Welcome to your Team Development Programme. Did you bring your open minds
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- Lee Robinson
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1 Welcome to your Team Development Programme. We will be starting at 09:30, so grab a coffee, relax and talk to someone who looks interesting! Did you bring your open minds learn easily.
2 Passenger Protestor Prisoner Participant
3 Be comfortable This is adult learning. Take a break when you need to Take ownership for your aims Take what is useful to you There is no test all of your answers are right Audience participation is required Be curious questions help learning It is your programme let me know if anything needs to change.
4 Starting with the end in mind To take some time out for personal/professional development Increase our understanding of what motivates those within our team Build stronger relationships with team members To develop our understanding of how to identify conflict using the SDI To develop strategies for reducing conflict using the SDI Identify areas for change and personal development
5 Expectations & Clarity
6
7 Keep what you see to yourself.
8 Now that you know it is there, can you not see it?
9 Treat others how you would like to be treated. Treat others how they would like to be treated for everyone s benefit.
10 Key Relationships
11 In groups of 2-3, take a few minutes to discuss: What are some of the people p challenges you face in what you do?
12 P. 1 take a moment to list those people that you need around you for you to be effective (both work and home life)
13 Emotional Bank Accounts Understanding the Individual Keeping commitments Clarifying expectations Attending to the little things Showing personal integrity Apologising i when we make a withdrawal
14 Qualilty and Frequency
15 What is self worth? Why do we need it? What stops us getting it?
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17 Relationship Awareness Theory Elias H. Porter, Ph.D
18 PREMISE 1 We all do what we do because we want to feel good about ourselves. Behaviour is driven by motivation
19 PREMISE 2 We tend to take two different approaches to life: 1. when we feel that things are going well. 2. when we feel that we are faced with opposition or conflict. Motivation changes in conflict
20 PREMISE 3 A personal weakness is no more or no less than the overdoing or misapplying of a personal strength. Overdone Strengths
21 PREMISE 4 We naturally tend to perceive the behaviours of others through our own Motivational Value System. (MVS) Personal filters influence perception
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23 The Motivational Value System The basis for which a person expects to feel valued:- By self By others In all life situations
24 Motivation, Intention and Behaviour Your self-perception is based on Motivation (Internal) Their perception of you is based on Behaviour (External) Intentions Intentions Motivation Behaviour what you are trying to do! what they are seeing you do!
25 Motivation Vs. Behaviour BEHAVIOUR Pi Prioritiesiti Beliefs Values Motivational Value System
26 Motivation Vs. Behaviour BEHAVIOUR Pi Prioritiesiti Beliefs Values Motivational Value System
27 Complete the SDI Open your booklet and write your name on page 3. Answer the statements honestly as you are. Distribute 10 points 0 doesn t mean never, it means less than 1 in 10 Complete page 4 and page 5 in turn Add the numbers in each column together th Check these add up to 100 Go no further than page 5!5
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29 Altruistic-Nurturing - BLUE VALUED RELATING STYLE (how they do it) Being open and responsive to the needs of others Seeking ways to bring help to others Trying to make life easier for others Trying to avoid being a burden to others Ensuring others reach their potential Ensuring others are valued Defending the rights of others Concern for the Protection, Growth and Welfare of Others
30 Assertive-Directing - RED VALUED RELATING STYLE Competing for authority, responsibility and positions of leadership Exercising persuasion Being alert to opportunity Claiming i the right to earned rewards Accepting challenges Accepting risk-taking as necessary and desirable Demonstrating competitiveness Concern for Task Accomplishment, the Organisation of People, Time, Money and Any Other Resources to Achieve Desired Results
31 Analytical-Autonomising - GREEN VALUED RELATING STYLE Being objective Being right Being principled Being in control of emotions Being practical Being cautious and thorough Being fair Being resolute Being serious Being their own judge and jury Being their own person Thinking things through before acting Concern for Assurance That Things Have Been Properly Concern for Assurance That Things Have Been Properly Thought Out, Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence
32 FLEXIBLE COHERING - HUB VALUED RELATING STYLE Being curious about what others think and feel, open minded and willing to adapt Experiments with different ways of acting Proud to be a member Likes to know a lot of people Likes to be known by a lot of people Likes to be known as flexible Concern for Flexibility, the Welfare of the Group the Members of the Group and Belonging to the Group
33 Assertive Nurturing - RED-BLUE VALUED RELATING STYLE Actively seeking opportunities to help others Persuading others to ensure maximum growth and development of others Being open to proposals for creating welfare and security for others Creating enthusiasm and support in tackling obstacles to success Concern for the Protection, Growth and Welfare Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Direction
34 Judicious Competing - RED-GREEN VALUED RELATING STYLE Providing rational direction that can assess risks and opportunities Being decisive and proactive when all the facts are in place Challenging opposition through h thoughtful htf process and strategy Concern for Intelligent Assertiveness Justice Concern for Intelligent Assertiveness, Justice, Providing Direction, Order, and Fairness in Competition
35 Cautious Supporting - BLUE-GREEN VALUED RELATING STYLE Building effective processes and resources to protect or enhance welfare of others Offering assistance for greater self-sufficiency and independence Supporting activities that lead to growth Fighting for principles that are fair Concern for Affirming and Developing Self-Sufficiency in Self and Others, Thoughtful Helpfulness with Regard for Justice
36 The HIGHER the total in any range, the more FREQUENTLY one is motivated by the priorities in that range. Frequency is not quality Quality of Behaviour is dependent on the individual
37 Charting Template Peter Jack Jack Peter Chris Fran Chris Fran
38
39 Dynamic Triangle What are this team s strengths? What is this team likely to be less motivated by? How could this team improve it s working effectiveness? What would a new team member experience on their first day? What could you have predicted? What was a surprise?
40 Exercise Tea Pot Cuddly Toy Novelty shaped ice-cute tray Hair dryer Re-chargeable batteries Filo-Fax Food Blender
41
42 Can you find the hidden tiger?
43 Exercise: Make my Day! In MVS Groups
44 A person s sense of self worth is enhanced when their feedback is consistent with their value system.
45 The benefits of conflicts
46 What is conflict? Conflict is a reaction to a perceived threat to self-worth. People are willing to go into conflict about things that are important to them. (conflict triggers) When we see conflict in other people, we can discover what is important to them.
47 The Conflict Style. A way of behaving which is used:- To defend the Motivational Value Systems and Results in a return to the Valued Relating Style.
48 Conflict Style
49 Peter Jack Jack Peter Chris Fran Chris Fran
50 Conflict Sequence B ( G R ) 36
51 The Conflict Sequence
52 Conflict Sequence B ( G R ) 36
53 Internal Experience in Conflict CONFLICT STAGE FOCUS STAGE ON BLUE RED GREEN 1 Self Problem Other Simply being accommodating dti to the needs of others Simply rising to the challenge hll bi being offered Simply being prudently cautious 2 Self Problem Other Giving in and letting the opposition have its way Having to fight off the opposition Trying to escape from the opposition 3 Self Problem Other Having been Having to fight for Having to retreat completely defeated one s life completely
54 Observable Behaviour in Conflict CONFLICT STAGE FOCUS ON BLUE RED GREEN 1 Self Problem Other Accommodate Rise to the Be prudently others Challenge cautious 2 Self Problem Other Surrender conditionally Fight to win Pull back and analyse 3 Self Problem Other Surrender completely Fight for survival Withdraw
55 Exercise Profile information that really resonates with me What puts me into conflict? (conflict triggers) What I do in first stage conflict and how you will know The best response you can give me The worst response you can give me What I will do to communicate to others that I am in conflict.
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