CREATING COOPERATION FROM CONFLICT DON T FORCE A SOPRANO TO SING BASS HOW TO MAKE HARMONY IN THE WORKPLACE

Transcription

1 CREATING COOPERATION FROM CONFLICT. OR DON T FORCE A SOPRANO TO SING BASS HOW TO MAKE HARMONY IN THE WORKPLACE

2 My DISC Profile is: My Strengths are: I have to work on /watch out for these behaviors that are part of my DISC profile: What I can appreciate in the D style: What I can appreciate in the I style: What I can appreciate in the S style: What I can appreciate in the C style:

3 What can you hope to receive from today s event?? 1. Identify your own personality profile for better understanding of management style, and to identify areas that can be modified to improve your management efficiency and influence 2. Learn the characteristics of all four DISC profiles and how to adjust your style to reduce misunderstandings, office static, and increase work efficiency and output 3. Practice preventive maintenance in your communication style and prevent problems before they occur 4. Learn to understand, respect and value individual differences 5. Minimize fear and subsequent communication distortion between you and others 6. Commitment leads to competence, leads to confidence, leads to control, leads to motivation 7. Builds rapport quickly 8. Saves time and raises productivity by handling a problem the first time effectively 9. Reduces stress by increasing positive outcomes and understanding 10. Increases motivation to continue to try new behaviors 11. Makes great fun out of restaurant events observing others and honing your DISC skill-set! The length of a conversation is inversely proportional to the amount of time spent preparing for it C. Popovich The Popovich Group

4 The ICEBERG MODEL Your Only thing we SEE Behavior Thinking/ Feelings Drive Behavior Stimulus -- Response THINKING Values / Beliefs Needs

5 Dominance Fast Paced Big Picture Ask fewer questions, more statements Results oriented Likes changes and taking risks Can make decision when no one else wants to Not afraid to confront tough issues/situations Accepts change as a personal challenge Keeps team Focused and on task Straight forward/ Direct Thrives on challenges & competition Negative or low esteem side: Demanding Bad listening skills Controlling/Micro managing Comes off as unapproachable May be insensitive to others Impatient Moves team before it is ready May push speaker to hurry/finish Plan what they will say or do next instead of listening Interrupt frequently with unrelated statements Responding to a D Be efficient Minimize small talk Ask WHAT (not HOW) questions Focus on results Use facts and logic to convince Avoid details Use important fact but not too many avoid details They will listen if you earn their respect They respect strength of conviction Offer choices to satisfy their desire to be in control Improving Adaptability of a D Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you. Ask for opinions of others Negotiate decisionmaking Listen without interruption Adapt to time needs of others Allow others to assume leadership more often Develop more patience Tone down directness Work on approachability Offer encouragement in conversation

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7 Influencing Emphasizes fun and stories Responsive to others More small talk Talks about personal feelings Relationship oriented Persuasive Can fit in anywhere Prefers communicating in concepts not details Innate optimist who sees something good in every situation Inherently trustful can lead to misjudging of people Inherent trust and willing acceptance of people Up to date with current trends and fashions Join organizations for prestige and personal recognition Poor time manager Poor listener Negative or low esteem side: Oversells Gives up easily May pout Lowest for reliability May plan how to get the conversation back to what they want to talk about Every one of the speakers remarks trigger one of their own Overwhelms the speaker physically or emotionally with enthusiasm Responding to a I Be friendly and encourage conversation Ask WHO (not WHAT) questions Use stories about others to convince Help them to please others Avoid details Give then special attention. They like to talk, especially about themselves Play to their ego Appeal to their desire to want to be the first to try some thing new Improving Adaptability of a I Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you. Talk Less Restrain you enthusiasm Make decisions based on facts Stop and think Acknowledge the thoughts of others Show more concern for the speakers affairs than your own Try to listen a majority of the time Use creative skills to come up with affirmative examples of the speakers remarks Establish genuine and sincere tone of voice

8 Steady Supportive Friendly/Loyalty is critical Most open to accept people as is Like secure situations Value disciplined behavior Relaxed slower pace Once under way, works steadily and patiently Dislikes urgency & deadlines Is cooperative, prefers to work in a group Asks more questions, fewer statement Interested in HOW the job is done Resists change and taking risks Methodical and good at preparing meeting agendas and minutes Great listener Easy to get along with Very supportive Negative or low esteem side: Gives in easily Acts hurt Accuses Conceals feelings Very possessive Indecisive Indirect Resistant to change Tend to prefer a flexible dynamic, unstructured environment the don t fence me in types who desire freedom of expression Responding to a S Be friendly and supportive Ask HOW (not WHAT) questions Use evidence of benefit to convince Give details Be patient when introducing change Sell yourself first and win them as a friend Do NOT rush them on decisions they may resent it They want reassurance that all promises will be kept Improving Adaptability of a S Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you. Get to the point Volunteer information Be willing to disagree Act on your convictions Initiate conversation Be more assertive Cope better with change Don t carry the burden of everyone else s problems Remain objective when discussing issues that interest you Give speakers a second chance if they interrupt or offend you Speed up your pace and be more direct with impatient listeners

9 Compliant or Conscientious Careful Quiet Emphasizes facts and data Less responsive to others Less small talk Reserved about personal feelings Task oriented Intent is to avoid trouble (cautious) Proceeds in an orderly way Detail/ facts oriented Conservative Diplomatic Tentative in decisionmaking always need more facts Negative or low esteem side: Can t decide Emotional attacks Poor time managers they want everything to be perfect Overly concerned with perfection Aloof Hampering creativity in others with desire to stick to the rules Responding to a C Be accurate Minimize small talk Provide pros and cons to convince Ask WHY (not WHAT) questions Focus on step-by-step explanations Avoid violating their standards Don t like to take risks so give reassurance based on facts Answer all of their questions carefully and completely You ll make decision making easier for them if you stick to the facts Have patience and deal with one issue at a time Improving Adaptability of a C Temporarily adjusting your own behavioral style in a manner that encourages others to interact productively with you. Verbalize feelings Pay personal compliments Be willing to spend time on the relationship Engage in small talksocialize Use more friendly and non-verbal language Better at accepting differences Be more open and communicate more Be attentive to others whether you re interested or not Try to trust speakers when they talk give feedback that s receptive

10 EXTROVERTS EXTROVERTS DOMINANT INTERACTIVE Focus: Motivator: Fear Under Pressure: Famous: Focus: Motivator: Fear Under Pressure: Famous: AUTHORITATIVE FAST INTROVERTS INTROVERTS APPROACHABLE COMPLIANT STEADFAST Focus: Motivator: Fear Under Pressure: Famous: Focus: Motivator: Fear Under Pressure: Famous: SLOWER

11 THE PEOPLE READING SEMINAR Extra Verbal and environmental clues to a person s DISC The following three types of situations are ones we all commonly experience. Yet, seldom do we realize the clues operating in each that can be helpful to us in understanding more about the individual and environmental motivational patterns that may exist. PERSONAL PREFERENCES Prefers constant activity and new challenges and opportunities for personal results. Highly motivated by competition with others. Enjoys meeting new people and different experiences. An optimist with great enthusiasm who likes personal relationships and a casual lifestyle Likes to work with other people and service some common goal. Prefers to operate in a controlled environment by well-defined, established ways which result in stability and harmony Desires to do things by him/herself or on a selective basis with others. A very private person with interest in doing things which interests them, often involving uncommon activities. They have high personal standards (which may not be now to others) THE CLUES IN THE OFFICE ENVIRONMENT Pictures of one s family and friends on their desk/ wall Charts on the wall, manual of operating procedures on desk, papers organized Neat, tidy room with materials filed and with few visible distracting items A whirlwind of action, large desk & status symbols in evidence READING MATERIALS Books on standard operating procedures and work guidelines Memos from significant individuals or organizations and important resultsoriented ( bottom line ) data Personalized letters or human relations-oriented readings, magazines Books or articles on how to cope with change, anticipated future movements, planning in general

12 TELEPHONE CONVERSATIONS/CONTACTS This person is not time-conscious. As you discuss your concerns, he/she responds by personalizing, talks at length, and seems both casual and emotional in his/her random reactions This person seems pleasantly receptive while seeking specific facts and an outline of your plans, including its importance to him/her. He/she is quite time-conscious and tense. This person had you screened by his/her secretary before talking with you. He/she is very direct and hurried on the phone, seeming particularly concerned with the bottom line for himself/organization, who your references are, and when interested, wishes to move quickly to set-up a meeting with you. VERBAL IDENTIFIERS I know I just yelled at you, but come on, let s go get lunch Look, I don t need all this garbage, just answer my question These graphs are nice, but lets discuss the overall concepts and future direction Can we go over this again in detail, and slowly Friday? Heck, I can have it to you by Tuesday, or even by Monday We had 3 meeting, not 4, and each on lasted no longer than 48 minutes I ll do the bet I can, but added pressure just lowers productivity I love the service, but I m wondering what formula do you use for billing? Just tell me how much this is going to cost? I talked to my daughter and she went to a doctor do you know Dr. Smith? Well, she told my daughter that her rash may be due to an allergic reaction. I think that I m having the same thing. Have you ever had this kind of reaction? I d like to come in for a visit but, social calendar is really full It looks like an interesting project, but I think we should get everyone involved together first, just to get to know each other a little better, I think that would help start us off on a positive note We can start planning every step of our vacation. This way, we will be sure that all bases are covered Well what do YOU want to do?

13 OTHER VERBAL CLUES A naturally inquisitive person who tends to ask questions rather than make statement. Very quiet, observant, and cautious about revealing personal reactions A natural listener who is low-keyed and speaks slowly. Their speech is often directed towards concrete topics and experiences A very verbal, emotional speaker who personalizes in their speech and constantly seeks reactions of others to their comments A directive, commanding speaker whose communications pattern focuses on their own goals. This person tends no to listen to others DRESS/PERSONAL APPEARANCE Wears the latest styles in clothing which makes them noticeable to others A conservative dresser who wears conventional styles and subtle colors which do not stand-out or cause undue attention A well-groomed, impeccably-dressed person whose tastes may be somewhat different from that worn by others A comfortable dresser whose appearance is likely to give the impression of paying less attention to their wardrobe than the others listed above. WALKING MANNERISMS This person is a casual walker who acknowledges others during their travels and is often side-tracked by unplanned encounters with people A fast-paced walker with a goal in mind which makes their acknowledgement of others abrupt (if they do respond). They do not like to wait and will push others aside under stress to get to their goal. A slow, methodically-paced pattern which is predictable and directed towards a per-defined destination or concrete outcome A sprite walker who observes everything during his/her travels, avoiding any potential problems as they briskly move towards their destination.

14 STRESS RESPONSE Under pressure, this person is likely to become defensive and aggressive. Their comments may be of a personal nature, designed to show their superiority over the person they perceive as a problem. They, too, will stand their ground under stress. However, they do so by first avoiding others and, later, attacking the problem according to their plan. They attempt to solve problems by servicing others or following proven procedures. If unsuccessful, they are likely to quietly do nothing They tend to avoid the reality of stresses, minimizing it by looking the other way and seeking-out other positive experiences. Ultimately, if the pressure continues, they go the other way. If this doesn t work, finally they become more active, emotional and outspoken in struggling to meet their need.