NOT PROTECTIVELY MARKED – 9 – The basis of team building is changing team behaviours to drive collaboration … Beliefs Values AttitudesBehaviours Translate.

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– 9 –The basis of team building is changing team behaviours to drive collaboration …

Beliefs

Values

Attitudes BehavioursTranslate into

Years/Decades Months/Years Weeks/Months

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– 10 –

Styles Profile

developed by:

J. Clayton Lafferty, ph.D.

© Copyright 1973, 1976, 1981, 1987, 1989 Human Synergistics - Verax. All Rights Reserved.

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– 11 –

Meyer Briggs introduced four fundamental role groups

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– 13 –4D personality instruments

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If we can navigate the phases of dialogue, we can better bring about change

(Claus Otto Scharmer, 1996)

4. Flow 3. Enquiry

1. Politeness 2. Breakdown

Reflective thinking

Blaming and non-reflective

Remodelling Resources v6.0 – Section 5 Remodelling Skills – Page 49

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• Helps people feel part of a group• Can relax• OK if you know the rules

The phases …

• People break the rules• Things come out strangely• Hard work• Bewildering• “How far will this go?”• “Where will this end up?”• Release of energy• Excitement• Positions emerge

• Some people enjoying this stage; others not

• Lots of moves• If there is too much

breakdown, then there will be a return to politeness where people try to establish some rules to get the group out of chaos

• If you don’t know the rules, you don’t know what’s going on

Then, a crisis point – no-one will get to the real stuff if politeness continues

1. Politeness

2. Breakdown

Remodelling Resources v6.0 – Section 5 Remodelling Skills – Page 50

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The phases (cont)

• Moving into reflective thinking

• Inquiring into one’s own contribution and the contributions

of others

• Realisations, insights

• Awareness of how we impact on each other

• Positive learning emerges that helps move the group

forwards

• Enquiry is the key skill that prevents the dialogue slipping

back into politeness

• Downside is that inquiring can go on … and on

Then, some FOLLOWS and some BYSTANDS to get us to the next phase

3. Enquiry

Remodelling Resources v6.0 – Section 5 Remodelling Skills – Page 51

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The phases (cont)

• Clarity of thinking

• Seeing the old world with new eyes

• Generation of new possibilities that lead to action

• Big problem is that the rest of the world isn’t there yet!

• Flow feels like play

Then, a point where everyone begins to see the whole picture

4. Flow

Then, at some point our dialogue re-enters a phase of politeness

Having diagnostic skill means being able to cycle through these four phases

Remodelling Resources v6.0 – Section 5 Remodelling Skills – Page 52

Fishbone AnalysisWhat it is?

• The Fishbone diagram (sometimes called the Ishikawa diagram) is used to identify and list all the possible causes of the problem at hand

• This is primarily a group problem analysis technique, but can be used by individuals as well

• The process is called Fishbone Analysis because of the way in which the information gathered is arranged visually – like the skeleton of a fish

Remodelling Resources v6.0 – Section 6 Remodelling Tools – Page 4.2

Fishbone Analysis - example

Level 1 cause Level 1 cause

Issue

Level 1 cause

Level 1 cause Level 1 cause Level 1 cause

Level 2 cause

Level 2 cause

Level 2 cause

Level 2 cause

Level 2 cause

Level 2 cause

Level 2 cause

Level 2 cause

Remodelling Resources v6.0 – Section 6 Remodelling Tools – Page 4.3

Process of Fishbone Analysis

• The problem or issue is written down or enclosed in a circle on the right side of a large piece of paper or a brownpaper on the wall

• A straight line is drawn to the left (like the backbone of a fish)

• The next step involves drawing stems at 45° angle to the backbone line. At the end of each of these stems are listed all of the causes of the problem or issue that can be brainstormed

• Branches can be placed on each stem for further breakdowns of each cause

• The Fishbone diagram can be brainstormed over more than one session. Professor Ishikawa, who developed the technique, described the process as one in which “you write your problem down on the head of the fish and then let it cook overnight”

• When the diagram is completed, the group can begin to analyse the stems and branches to identify the real problems or issues that need to be solved

Remodelling Resources v6.0 – Section 6 Remodelling Tools – Page 4.5

Fishbone analysis:

• …encourages the team to study all parts of a problem or issue before making a decision

• …helps show the relationships between causes and the relative importance of those causes

• …helps the team see the total problem or issue as opposed to focusing on a narrow part of it

• …offers a way to reduce the scope of the problem and solve less complex issues rather than more complex ones

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– 21 –

Conflict Resolution: Styles

H

Competing Collaborating

Compromising

Co

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Ow

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LH

Avoiding Accommodating

Concern for Other’s Agenda

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– 23 –

Conflict Resolution: Pitfalls

H

LHConcern for Other’s Agenda

Competing* little/no buy-in to solution* resentment* damaged relationships* decision made on basis of

incomplete grasp of situation

Collaborating* sledgehammer to crack a nut;

a long time spent dealing with

matters of little importance or consequence

* ineffective decision if someparties unqualified to debateissues

Compromising* no-one fully satisfied * solution may be short-lived* solution may be seen as a sell out* longer term issues may be sacrificed to

short term practicality

Co

nce

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LHConcern for Other’s Agenda

Avoiding* decision made by default* unresolved issues causing resentment* creative input or improvement

prevented

Accommodating* decreases influence and respect if

over used * frustration* best solution relinquished

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– 22 –

H Competing

* quick, decisive action needed* important but unpopular issues

are at stake and where thereisn’t “right” way

Collaborating* both sets of concerns too

important to be compromised* needs insights from different

perspectives* increases others’ commitment

to solutions* long-term major issuesCompromising

* moderately important goals butnot worth potential disruption ofmore assertive modes

* two equally strong parties committed

to mutually exclusive goals* expediency* back up competing/collaborating

Co

nce

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Ow

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LH

Avoiding* trivial issues* no chance of getting what you want* potential risk of confrontation outweigh

benefits of resolution* other better places to resolve the issue

Accommodating* issue much more important to

other party* to limit damage of continued conflict* to bank favours* when in the wrong

Concern for Other’s Agenda

Conflict Resolution: Positives