Driver / Analyst / Amiable /
Enthusiast - revisited
How would you make a brief pitch to
each of these?
Team behaviour styles
and colours
Analytical
Driver
Amiable
Expressive
Merrill DW, Reid RH. Personal Styles and Effective Performance: Make Your Style Work for You.
London: CRC Press; 1999
What do team members want to
know? ICE
• Ideas
– What ideas do they have about their job and that
of the team? and how it developed, what will help
happen in the future?
• Concerns
– Concerns about the future, about the dangers of
change
• Expectations
– What will happen to me in my job!
Adapted SH from Becker MH and Maiman LA (1975)
Sociobehavioral determinants of compliance with medical care
recommendations. Med. Care 13, 10-24
Neuro linguistic programming
• Ref: O’Connor, Joseph and
Seymour, John Introducing
Neuro-linguistic
programming (Aquarian
Press, 1990)
Use of language
• Visual
– I see what you mean
– It looks like
• Auditory
– I hear what you are saying
– It sounds like a good idea
• Kinesthetic
– It feels to me
Eye movements accessing cues
O'Connor J. and Seymour J;. Introducing NLP Neuro-linguistic Programming: Psychological skills
for understanding and influencing people. London: Aquarian; 1993.
VARK
Preferences NOT Strengths
• Visual
• Aural
• Reading/Writing
• Kinaesthetic
(VARK inventory developed in 1987 by Neil Fleming, Lincoln University, New Zealand)
“Teach me my most difficult concepts in my preferred style
Let me explore my easiest concepts in a different style
Just don’t teach me all the time in your preferred style
And think that I’m not capable of learning”
•
Virleen M Carson – Centre for Learning and Teaching, Cornell University USA
• “You don’t
solve problems
using the same
level of
intellect you
created them
with” (Einstein)
Working in a team
• Think of your team as a shop or car? What
sort of shop or car would it be?
• Why did you choose this? What do you /
colleagues think are the strengths and
weaknesses of your shop / car?
Working in a team
• Think of three stories
that are typical about
your team (the way we
do things)
A Change Equation
•
•
•
•
•
•
Change is likely to occur when:
• DxVxF >R
Where:
D = Dissatisfaction with the present situation
V = A Vision of what is possible in future
F = Achievable First Steps towards the vision
R = Resistance to change
Beckhard and Harris (1987): Organisation Transitions: Managing Complex
Change, Addison Wesley OD Series
13
MANAGING COMPLEX CHANGE
VISION
VISION
VISION
+
SKILLS
+
SKILLS
+
+
SKILLS
VISION
+
SKILLS
VISION
+
SKILLS
+
INCENTIVES
+
ACTION
PLAN
=CHANGE
+
RESOURCES
+
ACTION
PLAN
=CONFUSION
+
RESOURCES
+
ACTION
PLAN
=ANXIETY
+
RESOURCES
+
RESOURCES
+
INCENTIVES
+
INCENTIVES
+
+
INCENTIVES
+
+
INCENTIVES
+
RESOURCES
=GRADUAL
+
ACTION
PLAN
=FRUSTRATION
+
ACTION
PLAN
CHANGE
=FALSE STARTS
Analytical
Driver
• Monitor evaluator
• Completer finisher
•
•
Amiable
Expressive
•
•
• Plant
• Resource Investigator
Team worker
Worker / Grafter
Shaper
Chairman
Individuals and problems
Nature has given us two
ears, two eyes and but
one tongue – to the end
that we should hear and
see more than we speak
(Socrates BC 469 – 399)
Readiness For Change
Maintenance
Relapse
Contemplation
Action
“Cognitive Dissonance”
DiClemente CC and Prochaska JO.
Addictive Behaviours, 7, 133-142
Force Field Analysis
State Desired Change Here
EQUILIBRIUM OR CURRENT STATUS
DRIVING FORCES
Forces
favouring
the change
RESTRAINING FORCES
Forces
resisting
the change
Managing Conflict
• Thomas – Kilmann Conflict Mode
instrument
• 5 Conflict – Handling modes
Competing: the goal is 'to win'
Avoiding: the goal is 'to delay'
Compromising: the goal is 'to find a middle ground'
Collaborating: the goal is 'to find a win-win solution'
Accommodating: the goal is 'to yield'
Outline Of Thomas
Kilmann Model
Assertiveness
High
Decisive
Positive
Aggression
Autocratic
Dictator
Winning
Selfish
(Win - Lose)
Low
Low
High
Cooperativeness
Outline Of Thomas Kilmann
Model
Assertiveness
High
Nice
Wimp
Helpful
Doormat
Low
(Lose – Win)
Low
High
Cooperativeness
Outline Of Thomas Kilmann
Model
Assertiveness
High
Low
Destructive
Withdrawal
Options open
Inconclusive
(Lose – Lose)
Low
High
Cooperativeness
Outline Of Thomas Kilmann
Model
High
Half and half
Progress
Assertiveness
(Lose – Win)?
(Win – Lose)?
(Lose – Lose)?
(Win – Win)?
Low
Low
High
Cooperativeness
Outline Of Thomas Kilmann
Model
High
Assertiveness
Creative
Slow
Worked through
Integration
(Win - Win)
Low
Low
High
Cooperativeness
Outline Of Thomas
Kilmann Model
Assertiveness
High
Low
COMPETING
COLLABORATING
Decisive
Positive
Aggression
Autocratic
Dictator
Winning Selfish
Creative
Slow
Worked through
Integration
(Win - Win)
(Win - Lose)
AVOIDING
Destructive
Withdrawal
Options open
Inconclusive
(Lose – Lose)
COMPROMISING
Half and half
Progress
(Lose – Win)?
(Win – Lose)?
(Lose – Lose)?
(Win – Win)?
ACCOMMODATING
Nice
Wimp
Helpful
Doormat
(Lose – Win)
Low
High
Cooperativeness
Mrs Silent Assassin
• Always appears friendly
and supportive
• Quietly disrupts and
creates dysharmony
• What is the solution?
Mr Scrooge
• Concerned that any
new innovation is far
too expensive
Mrs Arrogant
• Always in control
• Never wrong
Mr My Team and My Ideas
Mrs Why Change?
• Happy doing what we
have always done