Building Skills Capabilities for Change Building Skills Capabilities

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Module 2 Building Effective Working Relationships

Building Skills & Capabilities for Change What we’ll be doing Examine a range of motivation theories Review and plan improvements to existing communication systems Refresh or learn methods to deal with difficult situations/behaviours Learn and practice key approaches which will empower and motivate people

Building Skills & Capabilities for Change How We’ll Do It. Simulations Critical Incidents Discussions Practical Exercises

Building Skills & Capabilities for Change But First, Answer These Why did you bother to come here, on this programme? What motivated you? What specifically do you want?

Building Skills & Capabilities for Change The Jack Stone Project

Building Skills & Capabilities for Change Definition Of Management is the efficient, effective and economic use of resources to achieve results with and through the efforts of other people.

Building Skills & Capabilities for Change Session 1 Examine a range of motivation theories

Building Skills & Capabilities for Change 7 Theories Of Employee Motivation: 1. Maslow’s Hierarchy 2. Herzberg’s Two-Factor Theory 3. Mc. Gregor’s Theory X and Theory Y 4. Ouchi’s Theory Z 5. Equity Theory 6. Expectancy Theory 7. Mc. Clelland’s Achievement Need

Building Skills & Capabilities for Change Morale Boosters: ü ü ü ü Respect Positive Culture Promotions Pleasant Environment Involvement Appreciation Adequate Compensation

Building Skills & Capabilities for Change Morale Boosters: 1. Right now, how many exist for you? 2. Right now, how many exist for your boss? 3. Right now, how many exist for your team?

Building Skills & Capabilities for Change Perspectives On Motivation: Classical Theory of Motivation Money is the sole motivator for workers (Taylor) “Hawthorne Effect” Employees respond to positive attention they receive (Mayo) What works best today: Money or Attention?

Building Skills & Capabilities for Change “Hawthorne Effect” The major finding of the study was that almost regardless of the experimental manipulation, worker production seemed to continually improve. One reasonable conclusion is that the workers were happy to receive attention from the researchers who expressed an interest in them.

Building Skills & Capabilities for Change Importance of Motivation Strategies: Motivation is a process that affects all the relationships within an organization and influences pay, promotion, job design, training opportunities, and reporting relationships Employees are motivated by the nature of their jobs, relationships with their supervisors, and characteristics of the organization

Building Skills & Capabilities for Change Importance of Motivation Strategies: Because definitions of success vary, motivational tools must vary, as well.

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Maslow’s Hierarchy of Needs: A theory that arranges the five basic needs of people(physiological, security, social, esteem, and self actualization) into the order in which people strive to satisfy them.

Building Skills & Capabilities for Change According to Maslow… The more basic needs at the bottom of the hierarchy must be satisfied before higher level goals can/will be pursued (i. e. must have shelter before you can think about studying for a degree. )

Building Skills & Capabilities for Change The Hierarchy Applied To Your Life Are some needs unmet? Physiological needs (water, food, clothing) Security needs (safety, finances, car) Social needs (friends, love, companionship) Esteem needs (self-respect, respect from others) Self-Actualization needs (being the best you can be– maximizing your potential)

Building Skills & Capabilities for Change Herzberg Two-Factor Theory: Hygiene Factors vs. Motivational Factors Hygiene Factors relate to the work setting - Adequate wages - Fair agency policies - Comfortable/safe working conditions - Job security

Building Skills & Capabilities for Change Herzberg Two-Factor Theory: Hygiene Factors vs. Motivational Factors relate to the content of the work: - Achievement - Responsibility - Advancement - Recognition - Involvement - Learning

Building Skills & Capabilities for Change Mc. Gregor’s Theory X & Theory Y Theory X People inherently dislike work, People must be coerced or controlled to do work or achieve objectives People prefer to be directed

Building Skills & Capabilities for Change Mc. Gregor’s Theory X & Theory Y People view work as being as natural as play or rest People will exercise self-direction and selfcontrol towards achieving objectives they are committed to, People learn to accept and seek responsibility

Building Skills & Capabilities for Change Ouchi Theory Z: Collective responsibility Employee participation in all aspects of company decision-making Managers and workers share responsibilities Long-term employment and job security Concern for a total person, including their family

Building Skills & Capabilities for Change Equity Theory How much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange.

Building Skills & Capabilities for Change Vroom Expectancy Theory: Motivation depends not only on how much a person wants something, but also on how likely he or she is to get it. Although individuals may have different sets of goals, they can be motivated if they believe that:

Building Skills & Capabilities for Change Vroom Expectancy Theory: There is a positive correlation between efforts and performance, Favourable performance will result in a desirable reward, The reward will satisfy an important need, The desire to satisfy the need is strong enough to make the effort worthwhile.

Building Skills & Capabilities for Change Vroom Expectancy Theory: A person who wants something and has reason to be optimistic will be strongly motivated A person who wants something, but believes they will not get it, may not even be motivated to try.

Building Skills & Capabilities for Change Mc. Clelland’s Motivation Theory n. ach The need to Achieve n. affl The need to Affiliate n. infl The need to Influence

Building Skills & Capabilities for Change Work Groups

Building Skills & Capabilities for Change Applying Theories To Self To The Past/Present To Others (Above) (Beside) (Below) To The Future

Building Skills & Capabilities for Change And Another Thing, When you went to work yesterday what was motivating you? Remembering back to your first day at work, and then your first day with SEELB, what was motivating you back then?

Building Skills & Capabilities for Change Home Work

Building Skills & Capabilities for Change Motivation In Practical Terms What about you? What sorts of things are you really good at? What sorts of things do you excel at? - As an employee? - As a manager? What motivates you then?

Building Skills & Capabilities for Change So, what about you? What is most important to you in what you do? How do you do it when it’s something you don’t want to do? What do we need to do to influence you ? What switches you off?

Building Skills & Capabilities for Change Modelling NLP = The Study of Excellence

Building Skills & Capabilities for Change Pick Something You Like Doing & that you do really very well In pairs, go find out

Building Skills & Capabilities for Change Strategies

Building Skills & Capabilities for Change NLP Definition of Strategy A STRATEGY is the model’s internal thought: a sequence of representations a person goes through in order to achieve their outcome.

Building Skills & Capabilities for Change Strategies = Representation Systems Input Processing Output

Building Skills & Capabilities for Change Strategies

Building Skills & Capabilities for Change Strategies Vic- Ki-

Building Skills & Capabilities for Change Strategies Vic- Vic+ Ki- Ki+

Building Skills & Capabilities for Change Getting Out Of Bed Strategy

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Session 2 Review and plan improvements to existing communication systems

Building Skills & Capabilities for Change Forms of Communication

Building Skills & Capabilities for Change Maps Of The World “The map is not the territory”

Building Skills & Capabilities for Change Maps Of The World Accept that other people's maps are real to them, even if they don't make sense to you.

Building Skills & Capabilities for Change You cannot communicate

Building Skills & Capabilities for Change The NLP Communication Model

Building Skills & Capabilities for Change A BIRD IN THE BUSH “The map is not the territory”

Building Skills & Capabilities for Change The Albatross “The map is not the territory”

Building Skills & Capabilities for Change Internal Dialogues

Building Skills & Capabilities for Change The meaning of your communication is the response that you get

Building Skills & Capabilities for Change Active Listening Don’t judge…. We listen out of OUR experience Empathise……. Everyone’s needs are different Paraphrase & Summarise Watch body language (yours and theirs) Maintain appropriate silences Quiet your mind Be patient……. Go slow to go fast

Building Skills & Capabilities for Change Question Technique 5 W+H Open & Closed Questions Socratic questions Listen more than you talk Identify resistance points Gather information What is their reality?

Building Skills & Capabilities for Change Coffee Time

Building Skills & Capabilities for Change Communicating Across The Organisation

Building Skills & Capabilities for Change Communication

Building Skills & Capabilities for Change The Newsletter Exercise It’s the first anniversary after implementation. You are a member of a team whose job is to produce the first of a series of monthly newsletters. How will it look? What must be included? What would be nice to include

Building Skills & Capabilities for Change Oh yes, and the e-mail thing! You are a group of managers tasked with establishing a group e-mail policy. What is your policy? What problems does your policy address?

Building Skills & Capabilities for Change Communication "Oh no, not another meeting! "

Building Skills & Capabilities for Change Magnificent Meetings! Types Of Meetings To Brief/Inform To Consult To Problem Solve To Take Decisions

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change That’s all for now folks Thanks for taking part

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Module 2 Building Effective Working Relationships

Building Skills & Capabilities for Change Session 3 Refresh or learn methods to deal with difficult situations/behaviours

Building Skills & Capabilities for Change Effects of Rude Behavior: A recent study found that rude or uncivil behaviour directed toward employees damaged their mental health, lowered productivity, and decreased job satisfaction.

Building Skills & Capabilities for Change Effects of Rude Behavior: But… Reporting put-downs, condescending behaviour, or rudeness often led to social or work-related retaliation (given less favourable duties, denied promotion, being ignored), while failing to report the instances fostered anxiety and depression.

Building Skills & Capabilities for Change Causes Of Conflict Communication failure Personality conflict Value differences Goal differences

Building Skills & Capabilities for Change Causes Of Conflict Lack of cooperation Substandard performance Non-compliance with rules Methodological differences Competition over resources Differences regarding authority Differences regarding responsibility

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Common responses to conflict Fight or “I’m right, you’re wrong Flight or “I don’t care who is right, I’m gone. ” Submit or “You’re right, I’m wrong” Freeze or “I’ll wait for your next move” Resolution or “We both have a bit of the truth. Let’s work it out. ”

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Difficult People Or Difficult Behaviour?

Building Skills & Capabilities for Change Finding Resources Who are yours?

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Transactional Analysis

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change The Okay Corral I’m Okay You’re Not Okay I’m Okay You’re Okay I’m Not Okay You’re Not Okay I’m Not Okay You’re Okay

Building Skills & Capabilities for Change Thoughts, Emotions, Feelings

Building Skills & Capabilities for Change Thoughts, Emotions, Feelings Emotions are measurable physical responses to salient stimuli. For example: the increased heartbeat and perspiration that accompany fear, the freezing response of a rat in the presence of a cat, the extra muscle tension that accompanies anger.

Building Skills & Capabilities for Change Thoughts, Emotions, Feelings, on the other hand, are the subjective experiences that sometimes accompany these processes: The sensations of happiness, envy, sadness, and so on.

Building Skills & Capabilities for Change Mood Diaries & Critical Incidents

Building Skills & Capabilities for Change A CBT Model Situation Thoughts Actions Feelings

Building Skills & Capabilities for Change Situation You've having a bad day, you feel fed up, so you go out shopping. As you walk down the road, someone you know walks by and, apparently, ignores you. You feel certain that they saw you.

Building Skills & Capabilities for Change Thoughts Unhelpful He/she ignored me - they He/she looks a bit wrapped up in themselves - I wonder if there's don't like me something wrong? Emotional: Low, sad and rejected Concerned for the other person Physical Feelings Stomach cramps, low None - feel comfortable Action: Go home and avoid them Feelings energy, feel sick Get in touch to make sure they're OK

Building Skills & Capabilities for Change Situation Thoughts Actions Feelings

Building Skills & Capabilities for Change Presentations Your Chance To Shine

Building Skills & Capabilities for Change Presentations What you like What you are good at What switches you off

Building Skills & Capabilities for Change Presentations

Building Skills & Capabilities for Change Self Talk/Internal Dialogue Oh S*”t!!

Building Skills & Capabilities for Change How are you doing it inside your head?

Building Skills & Capabilities for Change If people come along and press my buttons. How is it that I am providing a button to be pressed?

Building Skills & Capabilities for Change Perceptual Positions

Building Skills & Capabilities for Change

Building Skills & Capabilities for Change Session 4 Learn and practice key approaches which will empower and motivate people

Building Skills & Capabilities for Change We get results through people. If people don’t get things done………. . 1). They didn’t understand. (The What) 2). They weren’t bought in. (The Why) 3). They didn’t have the skills. (The How) 1) + 2) are debilitating, 3) is demoralising

Building Skills & Capabilities for Change Remember This The major finding of the study was that almost regardless of the experimental manipulation, worker production seemed to continually improve. One reasonable conclusion is that the workers were happy to receive attention from the researchers who expressed an interest in them.

Building Skills & Capabilities for Change Empowerment & Motivation ü Give me clear, precise objectives ü Give me the proper training ü Give me the right tools/equipment ü Give me the right support ü Give me the right environment ü Give me praise and constructive feedback Trust me and leave me to do it! If I get it wrong, support me!

Building Skills & Capabilities for Change Influence & Persuasion

Building Skills & Capabilities for Change The Rewards Thing Positive Reinforcement A behaviour rewarded, is a behaviour repeated

Building Skills & Capabilities for Change The Unearned Fish

Building Skills & Capabilities for Change Alien Invasion

Building Skills & Capabilities for Change Values

Building Skills & Capabilities for Change Filters we use to evaluate the content of incoming information about ourselves and the world in general, sorting our perceptions into good and bad, worthwhile and worthless, and so on. Our values are usually closely related to our beliefs.

Building Skills & Capabilities for Change Personal Values

Building Skills & Capabilities for Change What’s important to you as a manager? What’s important to you as an employee? In terms of people – above, below, beside? In terms of customers (internal & external)? In terms of place (the work environment)? In terms of the work itself?

Building Skills & Capabilities for Change The Manager’s Creed

Building Skills & Capabilities for Change Coffee Time

Building Skills & Capabilities for Change Empowering Beliefs, Dis-empowering beliefs

Building Skills & Capabilities for Change Belief An idea about ourselves and/or the external world which we hold to be true even though we have no unambiguous supporting evidence. A belief may be true. The important distinction between what we 'believe' and what we 'know' is whether we have evidence, not just personal opinion and experience. Many of the things we imagine are facts are actually beliefs.

Building Skills & Capabilities for Change The nature of beliefs Human experience is subjective - each of us does it differently Subjective experience has a structure, which can be modelled and changed A belief is something that needs to be maintained

Building Skills & Capabilities for Change P. A. W. ’s The keys to achievement Possibility -It is possible to achieve Ability Worthiness -You are able to achieve -You deserve to achieve P. A. W. ’s = Empowering Beliefs

Building Skills & Capabilities for Change Logical Levels Mission Identity Belief Capability Behaviour Environment A naturally HIERARCHICAL system

Building Skills & Capabilities for Change Negative or Limiting Belief “I can’t do that here. ” When “I” is stressed it is a statement about identity. When “can’t” is stressed it is a statement about belief. When “do” is stressed it is a statement about capability. When “that” is stressed it is a statement about behaviour. When “here” is stressed it is a statement about environment.

Building Skills & Capabilities for Change Logical Levels & Change A problem cannot be solved with the same level of thinking that created it In order to bring about change it is necessary to work at the level above the one you want to influence

Building Skills & Capabilities for Change Logical Levels & Change at a higher level always changes things on lower levels Change on a lower level will not necessarily affect higher levels