Driver / Analyst / Amiable / Enthusiast - revisited

How would you make a brief pitch to each of these?

Team behaviour styles and colours

Analytical Driver

Amiable Expressive

Merrill DW, Reid RH. Personal Styles and Effective Performance: Make Your Style Work for You. London: CRC Press; 1999

• Ideas – What ideas do they have about their job and that

of the team? and how it developed, what will help happen in the future?

• Concerns – Concerns about the future, about the dangers of

change

• Expectations – What will happen to me in my job!

What do team members want to know? ICE

Adapted SH from Becker MH and Maiman LA (1975)

Sociobehavioral determinants of compliance with medical care

recommendations. Med. Care 13, 10-24

Neuro linguistic programming

• Ref: O’Connor, Joseph and Seymour, John Introducing Neuro-linguistic programming (Aquarian Press, 1990)

Use of language

• Visual

– I see what you mean

– It looks like

• Auditory

– I hear what you are saying

– It sounds like a good idea

• Kinesthetic

– It feels to me

Eye movements accessing cues

O'Connor J. and Seymour J;. Introducing NLP Neuro-linguistic Programming: Psychological skills for understanding and influencing people. London: Aquarian; 1993.

VARK

Preferences NOT Strengths

• Visual

• Aural

• Reading/Writing

• Kinaesthetic

(VARK inventory developed in 1987 by Neil Fleming, Lincoln University, New Zealand)

“Teach me my most difficult concepts in my preferred style

Let me explore my easiest concepts in a different style

Just don’t teach me all the time in your preferred style

And think that I’m not capable of learning”

• Virleen M Carson – Centre for Learning and Teaching, Cornell University USA

• “You don’t solve problems using the same level of intellect you created them with” (Einstein)

Working in a team

• Think of your team as a shop or car? What sort of shop or car would it be?

• Why did you choose this? What do you / colleagues think are the strengths and weaknesses of your shop / car?

Working in a team

• Think of three stories that are typical about your team (the way we do things)

13

A Change Equation

• Change is likely to occur when:

• D x V x F > R

• Where:

• D = Dissatisfaction with the present situation

• V = A Vision of what is possible in future

• F = Achievable First Steps towards the vision

• R = Resistance to change

Beckhard and Harris (1987): Organisation Transitions: Managing Complex Change, Addison Wesley OD Series

MANAGING COMPLEX CHANGE

=CHANGE

=CONFUSION

=ANXIETY

=GRADUAL CHANGE

=FRUSTRATION

=FALSE STARTS

+ + + +

+ + + +

+ + + +

+

+

+

+

+

+

+

+

+

+

+

VISION SKILLS RESOURCES INCENTIVES ACTION

PLAN

SKILLS INCENTIVES ACTION

PLAN RESOURCES

INCENTIVES RESOURCES VISION

VISION

VISION

VISION

SKILLS

SKILLS

SKILLS INCENTIVES

INCENTIVES

RESOURCES

RESOURCES

ACTION

PLAN

ACTION

PLAN

ACTION

PLAN

Analytical • Monitor evaluator • Completer finisher

Driver • Shaper • Chairman

Amiable • Team worker • Worker / Grafter

Expressive • Plant • Resource Investigator

Individuals and problems

Nature has given us two ears, two eyes and but one tongue – to the end that we should hear and see more than we speak

(Socrates BC 469 – 399)

Readiness For Change

Maintenance Contemplation Action

DiClemente CC and Prochaska JO. Addictive Behaviours, 7, 133-142

Relapse

“Cognitive Dissonance”

Force Field Analysis

DRIVING FORCES RESTRAINING FORCES

State Desired Change Here

EQUILIBRIUM OR CURRENT STATUS

Forces resisting

the change

Forces favouring

the change

Managing Conflict

• Thomas – Kilmann Conflict Mode

instrument

• 5 Conflict – Handling modes

Competing: the goal is 'to win' Avoiding: the goal is 'to delay' Compromising: the goal is 'to find a middle ground' Collaborating: the goal is 'to find a win-win solution' Accommodating: the goal is 'to yield'

High

Asse

rtiv

en

es

s

Low

High Low

Cooperativeness

Decisive

Positive

Aggression

Autocratic

Dictator

Winning

Selfish

(Win - Lose)

Outline Of Thomas

Kilmann Model

High

Asse

rtiv

en

es

s

Low

High Low

Cooperativeness

Nice

Wimp

Helpful

Doormat

(Lose – Win)

Outline Of Thomas Kilmann

Model

High

Asse

rtiv

en

es

s

Low

High Low

Cooperativeness

Destructive

Withdrawal

Options open

Inconclusive

(Lose – Lose)

Outline Of Thomas Kilmann

Model

High

As

se

rtiv

en

es

s

Low

High Low

Cooperativeness

Half and half

Progress

(Lose – Win)?

(Win – Lose)?

(Lose – Lose)?

(Win – Win)?

Outline Of Thomas Kilmann

Model

High

Asse

rtiv

en

es

s

Low

High Low

Cooperativeness

Creative

Slow

Worked through

Integration

(Win - Win)

Outline Of Thomas Kilmann

Model

High

Ass

ert

iven

ess

Low

High Low

Cooperativeness

Outline Of Thomas

Kilmann Model

COLLABORATING Creative

Slow

Worked through

Integration

(Win - Win)

COMPETING Decisive

Positive

Aggression

Autocratic

Dictator

Winning Selfish COMPROMISING

Half and half

Progress (Lose – Win)?

(Win – Lose)?

(Lose – Lose)?

(Win – Win)?

(Win - Lose)

AVOIDING Destructive

Withdrawal

Options open

Inconclusive (Lose – Lose)

ACCOMMODATING Nice

Wimp

Helpful

Doormat

(Lose – Win)

Mrs Silent Assassin

• Always appears friendly and supportive

• Quietly disrupts and creates dysharmony

• What is the solution?

Mr Scrooge

• Concerned that any new innovation is far too expensive

Mrs Arrogant

• Always in control

• Never wrong

Mr My Team and My Ideas

Mrs Why Change?

• Happy doing what we have always done