Motivation, Intention and Behavior

2. Behaviors (External) Motivation (Internal) Intentions Motivation Intentions Behaviors Motivation, Intention and Behavior Your self-perception is based on… Their perception of you is based on… what you are trying to do! what they are seeing you do!

3. Why do people behave the way they do? • Want • Motive Satisfier Goal Behavior

4. 1st Premise ofRelationship Awareness® Behavior is driven by motivation

5. 2nd Premise ofRelationship Awareness® Motivation changes in conflict

6. 3rd Premise ofRelationship Awareness® Personal weaknesses are overdone strengths

7. 4th Premise ofRelationship Awareness® Personal filters influence perception

8. Valued Relating Style The behavioral style associated with a Motivational Value System. Behavior may change in different situations. Motivational Value System Motives and values which underlie behavior when things are going well. The MVS drives behavior.

9. BLUEALTRUISTIC–NURTURING Concern for the Protection, Growth and Welfare of Others VALUED RELATING STYLE • Being open and responsive to the needs of others • Seeking ways to bring help to others • Trying to make life easier for others • Trying to avoid being a burden to others • Ensuring others reach their potential • Ensuring others are valued • Defending the rights of others

10. REDASSERTIVE–DIRECTING Concern for Task Accomplishment, Concern for Organization of People, Time, Money and Any Other Resources to Achieve Desired Results VALUED RELATING STYLE • Competing for authority, responsibility and positions of leadership • Exercising persuasion • Being alert to opportunity • Claiming the right to earned rewards • Accepting challenges • Accepting risk-taking as necessary and desirable • Demonstrating competitiveness

11. GREENANALYTIC–AUTONOMIZING Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence VALUED RELATING STYLE • Being objective • Being right • Being principled • Being in control of emotions • Being practical • Being cautious and thorough • Being fair • Being resolute • Being serious • Being their own “judge and jury” • Being their “own person” • Thinking things through before acting

12. HUBFLEXIBLE–COHERING Concern for Flexibility Concern for the Welfare of the Group Concern for the Members of the Group and for Belonging in the Group VALUED RELATING STYLE • Being curious about what others think and feel, open minded and willing to adapt • Experiments with different ways of acting • Proud to be a “member” • Likes to know a lot of people • Likes to be known by a lot of people • Likes to be known as flexible

13. The higher the number on a scale, the more frequently one is motivated by concerns typical of that scale. Frequency is not the same as quality; quality of behavior is dependent on the individual

14. Coaching or Mentoring Enabling or Supportive Direction or Example Consensus or Team-based Empowering or Guiding Strategic or Tactical Exception or Process What style of Leadership or Management might people with an MVS in the Blue, Red, Green or Hub prefer to use? How about people with an MVS in the 3 blended areas?

15. GROUP 7 MVS Groups

16. 3. What we like most about working with other colors… • 4. What frustrates us most about interacting with the other colors….

17. Personal Strength • A behavior or trait that enhances the self-worth of one’s self and other people. Overdone Strength A behavior or trait that denies self-worth to one’s self or other people. Self-worth can be denied if the strength is actually overdone or is perceived as overdone.

18. What is conflict? Conflict is a reaction to a perceived threat to self-worth. People are willing to go into conflict about things that are important to them. (conflict triggers) When we see conflict in other people, we can discover what is important to them.

19. The Stages of Conflict: Relationship Awareness Theory states that we approach conflict with a predictable sequence of motivational changes which are expressed through the use of different behaviors.

20. Focus During Conflict

21. 1) Power differentials 2) Relationship history 3) Age 4) Gender 5) Culture 6) Values (including Motivational Value System) Conflict Variables

22. Conflict What causes conflict at work… What do we do to resolve conflict? How we want to be approached… Stage 1Conflict Groups

24. Borrowed Relating Style • is a style of relating that is used in pursuit of a desired goal; the behavior alone does not enhance feelings of self-worth. Mask Relating Style is a style of relating that is used to get through a situation that offers nothing to confirm self-worth.

25. does not necessarily equal CONFLICT con•flict’–n. 1. A sharp disagreement or collision in interests, ideas and/or principles... resulting in emotional disturbance... When a person’s sense of self-worth is perceived to be threatened or at risk. OPPOSITION op’po•si’tion–n. 1. Resistance, contradiction, contrast, differences... Some of the most creative ideas come from the synergy of opposition. Opposition vs. Conflict Definitions from Webster’s New World Dictionary, Second College Edition

26. Effort to Prevent Conflict Cost of Conflict Preventable Conflict • Some conflict is preventable. • It may come from: • A clash of relating styles • Misunderstandings • Faulty assumptions • Stress • Etc.

27. Results • How do we look as an organization?

28. South Fulton 1

36. Find your top 6 strengths on the chart, notice how they may appear if overdone. Read the “Things I need to be on guard against” section for your color(s) and underline the phrases that are most meaningful to you. Strength Management

37. Closing & Evaluations

38. ( ) Conflict Sequence 36 31 33 R G B

39. ( ) Conflict Sequence 41 23 36 R G B

40. ( ) Conflict Sequence 20 62 18 R G B

41. Conflict Sequence 12 32 56 G R B

42. BLUE RED HUB GREEN

43. RED-BLUEASSERTIVE–NURTURING Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership VALUED RELATING STYLE • Actively seeking opportunities to help others • Persuading others to ensure maximum growth and development of others • Being open to proposals for creating welfare and security for others • Creating enthusiasm and support in tackling obstacles to success

44. RED-GREENJUDICIOUS–COMPETING Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition VALUED RELATING STYLE • Providing rational leadership that can assess risks and opportunities • Being decisive and proactive when all the facts are in • Challenging opposition through thoughtful process and strategy

45. BLUE-GREENCAUTIOUS–SUPPORTING Concern for Affirming and Developing Self-Sufficiency in Self and Others, Concern for Thoughtful Helpfulness with Regard for Justice VALUED RELATING STYLE • Building effective processes and resources to protect or enhance welfare of others • Offering assistance for greater self-sufficiency and independence • Supporting activities that lead to growth • Fighting for principles that are fair

46. RED-BLUE RED-GREEN BLUE-GREEN

47. COLOR MVS GroupsConflict Triggers What causes conflict for you?

48. Internal Experience in Conflict

49. Observable Behavior in Conflict

50. Living Triangle • 5 Step Activity: • MVS – Conflict Triggers • Stage 1 Conflict • Stage 2 Conflict • Stage 3 Conflict • MVS – Positive Results