1. Building Bridges Among the Tribes in Law Firms Peg C. Neuhauser

2. Individuals Tapping into the Collective IQ Organization IQ - 63 IQ - 120

3. Who are the tribes that you deal with on a regular basis? What do they do to get on each others nerves at times? Who are the tribes that you deal with on a regular basis? What do they do to get on each others nerves at times?

4. Beware of Tribal Warfare in Your Organization They take their cues from you.

5. Taboos are the flip side of values.

6. Language A tool or a weapon Language A tool or a weapon

7. Different Thinking Patterns (Machine Gun) Mathematical Problem Solver End Results Priorities/Key Points FACTS (List Makers) Organizer Detailed Sequential Implementer FORM (Dreamers) Imaginative Intuitive/Ideas Risk Takers Big Picture View FANTASY Emotional Gut Feel Intuitive/People Talker (Story Tellers) FEELING

8. Taken from The Empowered Manager by Peter Block Negotiating Trust and Agreement Appeasers Adversaries Allies Opponents High Agree Low Trust High

9. Communication Skills for Negotiating Know the facts-be prepared. State your case clearly Check to make sure they understood. Be concise in stating your case. Be persistent. Follow through on what was discussed. Dont use policy as an explanation. Use I statements. Tell them what you can do, not what you cant do. Know the facts-be prepared. State your case clearly Check to make sure they understood. Be concise in stating your case. Be persistent. Follow through on what was discussed. Dont use policy as an explanation. Use I statements. Tell them what you can do, not what you cant do. Acknowledge the person when he/she fist walks up with eye contact and verbal greeting. Use consistent eye contact. Use face-to-face body stance. Use a neutral, even tone. Reduce the use of inflammatory language. Use questions to soften suggestions or ideas. Do not use passive/aggressive questions. Use humor whenever possible. Acknowledge the person when he/she fist walks up with eye contact and verbal greeting. Use consistent eye contact. Use face-to-face body stance. Use a neutral, even tone. Reduce the use of inflammatory language. Use questions to soften suggestions or ideas. Do not use passive/aggressive questions. Use humor whenever possible. Transaction Skills Relationship Skills

10. Taken from work by Deborah M. Kolb and Judith Williams Behind the Scenes Negotiating Appreciative Moves Help others save face Keep the dialogue going Solicit new perspectives Share credit Appreciative Moves Help others save face Keep the dialogue going Solicit new perspectives Share credit Power Moves Offer incentives Increase credibility Put a price on status quo Enlist support Power Moves Offer incentives Increase credibility Put a price on status quo Enlist support Process Moves Seed ideas early Change the setting Build consensus before meeting Change who facilitates meeting Process Moves Seed ideas early Change the setting Build consensus before meeting Change who facilitates meeting

11. Develop the Habit of Connecting

12. Ask this question frequently: What do you think? Ask this question frequently: What do you think?

13. The E-mail Capitol of the World Pick up the phone and call them. The E-mail Capitol of the World Pick up the phone and call them.

14. Who else might be affected by this? Who else needs to know about this? Who else might be affected by this? Who else needs to know about this?

15. Make 'Em Laugh