Communication (PowerPoint) Decision Making (PowerPoint)

EFFECTIVE SUPERVISORY MANAGEMENT PROGRAMDAY TWOInstructor: Mary Jane Nirdlinger Communication (PowerPoint) Decision Making (PowerPoint)

SESSION TITLE:COMMUNICATION AND CONFLICT RESOLUTIONSession Goals: To examine how assumptions and mental models lead to behavior, and behaviorslead to the results we create, and how effective we are. To see that in order to change results, we must examine and change ourunderlying assumptions. To learn how to diagnose a conflict situation and choose effective strategies To learn communication skills that help prevent unnecessary conflict, helpresolve conflict when it occurs, and promote collaboration and effective workrelationships.Reading Assignment:The following was emailed in advance as pre-course homework.“Unilateral Control Approach”“Mutual Learning Approach”“Eight Behaviors for Smarter Teams”Questions to Consider: What assumptions do I make about people at work? What behaviors do theseproduce? Why are some supervisors seen as more effective than others? What is my typical approach to conflict? Does my approach work effectively inresolving conflict and creating effective work relationships.

CommunicationEffective Supervisory Management ProgramMary Jane Nirdlinger, Town of Chapel HillSession objectives Identify how our internal stories and assumptions impact ourcommunications, especially in challenging situations Learn about our conflict modes Practice tools for effective communication and conflict resolution Interactive exercises Please ask questions Offer stories and resources Respect confidentiality3April 2017ESMP1

Communication – atool for shared visionShared Purpose5July 22, 2012Footer text hereShared icsCommunicationTeamwork6July 22, 2012Footer text here2

Shared Vision7April 2017ESMPExerciseExercise set‐up and debrief Take one role‐play character (Pat or Rusty) Read your character’s description. Have a conversation in pairs (one Pat, one Rusty) to solveyour problem.Once you have a solution, prepare to share it with the groupat debrief.9April 2017ESMP3

What iscommunication?What is Communication?What the sender sendsmatches what the receiverreceives.The responsibility is onthe sender. Written In person11July 22, 2012YouFeelingsThemStoriesFooter text hereIt’s (mostly) in your headThink12July 22, 2012DoFooter text here4

Inside ‐ OutsideWhat impacts our thinking?How do we act out? Expectations We have arguments in our head Experiences We “know” how someone willreact and counter Judgement Perfection Bias Stories we tell ourselves We don’t hear new information We withhold (silence) We act/speak in anger (violence) First impressions Non‐verbal communications13April 2017ESMP14Thomas‐KilmannConflict Modes5

What is conflict? Is it always the lict‐workplace‐ush‐dhanak16April 2017ESMPAssertivenessFocus on myneeds, desiredoutcomes , andagendaCompetingCollaboratingZero‐sum orientationExpand range of possible optionsWin/lose power struggleAchieve win/win outcomesCompromisingMinimally acceptable to allRelationships undamagedAvoidingAccommodatingWithdraw from the situationAccede to the other partyMaintain neutralityMaintain harmonyCooperativenessFocus on others’ needs and mutual relationships17April 2017ESMPConsidering the Modes: Benefits and Challenges1. Gather in groups ‐ use your highest tendency (or secondhighest, if groups are uneven)2. In groups – write the Benefits and Challenges of yourgroup’s mode on big paper6

Eight BehaviorsWhat is happening here?20April 5460301The stories we tell Assumptions Directly observable data Inferences Attributions21April 2017ESMP7

Eight BehaviorsFor better team communicationsLadder of inference248

The Eight Behaviors for Smarter Teams are:1. State views and ask genuine questions2.Share all relevant information3. Use specific examples and agree on what importantwords mean4.Explain reasoning and intent5. Focus on interests, not positions6.Test assumptions and inferences7. Jointly design next steps8.Discuss undiscussable issuesRoger Schwarz (Jossey‐Bass, 2013)State views and ask genuine questionsShare all relevant informationUse specific examples – agree on important wordsExplain reasoning and intentInterests – not positionsTest assumptionsJointly design next stepsDiscuss undiscussablesRoger Schwarz (Jossey‐Bass, 2013)State views and ask genuine questionsGenuine Questions: Open minded Open ended Seek to learn Look for new informationI don’t understand .I’m wondering .What leads you to suggest .What do you think I don’t know .9

Practice asking Genuine Questions Work in pairs with an exercise fromthe handout (count off 1‐2‐3) Practice asking genuine questions(you’ll get to do some improv) At end, debrief together What kind of questions did you ask? What worked? What didn’t?28April 2017ESMPShare all relevant informationWhat’s the story here?EmailTo:YouFrom:The BossTime:3:45pm on FridaySubject:Need to talkCan you come see me before 4?Use specific examples – agree on important wordsWhat do words mean?1.2.3.4.5.6.Do a reportGive it to me soonShe’s always lateHe’s arrogantPoor qualityBe more responsiveHow would you rewrite these?1. Write up your analysis, include arecommendation and anysupporting data2. I’d like it by Friday at noon (bonusif you share your reasoning: so Ican review it before the weekend)3. Most weeks, she arrives about 10minutes late to staff meeting4. He doesn’t look at people whenthey are talking5. The draft memo containedgrammar and formatting errors6. Can you answer my emails within2 hours of receiving them?10

Explain reasoning and intentWhat are you thinking? Here’s what I’m thinking . The goal I think we’re shooting for . The interest we’re trying to meet How can you put this in your ownwords?Interests – not positionsCan you spot the positions?“We need to have at least 8’ tree planting strips orelse all the trees will die.”“If we don’t have parking spaces, our businesseswill fold.”“The bike plan says Rosemary Street gets bikelanes in both directions. Plus, it clearly saysthey’re a Town priority.”How would we redo these as interest statements?Some of everything!11

Test assumptions Use “I” not “You” Avoid overstating: always, never . Ask questions and be curious Share what you observedJointly design next stepsCrucial scuss undiscussablesThat elephant .the one right there .By Bit Boy ‐ Flickr: The Elephant in the Room, CC BY d 2097252812

ExercisePerformance ReviewUse specific examples – agree on important wordsUse Specific ExamplesPerformance Review A Sam is always terrible at customerservice. She’s late, she doesn’t helppeople, and she’s not doing her job.Performance Review B In the last month, Sam arrived at 8:45am seven times. Her start time is 8:15am. I have observed Sam telling customersat the front desk “I don’t know how tohelp you,” then sighing loudly beforeshe calls another office for assistance. On June 15, I asked Sam to compile asummary of our walk‐ins and provide itto me by the 20th. She asked noquestions and provided it on the 24th,after I requested it three times inwriting.DiscussionHow do conflict modes connect to the 8 behaviors?13

How do the eight behaviors relate to conflict modes?State views and ask genuine questionsShare all relevant informationUse specific examples – agree on important wordsExplain reasoning and intentInterests – not positionsTest assumptionsJointly design next stepsDiscuss undiscussablesRoger Schwarz (Jossey‐Bass, 2013)Interpersonal InteractionsCrucial Conversations: Tools for Talking When Stakes are High by Kerry Patterson, Joseph Grenny, Ron McMillan,and Al SwitzlerYou just don’t understand: Women and Men in Conversation by Deborah TannenThanks for the Feedback, Sheila Heen and Douglas StoneGetting to Yes: Negotiating Agreement Without Giving In by Roger Fisher, William L. Ury, and Bruce PattonGetting Past No by William UryEmotional IntelligenceThe EQ Edge: Emotional Intelligence and Your Success (JB Foreign Imprint Series ‐ Canada.) by Steven J. Steinand Howard BookLeadershipInfluencer: The New Science of Leading Change, Second Edition , Grenny, et al.Mistakes Were Made, But Not By Me – Why we justify foolish beliefs, bad decisions and hurtful acts by CarollTarvis and Elliot AronsonWhat got you here, wont get you there, Marshall GoldsmithGood to Great: Why Some Companies Make the Leap. and Others Don't by Jim CollinsThe Leadership Challenge, 4th Edition by James M. Kouzes and Barry Z. PosnerThe 7 Habits of Highly Effective People by Stephen R. CoveyTeamsTeam of Teams: New Rules of Engagement for a Complex World by Stanley McCrystal41April 2017ESMP14

SESSION TITLE:DECISION MAKINGSession Goals: To introduce the principles and laws of decision making To introduce the concept of levels of system analysis as a tool in planning andproblem solving. To provide an opportunity to apply principles of systems thinking, including thelevels of systems analysis, in a problem-solving exercise.Reading Assignment:Read “The Innovator’s DNA” article sent in advanceQuestions to Consider: Describe a policy or action that has been taken in your organization that youbelieve had unforeseen negative consequences. Think of a major change that has occurred in your organization in the past year?What was the impact of this change – negative or positive? Were there thingsthat happened that were unintended? Do changes that are seemingly designed to impact a particular department everhave consequences on other departments? Are there changes that were made in the past (5 to 10 years) that still havesignificant influence on how your department operates today? Have any of thesechanges had a negative impact?

Decision MakingEffective Supervisory Management ProgramMary Jane Nirdlinger, Town of Chapel HillSession Objectives To introduce an approach to systematic decision‐making Explore connections between communication skills and decision‐making skills Learn and practice practical decision‐making skills2April 2017ESMP Interactive exercises Please ask questions Offer stories and resources Respect confidentiality3April 2017ESMP1

ExerciseFull Group Decision ActivityCultureTeam of TeamsStart at 3:512

Team of TeamsA Discovery & Decision‐Making Framework Innovator’s DNAAssociate Complex problems require multipleperspectives and broad knowledge Scientific Method Having a system for brainstorming,testing and refining contributes toflexibility and agilityEvaluateQuestionDiscoverySkills Design Thinking Reframe the question Try things (prototype)8July 22, 2012ExperimentObserveFooter text hereExercise3

Generating SolutionsIn groups of 4‐5 peopleSelect a problem someone in your groupis trying to solve at workGenerate a list of 20 possible solutionsand write on big paper10April 2017ESMPAssociatingBrainstormingHow would you make a faster car?12April 2017ESMP4

Mercedes and the Box Fish13April oxfish/QuestioningAsk: Why? Why not? What if?15July 22, 2012Footer text here5

ObservingWhat observation can do17July 22, 2012Footer text hereExperimenting6

Design thinking(also think about UX – user experience) What is the problem you’retrying to solve? What are possible solutions? What can you try? How can you try it quickly?19July 22, 201220April 2017Footer text periment/ESMPEvaluatea.k.a learning from our mistakes7

MeasureConsider the questions carefullyHow will you use the results?Who are you asking?By Arkrishna ‐ Own work, Public Domain, https://commons.wikimedia.org/w/index.php?curid 563095322April 2017ESMPNetworkingExpand your network24April 2017ESMP8

ExercisesExploration and PracticeDecision MakingScenarios Choose a scenario from thehandout that is different from your“typical” work Go to that table (numbers ontables) Try to keep even‐sized groups Work through your scenario andcapture your answers on big paper26Connect toCommunication9