Dealing with Differences Dealing with Differences On Your TeamsOn Your Teams

Bill Stieber, Ph.D.Orchestrated Dynamics

www.stieber.com

ObjectivesObjectives

Insight into Style, Personality, and Motivational Differences

Identify typical style issues

Capitalize on diverse styles and types

Implications for team effectiveness and approaches

Causes of Team ConflictCauses of Team Conflict

Personality differences

Value differences

Differences in perspective

Differences in goals

Cultural differences

Types of DifferencesTypes of Differences

Style

Personality

Motivational

Style TypesStyle Types

Conductor – “results focused”

Composer – “thinker type”

Harmonizer – “arranger type”

Player – “expressive type”

Style –Key IssuesStyle –Key Issues

Understanding of differences

Looking at impact on team

Learning to be flexible with others based on needs of individual team members

Personality TypesPersonality Types

Meyers Briggs Personality Type (16)

E-I

S-N

T-F

J-P

Basic E - I Basic E - I

EE IIAction vs. ReflectionTalk vs. WriteExperience to understand vs.

Understand before trying

Basic J-PBasic J-P

JJ PPDecisive vs. CuriousDetermined vs. Flexible/tolerantUneasy about unplanned events vs.

Leave things open

Basic S - NBasic S - N

SS NNLike facts Sees patternsStep-by-step vs. Sees overall

picturePatient and good with detail

Impatient with routine

Basic T-FBasic T-F

TT FFFirm minded, skeptical vs.

Warm, sympathetic

Brief and businesslike vs.

Aware of how others feel

Critical vs. Need harmony

Sixteen TypesSixteen Types

STST SFSF NFNF NTNTISTJ ISFJ INFJ INTJISTP ISFP INFP INTPESTP ESTP ENFP ENTPESTJ ESFJ ENFJ ENTJ

The LensesThe Lenses

Functions

Quadrants

Temperaments

Dynamics

SocialSocial Motives – David McClellandMotives – David McClelland

nAch

nAff

nPow

Motives – Key Issues Motives – Key Issues

Understanding motivational differences

Modifying approaches of influence appropriately

08/18/02 16

To Resolve Conflict:To Resolve Conflict:

1. Acknowledge that the conflict exists2. Find common ground3. Seek to understand all points of view4. Attack the issue, not each other5. Summarize 6. Identify next steps, if necessary

Guidelines for Win/Win Conflict ResolutionGuidelines for Win/Win Conflict Resolution

Diagnose and understand the source of conflict

Recognize and accept the feelings of others

Welcome the existence of differences

Do not attach or demean State the tangible effects of the conflict

Invite mutual problem-solving

Generate multiple alternatives

Listen actively, not evaluative Clarify where each party stands

Restate the other’sposition periodicallyInvite more frequent and effective communication

Give primary attention to maintaining the relationship

Discuss criteria for optimal decisions

Test and evaluate against each other’s needs

When agreement/consensus is reached plan implementation and evaluation

Diagnose and understand the source of conflict

ReframingReframing

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

Creating TrustCreating 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)

Influence BehaviorsInfluence Behaviors

Explain purpose and importance

Seek information

Seek ideas

Summarize information and checkunderstanding

Acknowledge

Start-up PracticesStart-up Practices

AgendasMission reviewCritical issueidentificationIdentify success factors

Expectation clarificationIndividual strengths reviewTeam roles/representationStakeholder analysis

Fit and Team MembershipIntroductions

Purpose

Trust

Struggling PracticesStruggling Practices

Brainstorm

Planned Breaks

Outside Activities

Interaction

Role Explanation

Styles Feedback

Team Norms

Share Something Personal

Feeling Checks

Stabilizing PracticesStabilizing Practices

Role and responsibilitymatrixResponsibility contractingStakeholder commitmentplan

Visioning/desired outcomesObjective prioritization

Need/want differentiation

SWOT analysis

Updates

Gantt charting

Stand-up meetings

Goal Oriented Responsibilities

Soaring PracticesSoaring Practices

Flexibility Communications Synergy

Fishbowls

Scenario Based Planning -Problem Prevention

AnalysisHotline

Insight Sharing

Role Play

Network Communications

Outdoor Exercises

Renewal PracticesRenewal Practices

Strength/Weakness reviewUse of a team measurement instrument

Recognition Change Management

Team Maintenance

Acknowledgement events

Special ritual event closings

Review accomplishments/learnings

Re-inventory of group

Critical issue review

Post mortems

Facilitation SkillsFacilitation Skills

AcknowledgingComplementingAsking questionsSeeking inputArbitratingEncouragingSummarizingListening

During the Team Meeting During the Team Meeting

Meeting personalitiesMeeting personalities

Theresa Tangent

Roger Rambler

Bob Belligerent

Ira Indifferent

Tom Talkative

Amy Analytical

Sue Stubborn

Clark Clown

Sally and Stu Side-Conversationalists

Proactive Strategies - Communication during changeProactive 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

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