Transcript Conflict, it is like a coin!

Mintzberg states:
• “…corporations are large and
complicated; it takes a lot of effort to
find out what has really been going on.
It is so much easier to assume that the
great one did it all. Makes for better
stories too.”
For discussion
• Why must private victory precede public victory?
– How does your mental map (of reality)—your scripts—affect your
ability to create humanly productive relationships?
• How do you describe/explain the role leadership plays in bringing about
the 3 conditions for group effectiveness (i.e. trust, shared identity, sense
of efficacy)?
– Within A Team
– Between Teams
• How does developing team cohesion (& team identity) fit with honoring
& developing each member’s individuality?
– In the corporate world’ what is better to say: “I am competitive” or “I
am cooperative”? Why?
• Mintzberg states, “when people are trusted, they do not have to be
empowered” --Agree?
– How do you go about creating trust?
• Individually? Organizationally?
• Loyalty or Obedience, does it make a difference which one you get?
Why? What are the dynamics of each?
Case: Stranger in a Strange Land I
• Shepard’s problem: Relationships with new and
old executives. How would you counsel him?
–
–
–
–
What must Shepard do first? Why?
What must Shepard avoid? Why?
With whom should he ally himself? Why?
How could/should he go about establishing ‘influence’?
• With Carleton
• With Pepe
• With Lucibelli
Trust
 Dimensions of
 Depends On?
 What Is It?
TRUS T

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 What Does It Do?
 LEADERSHIP
 How To Create It?
Trust
Integrity
 Perspective
 Helpfulness
 Dimensions of
 Belief/Faith
You
 Depends On?
 What Is It?
Feeling Of
 Other's Truth
Can Depend On
TRUST
 Wins Hearts
 Cooperation
 Dec. Vulnerability
 Enables Understanding
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 What Does It Do?
Personally
Organizationally
 LEADERSHIP
 How To Create It?
 Influence
Productive Relationships
Cultivation
Intra-Personal Precedes Inter-Personal
• Real Independence Precedes Interdependence
– Independence from What?
• Bondage of Ego
– Become The Dragon Slayer!
– Otherwise, Interdependence = Dependence
• Knowing Your Own Truth
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–
–
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Being Who You Really Are
Being Authentic
Being Your Self w/o External Trappings
Abundance Mentality, not Scarcity Mentality
• Giving of Yourself Makes You More…Not Less
Emotional Intelligence & Team Performance
(Autonomy & Community)
All Actions/Decisions Have an Emotional Component—
Don’t act as if they are Mechanical!
Feeling
Thinking
Creating Trusting Relationships
• Be Trustworthy (Worthy of Trust)
– Listen w/o Judgment
– Be Compassionate
– Seek to Understand
• Be Truthful
– Everything You Do Communicates Something About
You
• Don’t Lie to Another
• Don’t Lie to Your Self
– Keep Your Promises
• Don’t Be Duplicitous
• Acknowledge Your Mistakes, Quickly
How Could an Organization
Create & Maintain Trust?
• Employment Contract
– Not Primarily Economic
– Commitment to Development
• Hire Based On Values & Attitude, Not Just
Skill
Emotional Intelligence: Team Level
Managing Quietly
• Inspiring
– a “humanly productive” culture, engagement
• Caring
– being attentive to people’s needs, thoughtful
• Infusing
– quiet evolution, not bold revolution
• Initiating
– facilitating collaboration, not compliance
How does your mental map affect your ability to
create (humanly) productive relationships?
How does it relate to Private vs Public Victory?
• you enact your world
• you make assumptions about yourself and
others and act accordingly
• you put ideas out in the world and then
participate with them as they come back in
experience of relationship
• you are the creator of your experiences &
relationships
“…most people are deeply scripted in … the
scarcity mentality.”
• What causes this?
– dualistic thinking
– external referencing
– conditional acceptance
• How can an organization promote a scarcity mentality?
– competitive environment
– lack of trust, truthfulness, compassion
• How does such a mentality affect the development of a
Win/Win character?
• To what extent is your organization supportive of a
Win/Win character?
Why does it take great courage to
create and sustain “social capital”
within an organization?
Organizational Performance vs Conflict
Causes of Conflict
• Different Objectives
• Unclear Roles, Responsibilities and
Expectations
• Poor Communication
• Intolerance to Differences
• Competing Objectives or Interests
• Unstable (Chaotic) Environment
Conflict Strategies
Avoidance
Accommodate
Seek
A
Winner
Compete
Compromise
Seek
Cooperate
Understanding
Collaborate
Dependency
(willing to
give in)
Lose-Win
Independency
(not willing to
give in)
Win-Lose
Interdependency Win-Win
(willing to go to
a different level)
For Collaboration:
• Know what you want to accomplish & Why
• Know what the other person needs & Why
• Know the assumptions being made by each
involved
• Be willing to Invest the time & to Listen
• Don't allow the Ego to get involved
• Visualize a successful interaction
Some Helpful Hints
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•
•
•
•
Demonstrate Goodwill up front
Always show respect
Always seek to allay the other's fears
Don't let emotions control your action
Don't assume that the real issue is
understood
• Remember no single answer is right