motivation, intention and behavior
DESCRIPTION
Behaviors. (External). Motivation. (Internal). Intentions. Motivation. Intentions. Behaviors. Motivation, Intention and Behavior. Your self-perception is based on…. Their perception of you is based on…. what you are trying to do!. what they are seeing you do!. - PowerPoint PPT PresentationTRANSCRIPT
Motivation, Intention and Behavior
what you are trying to do!
Your self-perception is based on…
Motivation(Internal)
Intentions
Behaviors
what they are seeing you do!
Their perception of you is based on…
Motivation
Intentions
Behaviors(External)
Want Motive
Why do people behave the way they do?
Satisfier Goal
Behavior
1st Premise ofRelationship Awareness®
Behavior is driven by motivation
2nd Premise ofRelationship Awareness®
Motivation changes in conflict
3rd Premise ofRelationship Awareness®
Personal weaknesses are overdone strengths
4th Premise ofRelationship Awareness®
Personal filters influence perception
Motivational Value SystemMotives and values which underlie behavior when things are going well. The MVS drives behavior.
Valued Relating StyleThe behavioral style associated with a Motivational Value System. Behavior may change in different situations.
VALUED RELATING STYLE
Concern for the Protection, Growth and Welfare of Others
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
BLUE ALTRUISTIC–NURTURING
RED ASSERTIVE–DIRECTINGConcern for Task Accomplishment, Concern for Organization
of People, Time, Money and Any Other Resourcesto Achieve Desired Results
VALUED RELATING STYLE Competing for authority,
responsibility and positions of leadership
Exercising persuasion Being alert to opportunity Claiming the right to earned
rewards Accepting challenges Accepting risk-taking as necessary
and desirable Demonstrating competitiveness
Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained
Individualism, Self-Reliance & Self-Dependence
GREEN ANALYTIC–AUTONOMIZING
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
HUB FLEXIBLE–COHERING
VALUED RELATING STYLE
Concern for FlexibilityConcern for the Welfare of the Group
Concern for the Members of the Group and for Belonging in the Group
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
Frequency is not the same as quality; quality of behavior is dependent on the individual
The higher the number on a scale, the more frequently one is motivated by concerns typical of that scale.
What style of Leadership or Management might people with an MVS in the Blue, Red, Green or Hub prefer to use?
Exception or Process
Consensus or Team-based
Enabling or Supportive
Direction or Example
How about people with an MVS in the
3 blended areas?
Strategic or Tactical
Empowering or Guiding
Coaching or Mentoring
Activity
GROUP
7 MVS Groups
1. We are valuable at work because….2. Some famous people or characters who fit here:
Activity3. What we like most about working with other colors…4. What frustrates us most about interacting with the other colors….
Personal Strength
Overdone Strength
A behavior or trait that enhances the self-worth of one’s self and other people.
A behavior or trait that denies self-worth to one’s self or other people. Self-worth can be denied if the strength is actually overdone or is perceived
as overdone.
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.
Relationship Awareness Theory states that we approach conflict with a predictable sequence of
motivational changes which are expressed through the use of different behaviors.
The Stages of Conflict:
Stage 1 Focus on self, problem and other
Stage 2 Focus on self and problem
Stage 3 Focus on self
Focus During Conflict
Conflict Variables1) Power differentials2) Relationship history3) Age4) Gender 5) Culture6) Values (including
Motivational Value System)
Activity
How we want to be approached…
What causes conflict at work…
What do we do to resolve conflict?
Conflict
Stage 1Conflict Groups
Borrowed Relating Styleis a style of relating that is used in pursuit of a desired goal; the behavior alone does not enhance feelings of self-worth.
is a style of relating that is used to get through a situation that offers
nothing to confirm self-worth.
Mask Relating Style
OPPOSITION
op’po•si’tion–n. 1. Resistance, contradiction,
contrast, differences...
Some of the most creative ideas come
from the synergy of opposition.
CONFLICT
con•flict’–n. 1. A sharp disagreement or collision in
interests, ideas and/or principles... resulting in emotional disturbance...
When a person’s sense of self-worth is perceived to be
threatened or at risk.
does not necessarily
equal
Opposition vs. ConflictDefinitions from Webster’s New World Dictionary, Second College Edition
Cost of Conflict
Effort to Prevent Conflict
Some conflict is preventable.It may come from:
▼A clash of relating styles▼Misunderstandings▼Faulty assumptions▼Stress▼Etc.
Preventable Conflict
Results
How do we look as an organization?
South Fulton 1
Activity
Strength ManagementFind your top 6 strengths on the chart, notice how they may appear if overdone.
Read the “Things I need to be on guard against” section for your color(s) and underline the phrases that are most meaningful to you.
Activity
Closing & Evaluations
31
36
33
R G B( )
Conflict Sequence
23
41
36
R G B( )
Conflict Sequence
62
20
18
R GB( )
Conflict Sequence
32
12
56RG B
Conflict Sequence
HUB
BLUE RED
GREEN
RED-BLUE ASSERTIVE–NURTURING
VALUED RELATING STYLE
Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership
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
RED-GREEN JUDICIOUS–COMPETING
VALUED RELATING STYLE
Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition
Providing rational leadership that can assess risks and opportunities
Being decisive and proactive when all the facts are in
Challenging opposition through thoughtful process and strategy
BLUE-GREEN CAUTIOUS–SUPPORTING
VALUED RELATING STYLE
Concern for Affirming and Developing Self-Sufficiency in Self and Others, Concern for Thoughtful Helpfulness with Regard for Justice
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
BLUE-GREEN RED-GREEN
RED-BLUE
MVS GroupsConflict Triggers
What causes conflict for you?
COLOR
CONFLICT STAGE
FOCUS ON BLUE RED GREEN
1 SelfProblemOther
Simply being accommodating to the needs of
others
Simply rising to the challenge being offered
Simply being prudently cautious
2 SelfProblemOther
Giving in and letting the
opposition have its way
Having to fight off the
opposition
Trying to escape from the
opposition
3 SelfProblemOther
Having been completely
defeatedHaving to fight for one’s life
Having to retreat completely
Internal Experience in Conflict
CONFLICT STAGE
FOCUS ON BLUE RED GREEN
1 SelfProblemOther
Accommodate others
Rise to the Challenge
Be prudently cautious
2 SelfProblemOther
Surrender conditionally Fight to win Pull back and
analyze
3 SelfProblemOther
Surrender completely
Fight for survival Withdraw
Observable Behavior in Conflict
• 5 Step Activity:• MVS – Conflict
Triggers• Stage 1 Conflict• Stage 2 Conflict• Stage 3 Conflict• MVS – Positive
Results
Living Triangle
Stage 2 (color)
Stage 2Conflict Groups How we want to be
approached…
What we do…
How we feel…
Stage 3 (color)
Stage 3Conflict Groups
What we do…
How we feel…
COLOR
MVS GroupsPositive Results
Some positive results of conflict are…
Living Triangle
• Conflict triggers often relate to a person’s MVS
• Entering conflict can be a choice• Conflict comes in all colors• Conflict does not have to behave angrily to
be real• Genuine acknowledgement of conflict,
regardless of its color, is a critical factor in its identification and management
• Conflict, if well managed, has the potential for positive outcomes