Powerful Collaborations with Stewart Levine. Why? What? Actionable IDEAS.
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Transcript of Powerful Collaborations with Stewart Levine. Why? What? Actionable IDEAS.
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Powerful Collaborations
with Stewart Levine
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Why?
What?
Actionable IDEAS
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Why?
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“The WORLD is FLAT…”
─ Tom Freedman
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Globalization of BUSINESS
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FACE to FACE
Communication
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Stewart Levine’s Background . . .
• 10 Years of Legal Practice• 6 Years Managing Sales Team at AT&T• Developed Models as a Divorce Mediator• Thirty Years of work with organizations – Soft Skills
as educator, keynote, facilitator and intervener• American Management Association Instructor & SME• Three Published Books and Numerous Articles• Business Bestseller: Getting to Resolution: Turning
Conflict Into Collaboration (Text for Various Courses) • Clients Include Fortune 100, Government Agencies
and NGO• Adjunct Faculty: U Cal Berkeley Law School;
Dominican University Graduate School of Business
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Working with Bob Stahl . . .
• Mutual colleague made introduction • Both looking for innovation /contribution• Bob presented his model for S&OP• Stewart asked the question about conflict• Exchange of material & respective
framework• Co-authored column• Currently working with clients• Blending our Practices
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Making eS&OP Successful . . .
The Hard Stuff (tools, techniques, processes) is EASY
The Soft Stuff (relationships, behavior, culture) is HARD
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Market Research . . .
Success with Executive
S&OP is:
60% = Behavior/Culture
30% = Process Improvement
10% = Technology*Lora Ceceri
Altimiter/AMRBoston, Sept 2010
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Supply Chain: Inherent Conflict
• Sales
• Marketing
• Product Development
• Finance
• Operations
• Executive Initiatives
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Glossary . . . • DIFFERENCES: not seeing the same thing
• CONFLICT: breakdown impeding progress
• RESOLUTION: condition healed, no scars
• AGREEMENT: mind and heart aligned, covenantal relationship
• CULTURE:lationships reflecting values, and implicit and
explicit agreements
• EMOTIONAL INTELLIGENCE: self awareness, etc.
• CONSCIOUS COMMUNICATION: mindfulness, self-editing
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Conflict Resolution Framework
PEOPLE FEAR CONFLICT:
• No Mental Model
• No Way Out
• No Tools
• Culture of Nice
• No Practice
• Never Made A Choice
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Powerful Collaborations Building High Performance Teams
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DIRECT COST Expert help PRODUCTIVITY COST Time lost, reduced capacity, opportunity cost
CONTINUITY COSTLosing someone
EMOTIONAL COST Stress related disease
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Distrust | Turnover | Stress | Conflict
Passive ─ Aggressive Behavior
Productivity | Missed Deadlines
Reduced QUALITY | “Do-Overs”
SILOS | reduced COLLABORATION
DECREASED Customer Satisfaction
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FACTS…FACTS…• CONFLICT is natural, neither positive nor negative. It is!
• CONFLICT is an interference pattern of energies.
• Nature uses CONFLICT as a motivator for change, creating beautiful beaches, canyons, mountains and pearls.
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It’s not whether you
have CONFLICT
in your life.
It’s what YOU DO
with it!
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Winning and losing are goals for games, not for CONFLICT.
Learning, growing and cooperating are goals for resolving CONFLICT.
Resolving CONFLICT is rarely about who is right.
CONFLICT begins within.
── Thomas Crum The Magic of Conflict
“
”
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Observations | Interpretations | Feelings | Needs
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Source: Impact of Collaboration on Business Performance by Frost & Sullivan | sponsored by Microsoft and Verizon
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Conflict Resolution | COLLABORATIONA return to productivity; pathway to higher performance
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RESOLUTION Requires
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Emotionally Intelligent
Conscious Communicator
Valuing Collaboration
Resolutionary Thinking
Crafting Agreements for RESULTS
Choosing to CHANGE Behavior
What it asks of YOU?What it asks of EVERYONE?
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What?
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COLLABORATIONA Holistic Approach
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A critical skill
for everyone
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Self-Knowledge
Self-Awareness
Self-Regulation
Self-Motivation
Empathy
Social Skills
Becoming EmotionallyBecoming Emotionally INTELLIGENTINTELLIGENT
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If you knew the secret history of those YOUwould like to punish, you would find a sorrow
and suffering enough to disarm your hostility.
── H. W. Longfellow
“”
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Recognizing Differences
Responding and Reacting
Use "I" statements
Design - Know | Do | Feel
S O F T E N – Non Verbal
“Don' t Bark Back at Barking Dogs”
Mirroring | Identifying
Buber – Object | Subject
Providing Effective Feedback
CommunicationTOOLBOX
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Your most POWERFUL TOOL
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Your most POWERFUL TOOL
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Abundance
Creativity
Open
Feelings
Learning
Efficiency
Foster Resolution
Long-Term’
Disclosure
Responsibility
RESOLUTIONARY
THINKING
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Cycle of Resolution . . . Glossary . . .…an ongoing CYCLE of Collaboration
FactsEmotions
Future
TalkingModel
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• Intent and vision• Roles• Promises• Time | Value• Measurement of SATISFACTION• Concerns and fears• Renegotiation | Dissolution• Consequences• Conflict resolution• Agreement ?
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Alone we can do so little;
TOGETHER we can do so much.
── Helen Keller
“”
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How?
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Check YOUR
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• Where did it come from?
• Is it serving YOU?
• Did you ever make a choice about it?
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CULTURE is a “fuzzy” word. A more focused understanding:
Organizational relationships reflect and embody
the culture. The sum of relationships is the
culture! Relationships reflect web of implicit
and explicit agreements that are the
organization.
── Max DuPree
Covental Relationships
“
”
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Supply Chain ?
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Within your Supply Chain?
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• Explicit and implicit agreements• “Sea” of agreements• Never-learned agreements• Source of Productivity• Agreements = SHARED VISION/ Map• Agreements +++ Chances for Satisfaction• Practice enables masterful agreements• Conflict arises • Breakdowns = opportunity for CREATIVITY• Resolving Conflicts = New Agreement
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• Value DIFFERENCES
• Develop Emotional Intelligence
• Allow emergence of “Third Body” in shared space
• Foster CONTRIBUTION of natural genius
• Build bridges of shared vision | meaning
• Embrace “Resolutionary Thinking”
• Practice 3 V’s awareness | “non-verbal” communication
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Cycle of Resolution . . . Glossary . . .…an ongoing CYCLE of Collaboration
FactsEmotions
Future
TalkingModel
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Conclusion . . . Challenge: Manufacturing
No Place for the “Soft Stuff” Careful Client Selection 1 + 1 = 3 Two Powerful Teachable MethodsVerve / HolisticOrganizational Culture Change Eye on the Prize!!!
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How we are work togetherExecutive Briefing
Developing Pilot
Crafting Team Agreements
Weekly / Bi-Weekly Meetings
Coaching / Consult as Needed
Develop High Performance Team
Being the Change / Discovering the Confluence
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Parallel Paths . . .
Run the Business todayRun the Business todayAABusiness ExcellenceBusiness ExcellenceBB Projects to support ‘A’Projects to support ‘A’
Executive S&OPExecutive S&OPXXCollaboration/Conflict Resolution FrameworkCollaboration/Conflict Resolution FrameworkYY
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Powerful Collaborations Building High Performance Teams
with Stewart Levine