Purposeful conversations

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The Power of feedback

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<ul><li> 1. Case: Who is Next?What about you? Presentation Dr Mario Denton </li> <li> 2. Instructions for giving peerfeed-back:s Teams to give feedback to each one of their members - approx 10-15 mns. eachs Feed-back must be related to leadership capabilities and team functioning skillss Feedback sessions must be well structured and manageds Sources of information to be used are EQ, Communication Styles, Leadership Styles and Peer Evaluationss Lecturer to provide guidelines for process </li> <li> 3. Guidelines for feedback Be honest and cordial Be specific - incident and data-based Limit to here and now - only mutually experiencedevents Employ maximum number of sources Be supportive and constructive Limit to main issues - strong points and development areas Recipient has right to accept or reject Recipient may ask for clarification - not to justify rejection </li> <li> 4. Stages of reaction to feed-back s Shock s Anger </li> <li> 5. Most people overreact to negative feedbacks Be positives Lead with a positive piece of feedback to demonstrate that you have noticed and valued certain behaviours The feedback should be descriptive rather than evaluative and focus on behaviour that can be changed rather than on personalitys For example: "Ive noticed that youve been finding your workload stressful recently," rather than "You were aggressive!"s Be sensitive to the recipients likely reactions and respond with your full attention and consideration </li> <li> 6. Guidelines for receiving feedbacks Listen carefullys Be genuinely open to hearing what the other person is saying and try not to interrupt or jump to conclusionss Active listening techniques may be helpfuls Even if you feel under attack, try not to leap to your own defence until youve had a chance to think about and understand the feedback thoroughly </li> <li> 7. Guidelines for receiving feedbacks Ask questions to clarify whats being said and whys You are entitled to ask for specific examples and instances of the types of behaviour at the root of the feedbacks If the atmosphere becomes tense, introduce a more positive approach by asking for examples of the behaviour the reviewer would like to see more of </li> <li> 8. Guidelines for receiving feedbacks Remain calms Even if you feel upset, try not to enter into an argument; just accept whats being said and deal with your emotions another time and places Stay calm and focus on the rest of the feedback </li> <li> 9. Overviews Class contribution s Leadership styles Left or right brain s Conflict style thinking s EQ Scoress Decision making s Heartbeat styles De Bono hats Social styles Team experience </li> <li> 10. Which cell best describes your approach to this programme? Critical Not criticalInvolved Contributor Passenger Not Sour puss Tortoise involved </li> <li> 11. Brain functioning preferences (Both have assets and liabilities) LEFT BRAIN (-) RIGHT BRAIN (+)s Inductive: Deals with specifics s Deductive: Deals with wholes Analytic: Separates wholes concepts into parts s Synthetic: Combines parts intos Verbal: Precise oral and holistic concepts written communications s Non-verbal: Visual and non-s Linear/ Sequential: De-tailed, verbal communication precise, consistent s Metamorphic: Non-uniform ands Logical: Consistent with changeable universal/known laws s Non-logical: Consistent withs Rational: Constant and intuitive insight intelligent reasoning s Creative: Indirect and non- priority reasoning </li> <li> 12. Decision-making methods s Authority rule without discussion s Expert s Averaging of members opinions s Authority rule after discussion s Majority control s Minority control s Consensus </li> <li> 13. De Bonos six thinkinghats: </li> <li> 14. De Bonos six thinkinghats: Chairperson Positive Negative Emotions Opportunities Facts </li> <li> 15. The Social Style Profile CONTROL ( Non-responsive ) Analytical Driver ASK TELL( Non-assertive ) ( Assertive ) Amiable Expressive EMOTE ( Responsive ) </li> <li> 16. Shared Behaviours Among Social Styles 0 25 50 75 100R Analytical Analytical Driver Drivere Analytical Driver Analytical Drivers 25po Analytical Analytical Driver Drivern Amiable Expressive Amiable Expressives 50iv Amiable Amiable Expressive Expressivee Analytical Driver Analytical Driverne 75s Amiable Amiable Expressive Expressives Amiable Expressive Amiable Expressive 100 Assertiveness </li> <li> 17. The DRIVER (doer and command specialist) Recognised by: - swift reaction time - maximum effort to control - minimum concern for caution in relationships - present time frame - direct action - tendency to reject inaction - need for control, results and achievement </li> <li> 18. The positive and negative sides ofdrivers: _ + POSITIVES NEGATIVES Strong-willed Pushy Independent Severe Practical Tough Decisive Dominating Efficient Harsh </li> <li> 19. The positive and negative sides of drivers: _ + POSITIVES NEGATIVES Strong-willed Pushy Independent Severe Practical Tough Decisive Dominating Efficient Harsh Under stress, they will be inclined to revert to autocratic powern Their growth action should be to learn to listen </li> <li> 20. The EXPRESSIVE (intuitor and socialrecognition specialist) Recognised by: - rapid reaction time - maximum effort to involve - minimum concern for routine - future time frame - impulsive action - tendency to reject isolation - need for excitement, personal approach, acceptance </li> <li> 21. The positive and negative sides ofexpressives: _ NEGATIVES + POSITIVES Ambitious Manipulative Stimulating Excitable Enthusiastic Undisciplined Dramatic Reacting Friendly Egoistical </li> <li> 22. The positive and negative sides of expressives: _ NEGATIVES + POSITIVES Ambitious Manipulative Stimulating Excitable Enthusiastic Undisciplined Dramatic Reacting Friendly Egoistical Under stress, they will be inclined to revert to personal attactn Their growth action should be to learn to check </li> <li> 23. The AMIABLE (feeler and relationship specialist) Recognised by: - unhurried reaction time - maximum effort to relate - minimum concern for affecting change - present time-frame - supportive action - tendency to reject conflict - need for personal co-operation, personal security and acceptance </li> <li> 24. The positive and negative sides of _ NEGATIVES amiables: + POSITIVES Supportive Conforming Respectful Unsure Willing Pliable Dependable Dependent Agreeable Awkward </li> <li> 25. The positive and negative sides of _ NEGATIVES amiables: + POSITIVES Supportive Conforming Respectful Unsure Willing Pliable Dependable Dependent Agreeable Awkwardr Under stress, they will be inclined to revert to compliancen Their growth action should be to learn to initiate </li> <li> 26. The ANALYTICAL (thinker and technical specialist) Recognised by: - slow reaction time - maximum effort to organise - minimum concern for relationships - historical time frame - cautious action - tendency to reject involvement - need for accuracy, being right and achievement </li> <li> 27. The positive and negative sides of _analyticals: + POSITIVES NEGATIVES Industrious Critical Persistent Indecisive Serious Stuffy Exacting Picky Orderly Moralistic </li> <li> 28. The positive and negative sides of _analyticals: + POSITIVES NEGATIVES Industrious Critical Persistent Indecisive Serious Stuffy Exacting Picky Orderly Moralisticr Under stress, they will be inclined to revert to avoidancen Their growth action should be to learn to declare </li> <li> 29. Teamwork patterns High STORMING PERFORMING Getting things done no matter Getting things done by working whose toes are stepped on collaboratively with othersGETTINGTHINGS FORMING NORMING DONE Cautious and guarded - not Seeking to maintain a friendly, acting unless forced to do so conflict - free team climate Low High BUILDING STRONG TEAMWORK RELATIONSHIPS ( Communications, involvement , commitment ) </li> <li> 30. 1 FORMING : Reactive s Low structure - low involvement s Doesnt act unless forced to s Impersonal, watchful, guarded and cautious s Tentative attachment to the team s Members cautiously explore boundaries of acceptable individual and team behavior s Tendency to avoid others - to be loners s Very little real communication.. s Suspicion, fear and anxiety about the task ahead s Some anxiety about why they are there, why others are there, wholl lead the group and what theyll do. </li> <li> 31. 2 STORMING : Authoritarian s High structure and direction - low involvement s Get things done without regard for the needs of team members s Dominated by one or two team members s Overstructured, with tight control s Impatient with lack of progress s Highly competitive and confrontative s Self-serving : look out for yourself s One-way communication s People become testy, blameful and oversealous s Frustration, anger and resistance to goals s Defensiveness, competition and choosing sides s Sub-group polarisation and infighting </li> <li> 32. 3 NORMING : Casual s Low structure - high involvement s Seeks to build a friendly and social team climate s High concern for the needs of team members s Unfocused, irrelevant, overly friendly communications s Informal information exchanges and social encounters s Feelings of mutual trust, respect and harmony s Avoidance of conflict s Focus on harmony and conformity s Competitive rela...</li></ul>