Silver Eagle Consulting, Inc. How to Use Theory and Instrumentation in Training, Consulting and Coaching Lynda Mann.

Silver Eagle Silver Eagle Consulting, Inc.Consulting, Inc.

How to UseTheory and Instrumentation

inTraining, Consulting and

Coaching

Lynda Mann


Overview

• Theories & Instrumentation–The Observer Model–Fundamental Interpersonal Relationship

Orientation –Behavior (FIRO)–Thomas Kilmann Conflict Modes and the

Thomas-Kilmann Inventory (TKI)–Type Theory and the Myers Briggs Type

Indicator –Situational Leadership Model and the LEAD Self

• Working in the “BIG” Picture


The Observer Model


Become A New Observer


Implications for Conflict

Resolution


FIRO


FIRO: How Groups Work

CONTROL

INCLUSION

OPENNESS



INCLUSION In or OutIssue: Significance Fear: Being Ignored

OPENNESSCommunication Style: Dependent

CONTROL


Inclusion Focus

• Where do I fit in this group?• Am I going to be accepted?• Is my identity challenged?• Where are my boundaries?• I’m bored!• I’m interested!• I feel threatened• Who are the others here?• What are my and others’ rules?


Inclusion Characterized by

• Over-talking• Withdrawal• Exhibitionism• War stories• Questioning goals• Questioning norms• Checking out others• Saying Good-bye and Re-entry



CONTROL Top or Bottom


OPENNESS

Issue: Competence Fear: Being Humiliated Communication Style: Independent

Communication Style: Dependent


Control Focus

• Who is the leader?• How much influence do I have?• How much responsibility do I have?• Who is running the show?• Are my needs being met?• Are my values being respected?


Control Characterized by

• Leadership struggle• Boasting• Criticizing the leader• Attacking other members• Sub-grouping• Red-crossing• Electing the senior or least influential• Following & synergy• Coordination & cooperation





OPENNESS


Near or Far

Issue: Likeability Fear: Being Rejected Communication Style: Interdependent



Openness Focus

• Affection that is acceptable• Anxiety about not being liked• Embarrassment about expressing emotions• Distribution of warmth• Sexuality• Group loyalty• Disagreement with the majority and the

impact on the group


Openness Characterized by

• Positive feelings expressed• Pairing• Direct personal hostility• Jealousy• Physical contact above personal norms• Social and personal space reduced• Group Think• Forecasting the end of the group




INCLUSION

In or OutIssue: Significance Fear: Being IgnoredOPENNES

S


Near or Far

Issue: Likeability Fear: Being Rejected Communication Style: Interdependent




CONTROL

INCLUSION

OPENNESS

GROUP THINK

Dysfunctional

Most Functional



CONTROL

INCLUSION

OPENNESS

COPABILITY


It’s like a boat ride…



The REAL secret to Empowerment…

1. I feel significant in this organizational setting, and I believe the work I do is significant and contributes to the greater good.

2. I am competent personally and professionally to do the work you ask of me

3. I feel as though I’m part of a family here, that I belong.

4. It’s FUN to come to work.



Resolution


Conflict Modes and the TKI


Two Basic Aspects of All Conflict Handling Modes

ASSERTIVENESS

…the extent to which the individual attempts to satisfy

his or her own concerns

COOPERATIVENESS

…the extent to which the individual attempts to satisfy

the concerns of others


Two Basic Aspects of All Conflict Handling Modes

Ass

ertiv

enes

s

Cooperativeness


The Five Conflict Handling Modes

AS

SE

RT

IVE

NE

SS

Una

sser

tive

Ass

ertiv

e

COOPERATIVENESS

Uncooperative Cooperative


Competing…A

sser

tiven

ess

Cooperativeness

My way or the highway…

• Quick Action

• Unpopular Decisions

• Vital Issues

• Protection


Collaborating…A

sser

tiven

ess

Cooperativeness

Two heads are better than one…

• Integrating solutions

• Learning

• Merging Perspectives

• Gaining Commitment

• Improving Relationships


Compromising…A

sser

tiven

ess

Cooperativeness

Let’s make a deal…• Moderate importance

• Equal power – strong commitment

• Temporary solutions

• Time constraints

• Backup


Avoiding…A

sser

tiven

ess

Cooperativeness

I’ll think about it tomorrow…• Issues of low importance

• Reducing tensions

• Buying time

• Low power

• Allowing others

• Symptomatic problems


Accommodating…A

sser

tiven

ess

Cooperativeness

It would be my pleasure…• Showing reasonableness

• Developing performance

• Creating good will

• Keeping the peace

• Retreating

• Low Importance


Planned Renegotiation

termination

Planned renegotiation

Sharing Information and Negotiating Expectations

Commitment (Role

Definition)Stability and Productivity

Disruption of Shared Expectations

uncertainty

anxiety

Return to the way things used to be

Renegotiation under duress

pinch

Let it fester

CRUNCH!!



Resolution


The Myers Briggs Type Indicator


How the Myers Briggs Type Indicator®

and information about personality type

can provide insight into working with clients, trainees and

coachees

OUR FOCUS


What is TYPE?


…consistent, enduring patterns

…reflecting how we use our minds

…that impact our behavior

TYPE is aboutpsychological preferences…


What is the primary use of TYPE?


Use TYPE to…

…understand yourself and your behavior

…manage participation and change when working with trainees, clients and coachees


MBTI® Dimensions

Extraversion Introversion

What is my source of ENERGY?

Extraverts draw energy from the outside world

of people, activities and things

Introverts draw energy from their internal world

of ideas, emotions or impressions


MBTI® Dimensions

Extraversion Introversion

Externally directed Internally directed

Action Reflection

Gregarious Reserved

Expressive Contained

Publicly disclosing Publicly guarded

Speak-to-think Think-to-speak

Breadth Depth


MBTI® Dimensions

Sensing Intuiting

How do I take in INFORMATION?

Sensors take in information through their five senses.

They notice what is actual (details and current realities)

Intuitors take in information through a “sixth sense.”

They notice what might be (patterns and future possibilities)


MBTI® Dimensions

Sensing Intuiting

Present focus Future focus

Here and now Possibilities

Specifics Generalizations

Details Patterns

Literal Figurative

Sequential Random

5 senses 6th sense


MBTI® Dimensions

Thinking Feeling

The Thinking – Feeling dimension

answers the question:

How do I DECIDE?


MBTI® Dimensions

Thinking Feeling

Objective Subjective

Cause-effect logic Person-centered values

Clarity Harmony

Analytical Circumstantial

Problem 1st /People 2nd People 1st/Problem 2nd

Critique Appreciate

Justice Mercy


MBTI® Dimensions

Judging Perceiving

How do I like to live in the WORLD?

Judgers prefer to live a planned and organized life

Perceivers prefer to live a spontaneous and flexible life.


MBTI® Dimensions

Judging Perceiving

Closure Options

Structured Open-Ended

Ordered Go-with-the-flow

Decisive Tentative

Scheduled Flexible

Control Adapt

Directive Non-directive/facilitative


Problem Solving with the MBTI

S N

T F

What is the

situation?

Find new possibilities.

Use your imagination

Analyze logically the effects of

acting on each possibility

Weigh the human consequences of acting on each

possibility



Resolution


Situational Leadership

andLEAD Self


TASK BEHAVIOR…

…the extent to which a leader engages in one-way communi-cation by explaining what each follower is to do as well as when, where, and how tasks are to be accomplished.


RELATIONSHIP

BEHAVIOR……the extent to which a leader

engages in two-way communi- cations by providing socio-emotional support, “psychological strokes,” and facilitating behaviors.


Situational Leadership Model










Situational Leadership Approach

• Identify the task or activity• Diagnose the follower’s readiness level• Adapt the matching leadership style


LEVEL OF READINESS…

…the capacity to set high but attainable goals (achievement motivation), the ability and confidence to take responsibility, and the education and/or experience of an individual or group.



UNABLE AND UNWILLING OR INSECURE INDICATORS:

•Not performing task to acceptable level

•Being intimidated by task

•Being unclear about directions

•Procrastinating

•Not finishing tasks

•Asking questions about task

•Avoiding task or “passing the buck”

•Being defensive or uncomfortable



Unable but Willing or Confident Indicators:

•Anxious or excited

•Interested and responsive

•Demonstrating moderate ability

•Receptive to input

•Attentive

•Enthusiastic

•New task, no experience



Able but Unwilling or Insecure Indicators:

•Has demonstrated knowledge and ability

•Appears hesitant to finish or take next step

•Seems scared, overwhelmed, confused

•Seems reluctant to perform alone

•Solicits frequent feedback



Able and Willing or Confident Indicators:

•Keeps boss informed to task progress

•Can operate autonomously

•Is results-oriented

•Shared both good and bad news

•Makes effective decisions regarding task

•Performs to high standards

•Is aware of expertise




The Adaptability Score

30-36 High Adaptability

24-29 Moderate Adaptability

0-23 Need for self-development



Resolution


Workingin the

“BIG” Picture


Questionsand

Comments

Silver Eagle Consulting, Inc. How to Use Theory and Instrumentation in Training, Consulting and Coaching Lynda Mann.

Documents

silver eagle consulting

firo slide

group slide

dependent slide

dependent control slide

reentry slide

observer model slide

openness issue