People and Team Management

Martin Allen

21st to 23rd November 2011

People and Team 1

Management
 Housekeeping

People and Team

Management
Delegate Slides

©Peoplegrowers2006

People and Team 2

Management
 Introductions

• Professional Information:
 Which department do you work for?

 What do you do there?

• Personal Information:
 What gives you a buzz...?

 What / who inspires you?

• Purpose:
 Why are you on this course?

What do you want to get out of it? 3

People and Team
Management 
 Agenda

• Introductions
• Understanding Ourselves and Others
• Management and Leadership
• Emotional Intelligence
• Team Building
• Goal and Objective Setting
• Customer and Stakeholder Management
• Delivering Change
• Delegation & Feedback
• Coaching
• Handling Conflict
People and Team 4
Management
 Understanding Ourselves and Others

People and Team 5

Management
 The Iceberg Model (1)

“Do” “Behaviour”

“Are” “Personality”

Motivational Value System

People and Team 6

Management
 The Iceberg Model (2)

Behaviour
Non-verbal Verbal

Knowledge
Experience
Attitudes
Opinions Character
Values
Beliefs
Personality
People and Team 7
Management
 Understanding Behaviour

STIMULUS EVENT

Belief System

Thoughts

Feelings

RESPONSE Behaviour REINFORCING

People and Team 8

Management
 Learning and Development

Unconscious
Incompetence

Unconscious Conscious
Competence Incompetence

Conscious
Competence

Temporary incompetence is a pre-requisite for

effective development
People and Team 9
Management
 Effective Communication

What is Effective Face- Audio Written

Communication? to-Face

A two-way process to
create an understanding of Words 7% 20% 80%
information or ideas in
someone else’s mind to
influence an action or a
Tone 38% 70% 20%
desired outcome.
Or Body
Getting the message across! Language 55% 10% -

People and Team 10

Management
 The Communication Funnel

All that I want to say 100%

All that I am able to say

All that I do say 70%

All that my customer / member of staff expects to hear

All that my customer / member of staff hears 50%

All that my customer / member of staff understands

All that my customer / member of staff remembers 10-30%

People and Team 11

Management
 Influencing, Inspiring and
Communicating
Profiles of Preferred Thinking Styles
Visual Auditory Kinaesthetic
•Code experiences in graphical •Interact with others through •Use ‘feelings’ both physical and
form sounds, especially through emotional to communicate
words
•Tend to be relatively fast talkers •Attach great importance to
and may be impatient when •Often need to verbalise their feelings and therefore find it
interrupted thoughts to clarify their own difficult to make a decision
ideas based on logical reasoning
•Use their hands freely to
complement verbal •Strong need for working in •Speak in slow tempo – long
communication quiet space to help as pauses in between words
become easily distracted
•Pace the floor while talking •E.g. “I get what you’re saying”,
•Tend to have a clear , “I feel good about that”, “fill me
•E.g. “I see what you mean”,
resonant tonality in on the details”
“looks good to me”, “show me
more” •E.g. “I hear what you say”,
“sounds good to me”, “tell
me more”

People and Team 12

Management
 Emotional Intelligence

People and Team 13

Management
 Emotional Intelligence

“Anyone can become angry – that‟s

easy. But to be angry with the right
person, to the right degree, at the right
time, for the right purpose, and in the
right way – this isn‟t easy.”

Aristotle – The Nichomachean Ethics

People and Team 14

Management
 What is Emotional Intelligence?

Emotional Intelligence is:

• The ability to recognise one‟s own and others‟

emotions, understand them and make use of them in
socially adaptable ways

• It is therefore the ability to read social cues and then

to respond to them in a way that demonstrates an
understanding of others‟ perspectives

People and Team 15

Management
 Why Does Emotional Intelligence Matter?

• Intellectual intelligence is said to contribute

approximately 1-20% of the factors that determine
life success. That leaves approximately 80-99% to
other forces, many of which relate to how we
manage our emotional intelligence.

• “Studies indicate that emotional intelligence is twice

as important as pure cognitive or technical abilities.
For success at the highest levels, in leadership
positions, emotional competence accounts for
virtually the entire advantage”
Goleman 1998
People and Team 16
Management
 Emotions and Their Consequences

Anger = Leaving, revenge

Enthusiasm = Desire to perform well, persistence
Resentment = Getting even, withdrawal of effort
Affection = Staying, wanting to help
Sadness = Reduced effort, withdrawing
Fear = Focus on the fear, reduced focus on other
things
Appreciation = Increased effort, sense of belonging
Robert Brinner – People Management 2002
People and Team 17
Management
 Emotional Intelligence:
Goleman’s 5 Competencies

Step
Step 5 5 – Social
– Social SkillsSkills

Step
Step 4 4 – Empathy
- Empathy

Step
Step 3 3 – Motivation
- Motivation

Step
Step 2 2 – Regulation
– Self Self Regulation

Step
Step 1 1 –Awareness
– Self Self Awareness

People and Team 18

Management
 Self-Awareness

Self-awareness is:

• The ability to recognise and understand your moods, emotions

and drivers, and appreciate their effect on others

• Hallmarks:

 Self-confidence

 Realistic self-assessment

 Self-deprecating sense of humour

People and Team 19

Management
 Self-Regulation (Self-Management)

Self-Regulation (Self-Management) is:

• The ability to control or redirect disruptive impulses and moods

• The propensity to suspend judgment: to think before acting

• Hallmarks:

 Trustworthiness and integrity

 Comfort with ambiguity

 Openness to change

People and Team 20

Management
 Motivation (1)

Motivation is:

• A passion to work for reasons that go beyond money or status

• A propensity to pursue goals with energy and persistence

• Hallmarks:

 Strong drive to achieve

 Optimism, even in the face of failure

 Organisational commitment

People and Team 21

Management
 Motivation (2)

The Mazlow
Hierarchy SELF -ACTUALISATION
Realising
individual
potential; winning;
achieving

ESTEEM NEEDS
Being well regarded by other
people; appreciation

SOCIAL NEEDS
Interaction with other people;
having friends
SAFETY NEEDS
A sense of security; absence of fear

PHYSIOLOGICAL NEEDS
Warmth; shelter; food; a human be ing’s “animal” needs

People and Team 22

Management
 Motivation (3)
Hertzberg’s Theory

“BRAKES” “ACCELERATORS”
(Hygiene Factors) (Satisfiers)

• Poor Working Conditions • Recognise Achievements

• Lack of Skills • Delegate Responsibility
• Low Basic Pay • Develop Skills
• Inappropriate Supervision • Provide Challenge
• Cumbersome Processes • Enable Participation

Remove the Brakes – Hit the Accelerator

Create “Owners” not “Victims”
People and Team 23
Management
 Empathy

Empathy is:

• The ability to understand other people‟s emotional make-up

• Skill in treating people according to their emotional reactions

• Hallmarks:

 Expertise in building and retaining talent

 Cross-cultural sensitivity

 Service to clients and customers

People and Team 24

Management
 Social Skill
(Relationship Management)

Social Skill (Relationship Management) is:

• Proficiency in managing relationships and building networks

• An ability to find common ground and build rapport

• Hallmarks:

 Effectiveness in leading change

 Persuasiveness

 Expertise in building and leading teams

People and Team 25

Management
 Management Styles and
Organisational Climate

People and Team 26

Management
 Leadership v Management

Leader: “I can
see all the
mountains”

Manager: “I can see

the mountain” Even Leaders on the same level as
Managers strive to ensure that they
can see beyond the mountain.

What can you see…?

People and Team 27
Management
 Management Styles

Coercive

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

People and Team 28

Management
22
 Coercive

The Coercive Management Style:

• Ensures immediate compliance

• Provides clear directives without soliciting input or listening

to reactions

• Close monitoring, corrective/negative feedback, outlines

consequences

• Is most effective in crises; when rules must be followed to

avoid danger; with problem employees

• Is least effective with self-motivated, talented employees

People and Team 29

Management 22
 Authoritative
The Authoritative Management Style:
• Provides long-term direction and vision

• Articulates a clear vision and expected behaviour – but

employees are listened to

• Explains „whys‟

• Sets standards and controls with Motivational and

Developmental Feedback

• Is most effective when new vision to be communicated;

with new workgroups; when manager is expert

• Is least effective with experienced employees and with

teams who can self-manage
People and Team 30
Management
24
 Affiliative

The Affiliative Management Style:

• Creates harmony and promotes friendly interactions

• Demotes tasks, directions and goals behind emotional needs

• Accounts for needs of whole person

• Uses positive feedback positively. Avoids conflict

• Is most effective when tasks are routine; when employees‟

effectiveness is affecting work; with diverse groups

• Is least effective when constructive feedback needed; with

task-focused employees
People and Team 31
Management
25
 Democratic

The Democratic Management Style:

• Builds commitment and ensures employees fully participate in

direction of team

• Relies on consensus in decision-making. Many meetings

• Involves the manager listening and rewarding group performance

• Is most effective with knowledgeable employees; when there is

ample time; common interests and goals

• Is least effective when there is risk that ideas are not

acceptable to manager; when employees are not skilled in
democratic decision-making
People and Team 32
Management
26
 Pacesetting

The Pacesetting Management Style:

• Accomplishes tasks to high standards

• Leads by example. Anticipates others will watch and understand

• Delegates to top performers and tightly controls poor performers

• Rewards individual performance

• Is most effective with independent employees; when manager

also a “pair of hands”; with poor performers who will leave

• Is least effective with employees who need to develop through

feedback; unclear direction

People and Team 33

Management
27
 Coaching

The Coaching Management Style:

• Professional develops employees

• Helps identify goals, strengths, weaknesses

• Encourages self-reliant problem-solving

• Has a “developmental” culture

• Is most effective with employees interested in developing

career; encourages initiative

• Is least effective with new employees; when direction needed

People and Team 34

Management
28
 Climate Factors

Flexibility

Responsibility

Standards

Reward and Recognition

Clarity

Team Commitment
People and Team 35
Management
30
 Climate Factors

Flexibility
• How easy is it to get new ideas introduced into the organisation?

• To what extent are we constrained by procedure and rules?

Responsibility
• Do people feel their role is integral to the organisation‟s success or failure?

• Do we care?

Standards
• Are we working to achieve well defined targets, goals and personal
standards?
People and Team 36
Management
31
 Climate Factors

Reward and Recognition

• Is this a “well done!” sort of place or a blame culture intent on
punishing the guilty?

Clarity
• Do people know what they‟re doing and why they‟re doing it?

• Do we understand the corporate vision and ambition?

Team Commitment
• Is this a place where people genuinely feel success can only be
achieved by everyone pulling together or do we prefer to rely
on our own personal performance as the only way forward?
People and Team 37
Management
32
 Linking Management Style to Climate

Climate Factors
Flexibility Responsibility Standards Reward & Clarity Team
Recognition Commitment

Co-ercive
Management Style

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

People and Team 38

Management
 Linking Management Style to Climate

Climate Factors

Flexibility Responsibility Standards Reward & Clarity Team

Recognition Commitment
Management Style

Co-ercive Short Long

Task Long
term
term term

Authoritative Short Long

term term

Affiliative

Democratic

Pacesetting With a Short

term
Good team

Coaching Short Long

term term

People and Team 39

Management
 Transactional Analysis

People and Team 40

Management
 Transactional Analysis

• Whenever you communicate you are entering into a

transaction

• “Transactional Analysis” is a pragmatic way to

categorise and understand these interactions

• It provides a tool to keep transactions, or

communications, on a productive track

People and Team 41

Management
 Transactional Analysis

 Sets Limits
 Makes Judgements PARENT
 Gives Permission
 Takes Care

 Collects Data
 Computes
ADULT
 Estimates probabilities
 Makes rational decisions

 Responds emotionally
 Fun, creative CHILD
 Is spontaneous
 “Adapts” to authority
People and Team 42
Management
 Recognising Ego States at Work

• Why might team members, peers or bosses react in a

Parent / Adult / Child way? Reasons could include:
 Pressure of work

 Personal pressures: relationship, financial, domestic

 Health issues: temporary or diagnosed

 Previous interactions: the legacy of a good / bad interaction

 Preferred (Instinctive) Management Style

 Managed (Deliberate) Management Style

People and Team 43

Management
 The Rapport Model

TRUE
RAPPORT

EMOTIONS AND Where the relationship starts to

FEELINGS take on more of a personal feel
BELIEFS AND VALUES

INFORMATION AND FACTS

RITUAL AND CLICHE

• Ritual and Cliché – Formal greetings and “How are you?”

• Information and Facts – What we know about the situation

• Beliefs and Values – The standards by which we live

• Emotions and Feelings – How we react to a situation

• True Rapport – When our clients / staff fully trust us always to do

the best for them and when they automatically
turn to us first for advice and guidance
People and Team 44
Management
 The Communications Model

25%

50%

25%

Generally we have:
• 25% of our contacts for whom progress up the scale beyond Information and
Facts is impossible
• 50% of our contacts for whom some progress is possible
• 25% of our contacts who are already at True Rapport or progressing towards it
• …and our challenge is to increase this final 25% to…whatever.
People and Team 45
Management
 Team Building

People and Team 46

Management
 The Stages of Team Building

• Forming

• Storming

• Norming

• Performing

• Dorming

• Mourning

• Disbanding / Adjourning
People and Team 47
Management
 Team Development Process

Performance Levels
FORM STORM NORM / PERFORM
RE-FORM Clear Direction

Working Out
Emotive
Relationships Common Goals
Rebuilt
Autocratic /
Volatile
Acquiescent Success
Listening Better
Rebellious
Hidden Feelings Creativity
Assertiveness
Grows
Confusion
Poor Listening High Energy

Boundaries
Boundaries
Bureaucratic Established Flexibility
Pushed

Submissive Objectivity Commitment

Insecurity

Attention Adult Pride & Team

Inward Behaviours Spirit

Time
People and Team 48
Management
 Goal and Objective Setting

People and Team 49

Management
 Performance Management
• Goal Setting:

• Strategic Goals
Goals
• Long term goals

• Tactical Objectives
• Bite -size chunks and Objectives
responsibilities

• Operational Objectives
Tasks
• Daily & weekly targets

People and Team 50

Management
 Objectives

Objectives must be SMART or even SMARTER

S – Specific
M – Measurable
A – Achievable / Attainable
R – Relevant / Realistic / Reasonable
T – Time-related
E – Exciting / Enjoyable / Entertaining
R – Recorded
People and Team 51
Management
 Types of Objectives

Quantitative Qualitative Degree of Fit

• Numbers • Reaction of Customers • Behaviour

• Dates • Satisfaction • Appearances

• Volumes • Procedural • Presence

• Turnaround times • Judgement • Demonstrate by Example

• Accuracy rates • Professional Standard • Style

• Error rates • Compliance

• Proportion of Time
• Budget Expenditure

People and Team 52

Management
 Defining Objectives

Success Criteria Shortfall Criteria

• We are succeeding if… • We are not succeeding if…

• What does “Success” look / feel like? • What does “shortfall” look / feel like?

• What will be happening if we are • What will be happening (or will not be
achieving / exceeding our objectives? happening!) if we are missing our
objectives?

• Always use absolute measures – no ambiguity

• Do not use measures which compare with other teams
• Use measures that are fair – and are seen to be fair

People and Team 53

Management
 Managing Performance Standards

• Managers must monitor performance against company STANDARDS

• If a team member fails to meet the Standards a Manager will consider:

• Training or Coaching
• Is performance is due to lack of competence?
• Is additional training or coaching required?

• Counselling
• Is poor performance is due to emotional problems E.g. lack of motivation,
personal problems etc.?

• Disciplinary action
• Is poor performance is due to misconduct?

• It is essential that feedback is regularly given to all team members

People and Team 54

Management 54
 Performance Appraisal

Set / Agree
Objectives
Revise Observe
Objectives Performance

Continuous Review
Feedback & Against
Coaching Objectives

• Performance Management is a continuous process throughout

and not just confined to the formal “sign-off” meeting.

• There should never be any surprises at any appraisal meeting

People and Team 55

Management 55
 Performance Discussions

SET THE SCENE Give specific facts

GAIN
INVOLVEMENT Ask open questions

FIND OUT
CAUSE Listen – have empathy

DISCUSS
SOLUTIONS Both parties put forward solutions

ACTION PLAN Obtain „buy in‟, set objectives

FOLLOW-UP Agree date

People and Team 56

Management 56
 Customer / Stakeholder
Management

People and Team 57

Management
 People and The Service Profit Chain

Return on Capital Employed (ROCE)

Operating Profit Margin (OPM)
Good Customer
Management
High (Right) Customer Retention

High Customer Satisfaction

Good Employee
Management
High Employee Skill & Motivation
People and Team 58
Management
 Satisfying Customers

Implicit Explicit Attractive

• Unquestioned by • Precisely expressed by • Appealing and

the customer the customer – no interesting to the
ambiguity customer
• Assumed to be present
by the customer • Specifically requested • Accepted by the
by the customer customer if presented
• Maintenance level of
service • Specific level of • Extended level of
service service
• Things you should
always do • Things you should do • Things you should do
to deliver against to take service levels
specific requirements further

People and Team 59

Management
 Satisfying Customers

Degree of
satisfaction
J Explicit

Attractive
Level of quality
-- ++
Golden Rule
Implicit L
Adapted from: Kano, N. (1984), Attractive quality
and must-be quality, The Journal of the Japanese
Society for Quality Control, April, pp. 39-48

People and Team 60

Management
 Stakeholder Map

A
B
Clients Legend:

A – Normal

Boss C B – Good (2 way)

YOU Stakeholder
C – Over-committed
D D – Conflict
Others
E – Hidden conflict
E

People and Team 61

Management
 Delivering Change

People and Team 62

Management
 Delivering Great Change

Q X A = E

Quality of the change

Acceptance of the change

Effectiveness of implementation

People and Team 63

Management
 The Challenge of Change

“At every crossroads on the path

that leads to the future,
tradition has placed 10,000
men to guard the past”
Maeterlinck

People and Team 64

Management
 The 9 Change Principles
• Compelling Reason to Change

 The need for change must be understood by all those impacted

so that the status quo is not seen as the best option

• Clear Vision and Objectives for Change

 To capture interest and support, those effected by change need

to know the objectives and the advantages of achieving them

• Context for Change

 To understand fully the context the change is taking place in

and ensure all elements are considered to ensure its long-term
sustainability and success
People and Team 65
Management
 The 9 Change Principles

• Momentum
 To ensure momentum is created and maintained throughout
the project‟s lifecycle to keep energy and focus high to
contribute to delivering great change

• Stakeholder Engagement
 Key stakeholders need to be identified and their support
secured through communication and engagement

• Alignment
 Ensuring that the operational and organisational frameworks
and processes which support the planned change are carefully
considered and aligned e.g. training, reward, facilities etc

People and Team 66

Management
 The 9 Change Principles

• Embedding Change

 To ensure the change delivers its true business value in the

shortest possible time by becoming part of “the way we work”

• Great Sponsorship
 The right sponsor plays a critical role in the success of change
initiatives

• Emotional Responses to Change

 To understand and appreciate the emotional responses to
change and to support and lead people through these to lessen
the negative impacts on both staff and performance
People and Team 67
Management
 Context for Change

The Change Kaleidoscope

Stakeholders

Readiness Time

Capacity Continuity
CHANGE
CONTEXT
Scope
Customer

Risk
Capability

Complexity

People and Team 68

Management
 Resistance to Change

• The main reasons for resisting change are:

• Fear: • Energy involved to change
 Of the unknown • Change fatigue
 About job security
• Threat to
 Of increased workload
 Competence
 New skills required
 Credibility
 Failure

 Of loss of: • Inertia (no sense of urgency)

 Power • Don’t believe it’s the right solution
 Friends
• Lack of trust or legitimacy in project
 Working environment or
conditions team

• Seen change efforts fail in the past • Not allowed to participate

• Priorities • Timing

• Unclear or badly communicated • Stress

vision • Imposed change
People and Team 69
Management
 Benefits of Resistance

• Potentially a better outcome:

 People who resist may be highlighting things that have been

missed in the planning, particularly around the details

 Resistance is a critical source of innovation and can allow more

possibilities to be considered and evaluated

• When people resist change at least there is some energy

involved. Surely apathy would be worse…?

• “Resistance is what keeps us from attaching ourselves to

every bonehead idea that comes along” Maurer 1996
People and Team 70
Management
 Delegation

“The best Managers / Leaders have sense

enough to pick good people to do what
needs to be done and the self-restraint
to keep from meddling with them”

People and Team 71

Management
 Delegation and Conflict

• It‟s important to delegate outcomes rather than tasks.

Ask: “What will the end-result be?”

• Delegating tasks leads to Unwarranted Disagreement

 Disagreement on tasks / methods

• Delegating outcomes leads to Warranted Disagreement

 Disagreement on outcomes

People and Team 72

Management
 Delegation and Stretch

• Delegation goes from Comfort to Stretch

but may create panic…

COMFORT

STRETCH

PANIC

People and Team 73

Management
 Delegation – Exercise

• Group 1:
 As a Manager or Team Leader: what are the main reasons for
delegating?

• Group 2:
 How might delegation create difficult situations?

• Group 3:
 What are the consequences of bad delegation?

People and Team 74

Management
 Delegation – Exercise Debrief (1)

• The main reasons for delegating are:

 To allow the Manager or Team Leader to concentrate on the
“need-to-do” things: removing non-essential (for them)
workload

 To develop the staff: giving them new and enhanced skills

 To create a contingency and succession plan so that all

absences – planned / unplanned – have little or no impact on
the smooth running of the team

People and Team 75

Management
 Delegation – Exercise Debrief (2)

• Delegation might create difficult situations by:

 Delegating to the wrong people: those unable to absorb
the extra work

 Delegating at the wrong time: when everyone is fully

occupied or deadlines are too short

 Delegating inappropriately: where a piece of work

“belongs” to one person and no explanation is given

 Delegating work that should not be delegated: personal

tasks; performance management; confidential information

People and Team 76

Management
 Delegation – Exercise Debrief (3)

• The consequences of bad delegation could be:

 A perception of passing the buck

 A lack of clarity – and a consequent lack of motivation

 The creation of unnecessary time pressures

 Frustration through allocating the wrong task to the person

with the wrong skill-set

 Unnecessary increase in workload for certain people

People and Team 77

Management
 Delegation – Summary

• Delegation must go alongside planning:

“The lack of planning on your part does not
constitute a reason for passing me an emergency…!

• The stages of Delegation are:

NO GO
SHOW ME
THEN GO
GO BUT LET
ME KNOW

GO
People and Team 78
Management
 Feedback

“Giving and receiving feedback is one of an

organisational leader‟s most important
responsibilities. Teams and individuals need to be
kept constantly aware of where they are in
relationship to their agreed targets and goals if they
are to make consistent progress”

Weinholtz and Edwards

People and Team 79

Management
 Feedback – Do and Don’t

• Planning Feedback – Do: • When giving Feedback – Do Not:

• Concentrate on AID: • Make judgements – state specific facts
• Action • Reel off endless lists
• Impact
• Do • Give developmental feedback in public

• Be specific • Focus on the individual – focus instead

on performance
• Consider the venue
• Make the other person feel threatened
• Privacy or defensive
• Timing
• Listen – actively
• Achieve Buy-in
• Action Plan & Follow up
People and Team 80
Management
 Nature of Feedback:
Johari Window

Feedback
Disclosure

Open – Blind –
everyone everyone
knows… knows but me!

Concealed Unknown
– I know: – nobody
you don’t! knows…
People and Team 81
Management
 Coaching

People and Team 82

Management
 What is Coaching ?

Coaching is helping someone move from where

they are to where they want to be......
......and to do this more quickly and effectively
than if they acted alone.

People and Team 83

Management
 The Skill / Will Model

WILL

Desire to Achieve
Incentive
Security
Confidence

GUIDE EMPOWER

HIGH WILL

SKILL
DIRECT EXCITE
Training
Role Perception
LOW WILL Understanding
Experience

LOW SKILL HIGH SKILL

People and Team 84

Management
 The House of Change

CONTENTMENT AND RENEWAL AND

COMPLACENCY REVITALISATION

DENIAL, EXCUSES AND CHAOS AND

DENIGRATION CONFUSION

DARK SIDE BRIGHT SIDE

Cannot be coached – Can be coached – they
their attitude is poor want to improve

DARK SIDE BRIGHT SIDE

Contentment and Complacency = Comfort Zone Chaos and Confusion = Will but no Skill
Denial, Excuses and Denigration = Resistance Renewal and Revitalisation = Delegate to them
Coaching is very difficult in these rooms Coaching is easier: they want to improve
The challenge is to move staff from the Dark Side to the Bright Side
People and Team 85
Management
 Using the GROW Model

GOAL REALITY OPTIONS Will

Agree topic for Invite self- Cover full range of Commit to action
discussion assessment options
Identify possible
Agree specific Offer specific Invite suggestions obstacles
objective of examples of from learner
session feedback Make steps specific
Offer suggestions & define timing
Set long-term Avoid or check carefully
aim, if assumptions Agree support
appropriate Ensure choices are
made

Parameters Current situation & How we could Action and dual

Where we need to be Assessment of needs Move forward commitment

Where are we going? Where are we now? How do we get there?

People and Team 86
How do we measure progress?
Management
8
 Aggressive / Assertive / Passive

People and Team 87

Management
 Handling a Developing Situation

Situation + Behaviour = Outcome

Situation + (Appropriate) Behaviour =

(Desired) Outcome

People and Team 88

Management
 Aggressive

I‟m OK – I win You‟re not OK – You lose

• Expressing feelings / opinions in threatening, punishing or put

down way

• Disregarding others‟ rights and needs

• Aiming to get your own way – no matter what…

• Creating bad feeling making future relationships difficult

People and Team 89

Management
 Submissive (Passive)

I‟m not OK – I lose You‟re OK – You win

• Not standing up for our rights

• Allowing others to take advantage

• Avoiding the responsibility of making decisions

• Losing control; feeling a helpless victim of unfairness and injustice

• Manipulating others to get what we want; playing games; making

others feel guilty

People and Team 90

Management
 Assertive

I‟m OK – I win You‟re OK – You win

• Recognising our own needs and rights

• Relating to people openly and honestly

• Communicating directly

• Taking responsibility for our actions

• Being in control of what we say and do

• Being prepared to reach a compromise

• Resolving differences positively

People and Team 91
Management
 Advantages of Assertive Behaviour

• Closer working relationships

• Greater confidence in yourself and in others

• Increased self-responsibility and self-control

• Savings in time and energy

• An increased chance of everyone winning…

People and Team 92

Management
 Managing and Resolving Conflict

People and Team 93

Management
 Conflict

Conflict is:

Any situation in which your concerns or

desires differ from those of another person

People and Team 94

Management
 Phases to Managing Conflict

Causes and Strategies

1.
Understand
conflict
Interpersonal
Conflict
Zones and Level of
Resolution
Awareness
Process
3. 2.
Bridge Understand
the gap yourself and
others

People and Team 95

Management
 Understanding Conflict

Principal causes of conflict at work are:

 Misunderstandings  Lack of co-operation

 Personality clashes  Problems with areas of authority

 Differences in goals  Frustration

 Substandard performance  Competition for limited resources

 Differences over methods to be used  Non-compliance with rules and policies

 Problems relating to areas

of responsibility

People and Team 96

Management
 The Five Conflict-Handling Modes

From Thomas-Kilmann Conflict Mode

Instrument by K. W. Thomas and R. H. Kilmann,
1974, 2000. Palo Alto, CA: Xicom, Incorporated,
subsidiary of CPP, Inc. Copyright 1974, 2000 by
CPP, Inc. Used with permission.

People and Team 97

Management
 Competing

“My way or the highway”

• Taking quick action

• Making unpopular decisions

• Standing up for vital issues

• Protecting yourself

People and Team 98

Management
 Accommodating

“It would be my pleasure”

• Showing reasonableness

• Developing performance

• Creating goodwill

• Keeping the peace

• Retreating

• Maintaining perspective

People and Team 99

Management
 Avoiding

“I’ll think about it tomorrow”

• Leaving unimportant issues alone

• Reducing tensions

• Buying time

• Knowing your limitations

• Allowing others ownership

• Recognising issues as
symptoms

People and Team 100

Management
 Collaborating

“Two heads are better than one”

• Integrating solutions

• Learning

• Merging perspectives

• Gaining commitment

• Improving relationships

People and Team 101

Management
 Compromising

“Let’s make a deal”

• Resolving issues of moderate

importance

• Reaching resolution with equal

power and strong commitment

• Creating temporary solutions

• Dealing with time constraints

• Backing up competing/
collaborating

People and Team 102

Management
 Bridging the Gap

Competing: might makes right WIN – LOSE

Does not achieve mutual gain
Accommodating: kill your enemies with kindness LOSE – WIN
 Does not achieve mutual gain


Avoiding: leave well alone LOSE – LOSE

1.

Does not achieve mutual gain

Compromising: split the difference WEAK WIN – WEAK WIN
Often not sustainable; conflict may resurface later
Collaborating: two heads are better than one… WIN – WIN
May not work because of history of the relationship between the two
parties OR lack of faith in the ability to solve the problem
People and Team 103
Management
 People and Team
Management

Thank you and good luck!

People and Team 104

Management