Day Two - Storming

1. Day Two - Storming • Feelings • Behaviors • Tasks

2. The Rules for “The Hunt” • Figure out each of the ten items. • Purchase and get a receipt for each item. • Cannot call students who have taken this course. • Log in at New Ventures when your team is done. • Whole team needs to arrive back before log-in. • Ready to begin class at 10:00 a.m. • Score: Based on accuracy, thrift, and speed, not necessarily in that order. • Cash Award for winning team. • Clue Sheet Handout.

3. The Hunt • Accuracy: Most items. • Thrift: Lowest expenses. • Speed: Log-in times. • Team Scores. • Winner. • Discussion.

4. Conflict • Every day. • Every person. • Everyone wants to participate in decisions that affect their lives. • Everyone participates in conflict every day.

5. Team Exercise:The Princess Story Fill out form individually first. Meet in your teams. Make consensus decisions together: Who is most responsible for death of the lovely princess? Tape your interaction.

7. Exercise: Video Review and Team Meeting • Review video of “The Princess Story” exercise. • Use “Team Analysis Form”. • Run tape, then: • Analysis and conversation. • Use the five-step process in the Team Meeting. • Back in about an hour.

8. Large Group De-briefing • Plus: What did we do well? • Delta: What can we improve upon? • How well are we functioning as a team?

9. Meetings to Inform • Tell all meetings • Lots of Reports • Very little interaction • People are bored • No consent agenda • Attendance goes down

10. Meetings to Persuade • Selling already formed opinions. • Defending a position. • Listening to refute. • Unfavorable reaction to disagreement.

11. Meetings to Problem Solve • Solve real problems. • Search out new ideas. • Listen for understanding. • No speeches. • Stimulate differences of opinions.

12. The Five Steps • Five Step Team Meeting Process: • Step One – Purpose, Benefits and Rules. • Step Two – Get everyone’s opinion, insight, perspective. • Step Three - Find areas of agreement and disagreement. • Step Four – Resolve disagreements. • Step Five – Develop an action plan.

13. Step One: Kick Off • Welcome everyone. • Provide a clear, specific purpose. • Benefit of the meeting. • Ground rules for the meeting. • Mapping the process.

14. Step Two: Issue Analysis • Meeting run by facilitator. • Get everyone’s opinion, insight, perspective. • Round robin solicitation. • Start with the least vocal. • Note ideas, opinions on a board or chart. • Question each other but no criticism. • Analysis only - no solutions yet.

15. Step Three: Cards on the Table • Ask each person for agreements or disagreements on each issue. • Show agreements with “A”. • Show disagreements with “D”. • Identify areas of agreement and disagreement. Do not yet try to resolve them.

16. Step Four: Resolve Disagreements • Clarify the areas of disagreement: • Factual, interest or value conflict? • Focus on interests not positions. • Specify areas of disagreement and why. • Search for resolution in the group.

17. Step Five: Create an Action Plan • Move toward a plan of action. • Be clear about who is going to do what and by when. • Be specific about these plans. • Make sure each party knows what the plan is.

18. Types of Conflicts and How to Solve • Three basic kinds of conflicts: • Factual/ judgment • Interest/ goal • Value / ethical • All three kinds may be present. • Knowing what kind is a big help in knowing how to manage.

19. Factual/ Judgment Conflicts • Arise from the perception that the other party has drawn a different (often assumed to be wrong!) conclusion about an empirical situation. • Example: • Coke can.

20. Managing Factual and Judgment Conflicts • Keys to resolution: • Anticipate ahead – keep good notes, reports. • Be clear about what the facts or judgments in dispute are. • Discuss what would resolve the dispute. Agree to find that information. • Incorporate more information, data, insights and reasoning for a more inclusive, accurate and objective view.

21. Goal / Interest Conflicts • Arise from the perception of incompatible interests or goals. • Examples: • Goals / Objectives • Limited Resources • Quality vs. quantity

22. Issue, Interest and Position • Issue: The problem, dispute or conflict. • Interest: What a party values; tangibles and intangibles that the follower wants achieved. • Position: The means proposed or solutions offered regarding the issues that will achieve the party’s interests.

23. Managing Interest Conflicts • Keys to resolution: • Distinguish between interests and positions • Generate complete set of interests • Look for similar interests, compatible interests, different interests • Identify what makes the interest conflicting – can certain elements be changed, delayed, moved, altered, etc.

24. Value Conflicts • Arise from the perception that the other’s behavior should have been different. • Examples: • Ethics, fairness, justice. • Normative expectations. • Rule-following.

25. Managing Value Conflicts • Keys to resolution: • Values or standard clarifications. • Applicability of standards. • Comparison of behaviors to standards. • Redress of grievances.

26. Two Common Methods • Hard Bargaining: • contest of wills • takes extreme position • holds out longer • Soft Bargaining: • avoids personal conflict • makes concessions readily • wants an amicable resolution

27. Third Way:Principled Negotiation • Neither hard nor soft. • Decides issues on their merits. • Looks for mutual gains. • Results based on fair standards. • Hard on merits, soft on the people. • Neither side takes advantage of other person.

28. Arguing over Positionsis not efficient Hard bargaining usually takes a lot of time (which adds to the costs). Positional bargaining provides incentives for both sides to employ delay tactics: Dragging your feet Walking out of the room Stonewalling, filibusters Stubbornly holding positions

29. Arguing produces Un-wise agreements Too much attention paid to locking oneself into a position. Little attempt to understand or listen to the other side. Ego becomes identified with position. Result is an agreement that often is not satisfying to either party.

30. The Problem • Haggling • Arguing • Hard bargaining • often does not reach an agreement at all • AND • often destroys the working relationship in the process.

31. Principled Negotiation:Three Criteria • 1. Should produce a wise agreement. • 2. Should be efficient. • 3. Should improve or at least not damage the relationship.

32. Four Major Points • 1. Separate the people from the problem. • 2. Focus on interests, not positions. • 3. Generate a variety of alternative solutions for mutual gain (both parties). • 4. Insist that the results be based on some objective standards.

33. Competing10,0 Collaborative 10,10 Degree of Satisfaction of the Party’s Concern Compromising 5,5 Zero-sum Line Avoiding 0,0 Accommodating 0,10 Degree of Satisfaction of the Other’s Concern Thomas’ Joint Outcome Space Thomas, K. W. (1992). Conflict and negotiation processes in organizations. In: Handbook of industrial and organizational psychology, Vol. 3 (2nd ed.). Dunnette, M. D. & Hough, L. M.; Palo Alto, CA: Consulting Psychologists Press, Inc, 651-717

34. Thomas / Fisher & Ury • Best conflict handling style: • No hard bargaining • Competing • No soft bargaining • Avoiding or Accommodating • Principled Negotiation • Collaborating is the ideal conflict handling style • Win - Win

35. Using the Five Step Meeting Process in a Team Setting • Reach by consensus. • Two-part agenda: • What is the most pressing social issue in the Quad Cities? • Jobs, health care, education, recreation, poverty, mental health, infrastructure, quality of life, etc. • What can we do about it? • Come up with three strategies.

36. The Five Steps • Five Step Team Meeting Process: • Step One – Purpose, Benefits and Rules. • Step Two – Get everyone’s opinion, insight, perspective. • Step Three - Find areas of agreement and disagreement. • Step Four – Resolve disagreements. • Step Five – Develop an action plan.

37. Step One: Kick Off • Welcome everyone. • Provide a clear, specific purpose. • Benefit of the meeting. • Ground rules for the meeting. • Mapping the process.

38. Step Two: Issue Analysis • Meeting run by facilitator. • Get everyone’s opinion, insight, perspective. • Round robin solicitation. • Start with the least vocal. • Note ideas, opinions on a board or chart. • Question each other but no criticism. • Analysis only - no solutions yet.

39. Step Three: Cards on the Table • Ask each person for agreements or disagreements on each issue. • Show agreements with “A”. • Show disagreements with “D”. • Identify areas of agreement and disagreement. Do not yet try to resolve them.

40. Step Four: Resolve Disagreements • Clarify the areas of disagreement: • Factual, interest or value conflict? • Focus on interests not positions. • Specify areas of disagreement and why. • Search for resolution in the group.

41. Step Five: Create an Action Plan • Move toward a plan of action. • Be clear about who is going to do what and by when. • Be specific about these plans. • Make sure each party knows what the plan is.

44. Summing up and looking forward • A day of storming. • On the move tomorrow. • Try to solidify our gains and team cohesion. • Move closer to getting the team ready to serve their customer on Thursday. • Back at McMullen Hall at 8:00 am on Wednesday.

45. www.QCLCI.com www.servantleadershipmodels.com EbenerDanR@sau.edu