Dealing with Differences On Your Teams

1. Dealing with Differences On Your Teams Bill Stieber, Ph.D. Orchestrated Dynamics www.stieber.com

2. Objectives Insight into Style, Personality, and Motivational Differences Identify typical style issues Capitalize on diverse styles and types Implications for team effectiveness and approaches

3. Causes of Team Conflict Personality differences Value differences Differences in perspective Differences in goals Cultural differences

4. Types of Differences Style Personality Motivational

5. Style Types Conductor – “results focused” Composer – “thinker type” Harmonizer – “arranger type” Player – “expressive type”

6. Style –Key Issues Understanding of differences Looking at impact on team Learning to be flexible with others based on needs of individual team members

7. Personality Types Meyers Briggs Personality Type (16) E-I S-N T-F J-P

8. Basic E - I

9. Basic J-P

10. Basic S - N

11. Basic T-F

12. Sixteen Types

13. The Lenses Functions Quadrants Temperaments Dynamics

14. SocialMotives – David McClelland nAch nAff nPow

15. Motives – Key Issues Understanding motivational differences Modifying approaches of influence appropriately

16. To Resolve Conflict: • Acknowledge that the conflict exists • Find common ground • Seek to understand all points of view • Attack the issue, not each other • Summarize • Identify next steps, if necessary

17. Guidelines for Win/Win Conflict Resolution

18. Reframing Seeks to create win/win positions Presents the issue in a way which incorporates a range of options Stated in outcomes-based language Posed in terms which define boundaries and allows for flexibility within the boundaries

19. Creating Trust Trust (a history of keeping my word) Credibility (dependability) Follow-Through (keeping my word) Commitment (what will I do) Straight talk (what’s my opinion)

20. Influence Behaviors Explain purpose and importance Seek information Seek ideas Summarize information and check understanding Acknowledge

21. Start-up Practices Agendas Mission review Critical issue identification Identify success factors Purpose • Fit and Team Membership • Introductions • Expectation clarification • Individual strengths review • Team roles/representation • Stakeholder analysis

22. Struggling Practices Trust Interaction Brainstorm Planned Breaks Outside Activities • Role Explanation • Styles Feedback • Team Norms • Share Something Personal • Feeling Checks

23. Stabilizing Practices Goal Oriented Responsibilities Role and responsibility matrix Responsibility contracting Stakeholder commitment plan • Visioning/desired outcomes • Objective prioritization • Need/want differentiation • SWOT analysis • Updates • Gantt charting • Stand-up meetings

24. Soaring Practices Flexibility Communications Synergy • Fishbowls • Scenario Based Planning -Problem Prevention • Analysis • Hotline • Network • Communications • Outdoor Exercises • Insight Sharing • Role Play

25. Renewal Practices Recognition Change Management Team Maintenance Strength/ Weakness review Use of a team measurement instrument • Re-inventory of group • Critical issue review • Post mortems • Acknowledgement events • Special ritual event closings • Review accomplishments • /learnings

26. During the Team Meeting Facilitation Skills Acknowledging Complementing Asking questions Seeking input Arbitrating Encouraging Summarizing Listening

27. Meeting personalities Theresa Tangent Roger Rambler Bob Belligerent Ira Indifferent Tom Talkative Amy Analytical Sue Stubborn Clark Clown Sally and Stu Side-Conversationalists

28. Proactive Strategies - Communication during change Over –communicate Tell employees what you know when you know it Repeat messages Provide forums for discussion Discuss what change means to your group and explore how they feel about it Listen to other person’s concerns, needs and hopes Pay attention to current accomplishments and successes

29. Bill Stieber, Ph.D. President, Orchestrated Dynamics 215-860-6098 bill.s@stieber.com www.stieber.com