building skills & capabilities for change. module 2 building effective working relationships

Building Skills & Capabilities for Change


Module 2Module 2

Building Effective Working Building Effective Working RelationshipsRelationships


What we’ll be doingWhat we’ll be doing

Examine a range of motivation theoriesExamine a range of motivation theories

Review and plan improvements to Review and plan improvements to existing communication systemsexisting communication systems

Refresh or learn methods to deal with Refresh or learn methods to deal with difficult situations/behavioursdifficult situations/behaviours

Learn and practice key approaches Learn and practice key approaches which will empower and motivate which will empower and motivate peoplepeople


How We’ll Do It.How We’ll Do It.

SimulationsSimulationsCritical IncidentsCritical IncidentsDiscussionsDiscussionsPractical ExercisesPractical Exercises


But First, Answer TheseBut First, Answer These

Why did you Why did you bother to come bother to come here, on this here, on this programme?programme?

What What motivated you?motivated you?

What What specifically do specifically do you want?you want?


The Jack Stone ProjectThe Jack Stone Project


Management is the Management is the efficientefficient, , effectiveeffective and and economiceconomic use of use of

resources to achieve results with resources to achieve results with and through the efforts of other and through the efforts of other

people.people.

Definition Of ManagementDefinition Of Management


Session 1Session 1 Examine a range of motivation theoriesExamine a range of motivation theories


7 Theories Of Employee Motivation:7 Theories Of Employee Motivation:

1. Maslow’s Hierarchy1. Maslow’s Hierarchy2. Herzberg’s Two-Factor Theory2. Herzberg’s Two-Factor Theory3. McGregor’s Theory X and 3. McGregor’s Theory X and

Theory Y Theory Y 4. Ouchi’s Theory Z4. Ouchi’s Theory Z5. Equity Theory5. Equity Theory6. Expectancy Theory6. Expectancy Theory7. McClelland’s Achievement Need7. McClelland’s Achievement Need


Morale Boosters:Morale Boosters:

RespectRespect Positive CulturePositive Culture PromotionsPromotions Pleasant EnvironmentPleasant Environment InvolvementInvolvement AppreciationAppreciation Adequate Adequate

CompensationCompensation


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?

Morale Boosters:Morale Boosters:


Perspectives On Motivation:Perspectives On Motivation:

Classical Theory of MotivationClassical Theory of Motivation

Money is the sole motivator for Money is the sole motivator for workers workers

(Taylor)(Taylor)““Hawthorne Effect”Hawthorne Effect”

Employees respond to positive Employees respond to positive attention they receive attention they receive

(Mayo) (Mayo)

What works best today: Money or Attention? What works best today: Money or Attention?


““Hawthorne Effect”Hawthorne Effect”

One reasonable conclusion is that One reasonable conclusion is that the workers were happy to receive the workers were happy to receive

attention from the researchers attention from the researchers who expressed an interest in them.who expressed an interest in them.

The major finding of the study was that almost

regardless of the experimental manipulation, worker production seemed

to continually improve.


Importance of Motivation Strategies:Importance of Motivation Strategies:

Motivation is a process that affects all Motivation is a process that affects all the relationships within an organization the relationships within an organization and influences pay, promotion, job and influences pay, promotion, job design, training opportunities, and design, training opportunities, and reporting relationshipsreporting relationships

Employees are motivated by the nature of Employees are motivated by the nature of

their jobs, relationships with their supervisors, their jobs, relationships with their supervisors,

and characteristics of the organizationand characteristics of the organization


Because definitions of success vary, Because definitions of success vary, motivational tools must vary, as well.motivational tools must vary, as well.

Importance of Motivation Strategies:Importance of Motivation Strategies:


Maslow’s Hierarchy of Needs:Maslow’s Hierarchy of Needs:

A theory that arrangesA theory that arranges

the five basic needs ofthe five basic needs of

people(physiological,people(physiological,

security, social,security, social,

esteem, and selfesteem, and self

actualization) into theactualization) into the

order in which peopleorder in which people

strive to satisfy them.strive to satisfy them.


According to Maslow…According to Maslow…

The more basic needs at theThe more basic needs at the

bottom of the hierarchybottom of the hierarchy

must be satisfied beforemust be satisfied before

higher level goals can/willhigher level goals can/will

be pursued (i.e. must have be pursued (i.e. must have

shelter before you can thinkshelter before you can think

about studying for a degree.)about studying for a degree.)


The Hierarchy Applied To Your LifeThe Hierarchy Applied To Your Life

Physiological needs (water, food, clothing) Physiological needs (water, food, clothing)

Security needs (safety, finances, car)Security needs (safety, finances, car)

Social needs (friends, love, Social needs (friends, love, companionship)companionship)

Esteem needs (self-respect, respect from Esteem needs (self-respect, respect from others)others)

Self-Actualization needs (being the best Self-Actualization needs (being the best you can be– maximizing your potential)you can be– maximizing your potential)

Are some needs unmet?Are some needs unmet?


Herzberg Two-Factor Theory:Herzberg Two-Factor Theory:

- Adequate wages- Adequate wages

- Fair agency policies- Fair agency policies

- Comfortable/safe working - Comfortable/safe working conditionsconditions

- Job security- Job security

Hygiene Factors vs. Motivational FactorsHygiene Factors vs. Motivational Factors

Hygiene Factors relate to the work settingHygiene Factors relate to the work setting


Motivational FactorsMotivational Factors relate to the relate to the content of the work:-content of the work:-

Herzberg Two-Factor Theory:Herzberg Two-Factor Theory:

Hygiene Factors vs. Motivational FactorsHygiene Factors vs. Motivational Factors

- Achievement - Achievement - Responsibility - - Responsibility - AdvancementAdvancement

- Recognition - Recognition - Involvement - - Involvement - LearningLearning


McGregor’s Theory X & Theory YMcGregor’s Theory X & Theory Y

Theory XTheory X

People inherently dislike work, People inherently dislike work,

People must be coerced or controlled to do work People must be coerced or controlled to do work or achieve objectivesor achieve objectives

People prefer to be directedPeople prefer to be directed


People view work as being as natural People view work as being as natural as play or restas play or rest

People will exercise self-direction and People will exercise self-direction and self-control towards achieving self-control towards achieving objectives they are committed to,objectives they are committed to,

People learn to accept and seek People learn to accept and seek responsibilityresponsibility

Theory YTheory Y

McGregor’s Theory X & Theory YMcGregor’s Theory X & Theory Y


Ouchi Theory Z:Ouchi Theory Z:

Collective responsibilityCollective responsibility

Employee participation in all aspects of Employee participation in all aspects of company decision-makingcompany decision-making

Managers and workers share Managers and workers share responsibilitiesresponsibilities

Long-term employment and job securityLong-term employment and job security

Concern for a total person, including Concern for a total person, including their familytheir family


Equity TheoryEquity Theory

How much people are willing to contributeHow much people are willing to contribute

to an organization depends on theirto an organization depends on their

assessment of the fairness, or equity, of theassessment of the fairness, or equity, of the

rewards they will receive in exchange.rewards they will receive in exchange.


Motivation depends not only Motivation depends not only on how much a person wants on how much a person wants something, but also on how something, but also on how likely he or she is to get it.likely he or she is to get it.

Vroom Expectancy Theory:Vroom Expectancy Theory:

Although individuals may have different Although individuals may have different sets of goals, they can be motivated if sets of goals, they can be motivated if they believe that:they believe that:


There is a positive correlation between There is a positive correlation between efforts and performance,efforts and performance,

Favourable performance will result in a Favourable performance will result in a desirable reward,desirable reward,

The reward will satisfy an important The reward will satisfy an important need,need,

The desire to satisfy the need is strong The desire to satisfy the need is strong enough to make the effort worthwhile.enough to make the effort worthwhile.




A person who wants something A person who wants something and has reason to be optimistic and has reason to be optimistic will be strongly motivatedwill be strongly motivated

A person who wants something, but believes A person who wants something, but believes they will not get it, may not even be they will not get it, may not even be motivated to try.motivated to try.


n.ach The need to The need to AchieveAchieve

n.affl The need to The need to AffiliateAffiliate

n.inflThe need to The need to InfluenceInfluence

McClelland’s Motivation TheoryMcClelland’s Motivation Theory


Work GroupsWork Groups


Applying The TheoriesApplying The Theories

To SelfTo Self To OthersTo Others(Above)(Above)

(Beside) (Beside)

(Below)(Below)

To The To The Past/PresentPast/Present

To The FutureTo The Future


And Another Thing,And Another Thing,

When you went to work yesterday what was When you went to work yesterday what was motivating you?motivating you?

Remembering back to your first day Remembering back to your first day at work, at work, and then your first day with SEELB, and then your first day with SEELB, what waswhat wasmotivating you back then?motivating you back then?


Home WorkHome Work


What about you?What about you?

What sorts of things What sorts of things are you really good at?are you really good at?

What sorts of things What sorts of things do you excel at? do you excel at? - As an - As an employee? employee? - As a manager?- As a manager?

What motivates you What motivates you then?then?

Motivation In Practical TermsMotivation In Practical Terms


What is most important to What is most important to you in what you do?you in what you do?

How do you do it when How do you do it when it’s something you don’tit’s something you don’t want to do?want to do?

What do we need to do toWhat do we need to do to influence you ?influence you ?

What switches you off?What switches you off?

So, what about you?So, what about you?


ModellingModelling

NLP = The Study of ExcellenceNLP = The Study of Excellence


Pick Something You Like Doing

& that you do really very well& that you do really very well

In pairs, go find In pairs, go find outout


StrategiesStrategies


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.


NLP Definition of Strategy

How does Tiger Woods get it right more often

than anyone else?

A STRATEGY is the model’s internal thought:

a sequence of representations a person goes through in order to

achieve their outcome.


Input Processing Output

= Representation Systems



Vic- Ki-



Vic- Ki-

Vic+ Ki+



Getting Out Of Bed StrategyGetting Out Of Bed Strategy



Session 2Session 2


Forms of CommunicationForms of Communication


Maps Of The WorldMaps Of The World

““The map is not the territory”The map is not the territory”


Maps Of The WorldMaps Of The World

Accept that other people's maps are Accept that other people's maps are real to them, even if they don't make real to them, even if they don't make

sense to you. sense to you.


You cannot not communicateYou cannot not communicate


The NLP Communication ModelThe NLP Communication Model


ABIRD

IN THETHE BUSH



The AlbatrossThe Albatross



Internal DialoguesInternal Dialogues


The meaning of your communication The meaning of your communication is the response that you getis the response that you get


Don’t judge….We listen out of OUR Don’t judge….We listen out of OUR experienceexperience

Empathise…….Everyone’s needs are Empathise…….Everyone’s needs are differentdifferent

Paraphrase & SummariseParaphrase & Summarise

Watch body language (yours and theirs)Watch body language (yours and theirs)

Maintain appropriate silencesMaintain appropriate silences

Quiet your mindQuiet your mind

Be patient…….Go slow to go fastBe patient…….Go slow to go fast

Active ListeningActive Listening


5W+H Open & Closed Questions5W+H Open & Closed Questions

Socratic questionsSocratic questions

Listen more than you talkListen more than you talk

Identify resistance pointsIdentify resistance points

Gather informationGather information

What is their reality?What is their reality?

Question TechniqueQuestion Technique


Coffee Time


Communicating Across The OrganisationCommunicating Across The Organisation


CommunicationCommunication


The Newsletter ExerciseThe Newsletter ExerciseIt’s the first anniversary afterIt’s the first anniversary afterimplementation. You are aimplementation. You are amember of a team whosemember of a team whosejob is to produce the first of ajob is to produce the first of aseries of monthly newsletters.series of monthly newsletters.

How will it look?What must be included?What would be nice to include


Oh yes, and the e-mail thing!Oh yes, and the e-mail thing!

You are a group of You are a group of managersmanagers

tasked with establishing atasked with establishing a

group e-mail policy.group e-mail policy.

What is your policy?What problems does your policy address?


"Oh no, not another meeting! ""Oh no, not another meeting! "

CommunicationCommunication


Magnificent Meetings!Magnificent Meetings!

To Brief/InformTo Brief/Inform To ConsultTo Consult To Problem SolveTo Problem Solve To Take To Take

DecisionsDecisions

Types Of MeetingsTypes Of Meetings


That’s all for now folks

Thanks for taking part


Module 2Module 2

Building Effective Working Building Effective Working RelationshipsRelationships


What we’ll be doingWhat we’ll be doing

Examine a range of motivation theoriesExamine a range of motivation theories


Refresh or learn methods to deal with Refresh or learn methods to deal with difficult situations/behavioursdifficult situations/behaviours

Learn and practice key approaches Learn and practice key approaches which will empower and motivate which will empower and motivate peoplepeople


Session 3Session 3

Refresh or learn methods to deal Refresh or learn methods to deal with difficult situations/behaviourswith difficult situations/behaviours


Effects of Rude Behavior:Effects of Rude Behavior:

A recent study found that rude or uncivilA recent study found that rude or uncivil

behaviour directed toward employees damagedbehaviour directed toward employees damaged

their mental health, lowered productivity, andtheir mental health, lowered productivity, and

decreased job satisfaction.decreased job satisfaction.


But…But…

Reporting put-downs, condescendingReporting put-downs, condescendingbehaviour, or rudeness often led to social orbehaviour, or rudeness often led to social orwork-related retaliation (given less work-related retaliation (given less

favourablefavourableduties, denied promotion, being ignored),duties, denied promotion, being ignored),while failing to report the instances fosteredwhile failing to report the instances fosteredanxiety and depression.anxiety and depression.

Effects of Rude Behavior:Effects of Rude Behavior:


Causes Of Causes Of ConflictConflict

Communication failure Communication failure

PPersonality conflict ersonality conflict

Value differences Value differences

Goal differences Goal differences


Causes Of Causes Of ConflictConflict

Lack of cooperation Lack of cooperation

Substandard performance Substandard performance

Non-compliance with rulesNon-compliance with rules

Methodological differences Methodological differences

Competition over resources Competition over resources

Differences regarding authority Differences regarding authority

Differences regarding responsibilityDifferences regarding responsibility


FightFight oror “I’m right, you’re wrong “I’m right, you’re wrong

FlightFlight oror “I don’t care who is right, I’m “I don’t care who is right, I’m gone.”gone.”

SubmitSubmit oror “You’re right, I’m wrong” “You’re right, I’m wrong”

FreezeFreeze oror “I’ll wait for your next move” “I’ll wait for your next move”

ResolutionResolutionoror “We both have a bit of the “We both have a bit of the truth. truth. Let’s work it out.” Let’s work it out.”

Common responses to conflictCommon responses to conflict


Difficult People Or Difficult Behaviour?Difficult People Or Difficult Behaviour?


Who are yours?Who are yours?

Finding ResourcesFinding Resources


Transactional AnalysisTransactional Analysis


I’m OkayI’m Okay

You’re Not You’re Not OkayOkay

I’m OkayI’m Okay

You’re OkayYou’re Okay

I’m Not OkayI’m Not Okay

You’re Not You’re Not OkayOkay

I’m Not OkayI’m Not Okay

You’re OkayYou’re Okay

The Okay CorralThe Okay Corral


Thoughts, Emotions, FeelingsThoughts, Emotions, Feelings


the increased heartbeat and the increased heartbeat and perspiration that accompany fear,perspiration that accompany fear,

the freezing response of a rat in the the freezing response of a rat in the presence of a cat, presence of a cat,

the extra muscle tension that the extra muscle tension that accompanies anger.accompanies anger.


Emotions are measurable physical responses Emotions are measurable physical responses to salient stimuli. For example:to salient stimuli. For example:


Feelings, on the other hand, are the Feelings, on the other hand, are the subjective experiences that sometimes subjective experiences that sometimes

accompany these processes:accompany these processes:

The sensations of The sensations of happiness, envy, sadness, happiness, envy, sadness,

and so on.and so on.



Mood DiariesMood Diaries

& Critical Incidents& Critical Incidents


SituationSituation

ThoughtsThoughts

ActionsActions FeelingsFeelings

A CBT ModelA CBT Model


You've having a bad day, you feel fed up,

so you go out shopping.

SituationSituation

As you walk down the road, someone you know walks by and, apparently, ignores you. You feel

certain that they saw you.


Thoughts Unhelpful HelpfulHe/she ignored me - they

don't like me He/she looks a bit wrapped up in themselves - I wonder if there's

something wrong? Emotional:

Feelings Low, sad and rejected Concerned for the other person

Physical Feelings

Stomach cramps, low

energy, feel sick None - feel comfortable

Action: Go home and avoid them Get in touch to make sure they're OK


SituationSituation

ThoughtsThoughts

ActionsActions FeelingsFeelings


PresentationsPresentations

Your Chance To ShineYour Chance To Shine


What you like What you are like What you are good at What switches you off



Self Talk/Internal DialogueSelf Talk/Internal Dialogue

Oh S*”t!!


How are you doing it inside your head?How are you doing it inside your head?


How is it that I amHow is it that I am providing a button to be pressedproviding a button to be pressed??

If people come along andIf people come along and press my buttons.press my buttons.


Perceptual PositionsPerceptual Positions


Session 4Session 4

Learn and practice key Learn and practice key approaches which will empower approaches which will empower and motivate peopleand motivate people


3).3). They didn’t have the They didn’t have the skills.skills.

1) + 2) are 1) + 2) are debilitating,debilitating,

If people don’t get things done………..If people don’t get things done………..

3) is demoralising3) is demoralising

1).1). They didn’t understand.They didn’t understand.

2).2). They weren’t bought in.They weren’t bought in.

(The What)

(The Why)

(The How)

We get results through people.We get results through people.


Remember ThisRemember This

The major finding of the studywas that almost regardless of

the experimental manipulation,worker production seemed

to continually improve.

One reasonable conclusion is that One reasonable conclusion is that the workers were happy to receive the workers were happy to receive

attention from the researchers attention from the researchers who expressed an interest in them.who expressed an interest in them.


Empowerment & Motivation Empowerment & Motivation

Give me clear, precise objectives Give me the proper training Give me the right tools/equipment Give me the right support Give me the right environment Give me praise and constructive feedback

Trust me and leave me to do it!Trust me and leave me to do it!

If I get it wrong, support me!If I get it wrong, support me!


Influence & PersuasionInfluence & Persuasion


The Rewards ThingThe Rewards Thing

Positive Reinforcement Positive Reinforcement A behaviour rewarded, is a behaviour repeatedA behaviour rewarded, is a behaviour repeated


The Unearned FishThe Unearned Fish


Alien InvasionAlien Invasion

Building Skills & Capabilities for ChangeValuesValues


Filters we use to evaluate the Filters we use to evaluate the content of incoming information content of incoming information about ourselves and the world in about ourselves and the world in

general, sorting our perceptions into general, sorting our perceptions into good and bad, worthwhile and good and bad, worthwhile and

worthless, and so on. Our values are worthless, and so on. Our values are usually closely related to our beliefs.usually closely related to our beliefs.


Personal ValuesPersonal Values


What’s important to you as a manager? What’s important to you as a manager? What’s important to you as an employee?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?


The Manager’s CreedThe Manager’s Creed


Coffee Time


Empowering Beliefs, Dis-empowering beliefsEmpowering Beliefs, Dis-empowering beliefs


An idea about ourselves and/or the An idea about ourselves and/or the external external

world which we hold to be true even world which we hold to be true even though we though we

have no unambiguous supporting have no unambiguous supporting evidence. evidence.

BeliefBelief

A belief may be true. The important A belief may be true. The important distinction between what we 'believe' distinction between what we 'believe'

and what we 'know' is whether we have and what we 'know' is whether we have evidenceevidence, not just personal opinion and , not just personal opinion and

experience. Many of the things we experience. Many of the things we imagine are facts are actually beliefs.imagine are facts are actually beliefs.


The nature of beliefsThe nature of beliefs

Human experience is subjective Human experience is subjective - each of us does it differently- each of us does it differently

Subjective experience has a structure, Subjective experience has a structure, which can be modelled and changedwhich can be modelled and changed

A belief is something that A belief is something that needs to be maintainedneeds to be maintained


WorthinessWorthiness -You deserve to -You deserve to achieveachieve

P.A.W.’sThe keys to achievement

P.A.W.’s = Empowering Beliefs

PossibilityPossibility -It is possible to achieve-It is possible to achieve

AbilityAbility -You are able to -You are able to achieveachieve


Logical LevelsLogical Levels

MissionMission

IdentityIdentity

BeliefBelief

CapabilityCapability

BehaviourBehaviour

EnvironmenEnvironmentt

A naturally HIERARCHICAL

system


When “here” is stressed it is a statement about environment.

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.


A problem cannot be solved A problem cannot be solved with the with the

same level of thinking that same level of thinking that created itcreated it

In order to bring about change it is In order to bring about change it is necessary to work at the level above necessary to work at the level above

the one you want to influencethe one you want to influence

Logical Levels & ChangeLogical Levels & Change


Change at a higher level always

changes things on lower levels

Change on a lower level will not necessarily affect higher levels

Logical Levels & ChangeLogical Levels & Change


MissionMission

IdentityIdentity

BeliefBelief

CapabilityCapability

BehaviourBehaviour

EnvironmenEnvironmentt

A naturally HIERARCHICAL

system

Logical LevelsLogical Levels


Connecting It All UpConnecting It All Up


What are your key What are your key learnings?learnings?

What changes as What changes as a result?a result?

Did You Get What You Came For?Did You Get What You Came For?


Did You Get What You Came For?Did You Get What You Came For?


& Exactly What Are You Going To Do?& Exactly What Are You Going To Do?


Thank you very much &

building skills & capabilities for change. module 2 building effective working relationships

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