Communication for change

1. Communication for change Lorie Richards, PhD, OTR/L Chair and Associate Professor, Division of Occupational Therapy, University of Utah Presented at the UOTA annual conference 10/03/2013

2. Interpersonal Communication • According to Albert Mehrabian (renowned expert in human communication): • 7% Words - Literal • 38% Tone of Voice – Subject to Interpretation • 55% Context, Body Language – Subject to Interpretation • In other words… • Communication is 7% about WHAT you say and 93% about WHO you say it to!

3. What is a “frame” • “A frame is a mental model-a set of ideas and assumptions-that you carry in your head to help you understand and negotiate a particular “territory.” A good frame makes it easier to know what you are up against and, ultimately, what you can do about it.” (Bolman, L. G., & Deal, T.E. (2008). Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, p. 11)

4. Why Reframe? • Gain clarity • Generate new options • Widen scope • Find viable strategies • Consider multiple viewpoints/voices • Demonstrate flexibility and inclusion • Create new opportunities

5. 4 Major frames • Structural • Human Resource • Political • Symbolic

6. Structural • Depicts a rational world • Emphasis: organizational architecture, organizational charts, • Clear goals, structure, specialized roles • Rules, policies, procedures • Hierarchies or formal relationships to coordinate activities • Metaphor: Factory, bureaucracy

7. Human Resources • Individuals find meaningful and satisfying work and organizations get the talent and energy they need to succeed • Invest in people • Empower employees • Provide information and support • Quality problems are cross-functional • Metaphor: Extended Family

8. Political • Coalitions • Decisions involve allocating scarce resources-who gets what – competition & parochial interests • Conflict at the center of day-to-day dynamics; power becomes the most important asset • Bargaining, negotiations and compromise • Solutions arrive from political skills and acumen • Metaphor: Networking; Jungle

9. Symbolic • Emphasis on culture, symbols, spirit as keys to organizational success • Emphasis on rituals, ceremonies, stories, heroes and myths rather than rules, policies and managerial authority • Culture forms the superglue that bonds an organization, unites people, and helps an enterprise accomplish desired ends • Metaphor: temple, theater, tribe

10. Overview of all 4 frames

11. Why should I care about all 4 frames?

12. Negotiation • NEGOTIATION is a COMMUNICATION PROCESS we use when we want something from someone or someone wants something from us.

13. Negotiation styles • Competing • Collaborating • Compromising • Avoiding • Accommodating

14. Competing • Description: • Knows how to work the power part in any negotiation • Let’s make a decision • Focus on the money, outcome • Behavior: • Will do and say anything that can grant the person the capability of winning at all cost, even if it means defeating others • Know how to open, position, leverage,

15. Collaborating • Description: • Facilitate the process • The question asker • Looks at different alternatives • Out of the box thinker • Behavior: • Very engaged and highly interactive during a negotiation • They gain pleasure from solving the problems facing a committee, group, etc

16. Compromising • Description: • Operates in the “you take a turn” approach • Splits the difference to gain an agreement • Always looking for ways to close the gap • Behavior: • Engaged and very aware of their surroundings and others in order to figure out the answer on how to close the deal

17. Avoiding • Description: • Don’t like to talk about it • Use technology to their benefit (emails, voice mails) • Behavior: • Has figured out how to defer or miss any type of discussion that may be controversial

18. Accommodating • Description: • Team player • Helping others • Focus on interaction • Behavior: • Very sensitive to others’ emotions, actions, etc • Excellent listener; but lacking the courage to speak up

19. Managing the styles • Competing • You • List ~ Develop a list of the needs and wants of the OTHER party. Refer to this list when you have your conversation • Help ~ Identify 3 ways you can help the other person • Others • Listen ~ Don’t act competitive • Caucus ~ Try to work with the other party off line to determine what are their fears and help them identify what is a must and what is not

20. Managing the styles • Collaborating • You • List ~ Write down and refer back to your needs and wants. COMMUNICATE them to others. • Questioning ~ Don’t just ask questions for the sake of asking questions • Others • Keep it Simple ~ Re-state the questions into a more simplistic approach in order to peel back any unnecessary complexities. • Summarize ~ What has been decided?

21. Managing the styles • Compromising • You • List ~ Develop a list of questions to ask during the conversation. (Ask 25+%) • Identify ~ Figure out what are the items you will not give into. Refer to them during the meeting. • Others • Question ~ Ask the necessary questions that will help the party not just give in on the first option identified

22. Managing the styles • Avoiding • You • List ~ Develop a list of questions to ask during the conversation • Script ~ Write out the script you will use to begin the talk. Read it, if necessary! • Others • Face-to-Face ~ Don’t engage into a technology driven discussion. Go in person for discussion.

23. Managing the styles • Accommodating • You • List ~ Write down and refer back to your 1 to 3 expectations you would like to communicate about your work/responsibilities • Others • Engage ~ Ask the person to share with all how they would benefit from the discussion/negotiation

24. Styles to use when others are…. • Competing: collaborating, avoiding • Accommodating: collaborating • Avoiding: collaborating, competing

25. Styles to use when others are…. • Collaborating: Competing • Compromising: Collaborating, accommodating

26. Personality Styles(Insights Discovery System) • Understanding yourself • Understanding others • Learning to adapt to better connect with others • In Order To…. • Build stronger interpersonal relationships • Value and integrate our differences • Increase leadership, team and influence effectiveness http://www.inside-inspiration.com.au/index.html#.Uk39WNKshcZ

27. Jungian Preferences • Three pairs of preferences: • Introversion and Extraversion: • The way we react to outer and inner experiences • Thinking and Feeling (Judging): • The way we make decisions • Sensing and Intuition (Perceiving): • The way we take-in and process information

28. How we express our energy

29. How we make decisions

30. How we see the world

31. “Blue” Energy“Do It Right” • Approach to life: High standards and correct • Goals: Understanding • Seen by others:Analytical and distant • Strengths: Knowledgeable & detailed; Air of competence; Asks probing questions; Thorough follow-up • Liabilities:Initial interaction may be difficult or stuffy; Questions may be seen as critical & insensitive; May overlook others’ feelings; May focus on inconsequential details

32. “Red” Energy“Do It Now/Get It Done” • Approach to life:Inner certainty; Focus on action • Goals: Personal achievement and meeting challenges • Seen by others: Impatient • Strengths: Confident, determined; Loves challenges; Focused; Influencing others • Liabilities: Poor listener; Can be seen as arrogant; May push too hard; Doesn’t wait for feedback

33. “Green” Energy“Caring & Supportive” • Approach to life: Focus on stability, values & supporting others • Goals:Harmony • Seen by others:Mild & docile • Strengths: Builds deep, long-term relationships; Natural listener; Sincere & warm; Persistent • Liabilities: Slow to adapt; May lack enthusiasm in asking for a decision; Avoids rejection; Takes difficulties personally

34. “Yellow” Energy“Fun & Creative” • Approach to life: Fun & interaction • Goals:Big picture; Creativity • Seen by others:Disorganized • Strengths:Quick to build relationships; Friendly & sociable; Adaptable, imaginative; Skillful presenter • Liabilities: May lack focus; Too casual for some; Poor planning and follow-up Can lose interest

35. 4 Insights Energies • We have ALL four ALL the time • Which we use depends on who we’re working with and what we’re working on • Less conscious persona – at home, the instinctive you • Conscious persona – how you see yourself and way present at work

36. How to interact with a… • Blue • Do • Be well prepared and thorough; Put things in writing; Give them time to consider all the details • Don’t • Be flippant on important issues; Change routine without notice; Call a meeting without an agenda

37. How to interact with a… • Red • Do • Be direct and to the point; Focus on the results and objectives; Be confident and assertive • Don’t • Hesitate or dilly-dally; Try to take over; Say it can’t be done

38. How to interact with a… • Green • Do • Be patient and supportive; Slow down and work at their pace; Ask their opinion, give them time to answer • Don’t • Take advantage of their good nature; Push them to make quick decisions; Spring last minute surprises

39. How to interact with a… • Yellow • Do • Be friendly and sociable; Be entertaining and stimulating; Be open and flexible • Don’t • Bore them with details; Tie them down with routine; Be gloomy or pessimistic; Ask them to work alone

40. Take home message • When you want to persuade a person to buy in to a change, think about: • What frame (s) to use to make your argument • What negotiation style (s) will be most effective for the person in this situation • What personality style is the person mostly likely to be with whom you’ll be communicating.

41. Thank You!