1. How to Use Theory and Instrumentation in Training, Consulting and Coaching Lynda Mann

2. Overview Theories & Instrumentation Working in the “BIG” Picture
The Observer Model
Fundamental Interpersonal Relationship Orientation –Behavior (FIRO)
Thomas Kilmann Conflict Modes and the Thomas-Kilmann Inventory (TKI)
Type Theory and the Myers Briggs Type Indicator
Situational Leadership Model and the LEAD Self
Working in the “BIG” Picture

3. The Observer Model

4. Become A New Observer

5. Implications for Conflict Resolution

6. FIRO

7. FIRO: How Groups Work
INCLUSION
OPENNESS
CONTROL

8. FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored
Communication Style: Dependent
OPENNESS
CONTROL

9. Inclusion Focus Where do I fit in this group?
Am I going to be accepted?
Is my identity challenged?
Where are my boundaries?
I’m bored!
I’m interested!
I feel threatened
Who are the others here?
What are my and others’ rules?

10. Inclusion Characterized by
Over-talking
Withdrawal
Exhibitionism
War stories
Questioning goals
Questioning norms
Checking out others
Saying Good-bye and Re-entry

11. FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored
Communication Style: Dependent
OPENNESS
CONTROL Top or Bottom
Issue: Competence Fear: Being Humiliated Communication Style: Independent

12. Control Focus Who is the leader? How much influence do I have?
How much responsibility do I have?
Who is running the show?
Are my needs being met?
Are my values being respected?

13. Control Characterized by
Leadership struggle
Boasting
Criticizing the leader
Attacking other members
Sub-grouping
Red-crossing
Electing the senior or least influential
Following & synergy
Coordination & cooperation

14. FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored
Communication Style: Dependent
OPENNESS
Near or Far
CONTROL Top or Bottom
Issue: Likeability Fear: Being Rejected Communication Style: Interdependent
Issue: Competence Fear: Being Humiliated Communication Style: Independent

15. Openness Focus Affection that is acceptable
Anxiety about not being liked
Embarrassment about expressing emotions
Distribution of warmth
Sexuality
Group loyalty
Disagreement with the majority and the impact on the group

16. Openness Characterized by
Positive feelings expressed
Pairing
Direct personal hostility
Jealousy
Physical contact above personal norms
Social and personal space reduced
Group Think
Forecasting the end of the group

17. FIRO: How Groups Work INCLUSION In or Out
Issue: Significance Fear: Being Ignored
Communication Style: Dependent
OPENNESS
Near or Far
CONTROL Top or Bottom
Issue: Competence Fear: Being Humiliated Communication Style: Independent
Issue: Likeability Fear: Being Rejected Communication Style: Interdependent

18. FIRO: How Groups Work INCLUSION OPENNESS CONTROL GROUP THINK
Dysfunctional
Most Functional

19. FIRO: How Groups Work
INCLUSION
OPENNESS
CONTROL
COPABILITY

20. It’s like a boat ride…

21. FIRO: How Groups Work The REAL secret to Empowerment…
I feel significant in this organizational setting, and I believe the work I do is significant and contributes to the greater good.
I am competent personally and professionally to do the work you ask of me
I feel as though I’m part of a family here, that I belong.
4. It’s FUN to come to work.

22. Implications for Conflict Resolution

23. Conflict Modes and the TKI

24. Two Basic Aspects of All Conflict Handling Modes
ASSERTIVENESS
…the extent to which the individual attempts to satisfy
his or her own concerns
COOPERATIVENESS
the concerns of others

25. Two Basic Aspects of All Conflict Handling Modes
Assertiveness
Cooperativeness

26. The Five Conflict Handling Modes
ASSERTIVENESS
Unassertive Assertive
Uncooperative Cooperative
COOPERATIVENESS

27. My way or the highway… Competing… Quick Action Unpopular Decisions
Vital Issues
Protection
Assertiveness
Cooperativeness

28. Two heads are better than one… Collaborating… Integrating solutions
Learning
Merging Perspectives
Gaining Commitment
Improving Relationships
Assertiveness
Cooperativeness

29. Let’s make a deal… Compromising… Moderate importance
Equal power – strong commitment
Temporary solutions
Time constraints
Backup
Assertiveness
Cooperativeness

30. I’ll think about it tomorrow…
Avoiding…
I’ll think about it tomorrow…
Issues of low importance
Reducing tensions
Buying time
Low power
Allowing others
Symptomatic problems
Assertiveness
Cooperativeness

31. It would be my pleasure…
Accommodating…
It would be my pleasure…
Showing reasonableness
Developing performance
Creating good will
Keeping the peace
Retreating
Low Importance
Assertiveness
Cooperativeness

32. Planned Renegotiation
termination
Planned renegotiation
Sharing Information and Negotiating Expectations
Commitment (Role Definition)
Stability and Productivity
Disruption of Shared Expectations
uncertainty
anxiety
Return to the way things used to be
Renegotiation under duress
pinch
CRUNCH!!
Let it fester

33. Implications for Conflict Resolution

34. The Myers Briggs Type Indicator

35. OUR FOCUS
How the Myers Briggs Type Indicator® and information about personality type can provide insight into working with clients, trainees and coachees

36. What is TYPE?

37. TYPE is about psychological preferences…
…consistent, enduring patterns
…reflecting how we use our minds
…that impact our behavior

38. What is the primary use of TYPE?

39. Use TYPE to… …understand yourself and your behavior
…manage participation and change when working with trainees, clients and coachees

40. Extraversion Introversion
MBTI® Dimensions
Extraversion Introversion
What is my source of ENERGY?
Extraverts draw energy from the outside world
of people, activities and things
Introverts draw energy from their internal world
of ideas, emotions or impressions

41. Extraversion Introversion
MBTI® Dimensions
Extraversion Introversion
Externally directed Internally directed
Action Reflection
Gregarious Reserved
Expressive Contained
Publicly disclosing Publicly guarded
Speak-to-think Think-to-speak
Breadth Depth

42. MBTI® Dimensions How do I take in INFORMATION? Sensing Intuiting
Sensors take in information through their five senses.
They notice what is actual (details and current realities)
Intuitors take in information through a “sixth sense.”
They notice what might be (patterns and future possibilities)

43. MBTI® Dimensions Sensing Intuiting Present focus Future focus
Here and now Possibilities
Specifics Generalizations
Details Patterns
Literal Figurative
Sequential Random
5 senses th sense

44. The Thinking – Feeling dimension
MBTI® Dimensions
Thinking Feeling
The Thinking – Feeling dimension
answers the question:
How do I DECIDE?

45. MBTI® Dimensions Thinking Feeling Objective Subjective
Cause-effect logic Person-centered values
Clarity Harmony
Analytical Circumstantial
Problem 1st /People 2nd People 1st/Problem 2nd
Critique Appreciate
Justice Mercy

46. MBTI® Dimensions How do I like to live in the WORLD?
Judging Perceiving
How do I like to live in the WORLD?
Judgers prefer to live a planned and organized life
Perceivers prefer to live a spontaneous and flexible life.

47. MBTI® Dimensions Judging Perceiving Closure Options
Structured Open-Ended
Ordered Go-with-the-flow
Decisive Tentative
Scheduled Flexible
Control Adapt
Directive Non-directive/facilitative

48. Problem Solving with the MBTI
S N
T F
Find new possibilities. Use your imagination
What is the situation?
Analyze logically the effects of acting on each possibility
Weigh the human consequences of acting on each possibility

49. Implications for Conflict Resolution

50. Situational Leadership and LEAD Self

51. TASK BEHAVIOR…
…the extent to which a leader engages in one-way communi-cation by explaining what each follower is to do as well as when, where, and how tasks are to be accomplished.

52. RELATIONSHIP BEHAVIOR…
…the extent to which a leader engages in two-way communi- cations by providing socio-emotional support, “psychological strokes,” and facilitating behaviors.

53. Situational Leadership Model

54. Situational Leadership Model

55. Situational Leadership Model

56. Situational Leadership Model

57. Situational Leadership Model

58. Situational Leadership Approach
Identify the task or activity
Diagnose the follower’s readiness level
Adapt the matching leadership style

59. LEVEL OF READINESS…
…the capacity to set high but attainable goals (achievement motivation), the ability and confidence to take responsibility, and the education and/or experience of an individual or group.

60. Situational Leadership Model
UNABLE AND UNWILLING OR INSECURE INDICATORS:
Not performing task to acceptable level
Being intimidated by task
Being unclear about directions
Procrastinating
Not finishing tasks
Asking questions about task
Avoiding task or “passing the buck”
Being defensive or uncomfortable

61. Situational Leadership Model
Unable but Willing or Confident Indicators:
Anxious or excited
Interested and responsive
Demonstrating moderate ability
Receptive to input
Attentive
Enthusiastic
New task, no experience

62. Situational Leadership Model
Able but Unwilling or Insecure Indicators:
Has demonstrated knowledge and ability
Appears hesitant to finish or take next step
Seems scared, overwhelmed, confused
Seems reluctant to perform alone
Solicits frequent feedback

63. Situational Leadership Model
Able and Willing or Confident Indicators:
Keeps boss informed to task progress
Can operate autonomously
Is results-oriented
Shared both good and bad news
Makes effective decisions regarding task
Performs to high standards
Is aware of expertise

64. Situational Leadership Model

65. The Adaptability Score
30-36 High Adaptability
24-29 Moderate Adaptability
0-23 Need for self-development

66. Implications for Conflict Resolution

67. Working in the “BIG” Picture

68. Questions and Comments