel significant in this organizational setting, and I believe the work I do is significant and contributes to the greater good.

2. I am competent personally and professionally to do the work you ask of me

3. I feel as though I’m part of a family here, that I belong.

4. It’s FUN to come to work.

Resolution

Conflict Modes and the TKI

Two Basic Aspects of All Conflict Handling Modes

ASSERTIVENESS

…the extent to which the individual attempts to satisfy

his or her own concerns

COOPERATIVENESS

…the extent to which the individual attempts to satisfy

the concerns of others

Two Basic Aspects of All Conflict Handling Modes

Cooperativeness

The Five Conflict Handling Modes

COOPERATIVENESS

Uncooperative Cooperative

Competing…A

Cooperativeness

My way or the highway…

• Quick Action

• Unpopular Decisions

• Vital Issues

• Protection

Collaborating…A

Cooperativeness

Two heads are better than one…

• Integrating solutions

• Learning

• Merging Perspectives

• Gaining Commitment

• Improving Relationships

Compromising…A

Cooperativeness

Let’s make a deal…• Moderate importance

• Equal power – strong commitment

• Temporary solutions

• Time constraints

• Backup

Avoiding…A

Cooperativeness

I’ll think about it tomorrow…• Issues of low importance

• Reducing tensions

• Buying time

• Low power

• Allowing others

• Symptomatic problems

Accommodating…A

Cooperativeness

It would be my pleasure…• Showing reasonableness

• Developing performance

• Creating good will

• Keeping the peace

• Retreating

• Low Importance

Planned Renegotiation

termination

Planned renegotiation

Sharing Information and Negotiating Expectations

Commitment (Role

Definition)Stability and Productivity

Disruption of Shared Expectations

uncertainty

anxiety

Return to the way things used to be

Renegotiation under duress

Let it fester

CRUNCH!!

Resolution

The Myers Briggs Type Indicator

How the Myers Briggs Type Indicator®

and information about personality type

can provide insight into working with clients, trainees and

coachees

OUR FOCUS

What is TYPE?

…consistent, enduring patterns

…reflecting how we use our minds

…that impact our behavior

TYPE is aboutpsychological preferences…

What is the primary use of TYPE?

Use TYPE to…

…understand yourself and your behavior

…manage participation and change when working with trainees, clients and coachees

MBTI® Dimensions

Extraversion Introversion

What is my source of ENERGY?

Extraverts draw energy from the outside world

of people, activities and things

Introverts draw energy from their internal world

of ideas, emotions or impressions

MBTI® Dimensions

Extraversion Introversion

Externally directed Internally directed

Action Reflection

Gregarious Reserved

Expressive Contained

Publicly disclosing Publicly guarded

Speak-to-think Think-to-speak

Breadth Depth

MBTI® Dimensions

Sensing Intuiting

How do I take in INFORMATION?

Sensors take in information through their five senses.

They notice what is actual (details and current realities)

Intuitors take in information through a “sixth sense.”

They notice what might be (patterns and future possibilities)

MBTI® Dimensions

Sensing Intuiting

Present focus Future focus

Here and now Possibilities

Specifics Generalizations

Details Patterns

Literal Figurative

Sequential Random

5 senses 6th sense

MBTI® Dimensions

Thinking Feeling

The Thinking – Feeling dimension

answers the question:

How do I DECIDE?

MBTI® Dimensions

Thinking Feeling

Objective Subjective

Cause-effect logic Person-centered values

Clarity Harmony

Analytical Circumstantial

Problem 1st /People 2nd People 1st/Problem 2nd

Critique Appreciate

Justice Mercy

MBTI® Dimensions

Judging Perceiving

How do I like to live in the WORLD?

Judgers prefer to live a planned and organized life

Perceivers prefer to live a spontaneous and flexible life.

MBTI® Dimensions

Judging Perceiving

Closure Options

Structured Open-Ended

Ordered Go-with-the-flow

Decisive Tentative

Scheduled Flexible

Control Adapt

Directive Non-directive/facilitative

Problem Solving with the MBTI

What is the

situation?

Find new possibilities.

Use your imagination

Analyze logically the effects of

acting on each possibility

Weigh the human consequences of acting on each

possibility

Resolution

Situational Leadership

andLEAD Self

TASK BEHAVIOR…

…the extent to which a leader engages in one-way communi-cation by explaining what each follower is to do as well as when, where, and how tasks are to be accomplished.

RELATIONSHIP

BEHAVIOR……the extent to which a leader

engages in two-way communi- cations by providing socio-emotional support, “psychological strokes,” and facilitating behaviors.

Situational Leadership Model

Situational Leadership Approach

• Identify the task or activity• Diagnose the follower’s readiness level• Adapt the matching leadership style

LEVEL OF READINESS…

…the capacity to set high but attainable goals (achievement motivation), the ability and confidence to take responsibility, and the education and/or experience of an individual or group.

UNABLE AND UNWILLING OR INSECURE INDICATORS:

•Not performing task to acceptable level

•Being intimidated by task

•Being unclear about directions

•Procrastinating

•Not finishing tasks

•Asking questions about task

•Avoiding task or “passing the buck”

•Being defensive or uncomfortable

Unable but Willing or Confident Indicators:

•Anxious or excited

•Interested and responsive

•Demonstrating moderate ability

•Receptive to input

•Attentive

•Enthusiastic

•New task, no experience

Able but Unwilling or Insecure Indicators:

•Has demonstrated knowledge and ability

•Appears hesitant to finish or take next step

•Seems scared, overwhelmed, confused

•Seems reluctant to perform alone

•Solicits frequent feedback

Able and Willing or Confident Indicators:

•Keeps boss informed to task progress

•Can operate autonomously

•Is results-oriented

•Shared both good and bad news

•Makes effective decisions regarding task

•Performs to high standards

•Is aware of expertise

The Adaptability Score

30-36 High Adaptability

24-29 Moderate Adaptability

0-23 Need for self-development

Resolution

Workingin the

“BIG” Picture

Questionsand

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Silver Eagle Consulting, Inc. How to Use Theory and Instrumentation in Training, Consulting and...

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