facing the tiger - a learnshop on collaboration - dr. john j. scherer

Facing the TigerA Learnshop on Collaboration

How to Turn Differences into Creative Change

Dr. John J. Scherer

© 2013, Scherer Leadership International

© 2004, John J. Schererwww.SchererCenter.com

2

PINCH

Role Clarity &Commitment

Stability, Confidence &Productivity

Disruption of Shared

Expectations

Ambiguity,uneasiness

Anxiety, resentment, blaming, guilt

CRUNCH

STALEMATE

Facing the Tiger:The Pinch Theory

ResentfulTermination Premature

Reconciliation

Planned Reconciliation

terminationafter

reconciliation

Reconciliation Under Duress

Adapted from 'A Model for Couples: How Two Can Grow Together' by John J. Sherwood & John J. Scherer, Journal for Small Group Behavior, February, 1975.

Gathering Data, Sharing & Clarifying

Expectations

Polarity Management:

How to Turn Differences of Opinion into Creative Solutions

and a Stronger Team

From Barry Johnson’s Polarity Management. Used with permission.


4

• The human mind is pre-set to choose, to prefer, to

take a position, rather than embrace a more complex reality: polarity.

• Many unresolved problems are actually polarities

not being managed where BOTH positions are needed.

• What you think are ‘either/or’ situations may in fact

be ‘both/and’ situations.

• In a polarity, the more you emphasize one position (pole), the more important the other position (pole)

becomes.

• Rather than being ‘right’ or ‘wrong,’ all polarities have an up-side and a down-side.

• People who have become ‘positional’ and locked in

on one pole have lost access to the (missing) up-side of the other (‘enemy’) position.

• Managing polarities requires acknowledging the

down-side of your position and the up-side of the other pole.

Principles of Polarity Management

4


‘Position’ A

‘Position’ B

Managing ‘Difference’:The Default Options

‘Win-Lose’ Approach: ‘I win; you lose. I’m right; you’re wrong.’

5

Compromise: ‘Let’s don’t fight. Let’s agree to disagree.’


‘Positive’

RichSuccessChangeMy Way

BuildWinning

Wielding PowerClear

ResultFasterSave

Be Safe

Polarity Management

‘Negative’

PoorFailureStabilityYour WayBuyLosingYielding PowerFlexibleProcessMore deliberateInvestTry Something New

6


Position A

Position B

Polarity Management:The Problem

Potential Upsides

Potential Downsides

Potential Upsides

Potential Downsides

7


8

RestActivity

C

RelaxedRejuvenated

BoringLoss of Energy

D

A

StimulatedChallenged

TenseOverwhelmed

B

Polarity Management™ Tapping the Infinite Energy System

8


Position A

Position B

9

The Three Worlds

Bridging the GapDr John J. Scherer

Adapted by John Scherer in 1985 from 'The Interpersonal Gap' theory by John Wallen, 1960, and from the concept and experience of 'Percept Language' from John and Joyce Weir, 1968.


11

'Husband' 'Wife'

'Late for Dinner Experience'My Observations


12

THEIR World THE World

The Three Worlds

TheirINTENTION

(Come from)

TheirACTION

MY World

MyINTERPRETATION

(What I 'See')

What the other person thinks, feels, wants and intends. What is going on inside them, heavily influenced by theirhistory (Somebody Training).

How their Intention getstranslated into ACTION.What they DO as a result of allthat--which is visible toanyone nearby. 'Just the facts,' as Joe Friday would say.

What I 'get' about their action.Actually what I 'made up' about it, based on my own history--since I do not have access to their intention(s), nor to theirworld. I 'see' my own history--


13

The Three Worlds

AnyAction

PossibleIntention A

PossibleIntention B

PossibleIntention CPossibleIntention D

PossibleIntention E

PossibleIntention F

PossibleIntention G

PossibleInterpretation A

PossibleInterpretation BPossibleInterpretation CPossibleInterpretation D

PossibleInterpretation E

PossibleInterpretation F

PossibleInterpretation G

THEIR World THE World MY World

What is the likelihood that my interpretation will match the other person's world of meaning and intention, given the infinite alternatives?


Shifting the D.R.A.M.A.

DESCRIBE the trigger event to the other person. (Clean, no “spin,” just the facts.)

REVEAL your world of interpretation--and own it as your own. (“In my world, what I made up about what happened was. . .”)

ASK them what was happening in their world, then listen 110% like an Anthropologist. (“What was going on in your world?”) SHOW them you heard what they said.

MAKE a REQUEST that breaks the pattern--and offer your support. (“Next time. would you be willing to. . .?”)

AGREE to another conversation--with a by when—to speak honestly about how the agreement is working. Make a new agreement.


15

What have you seen, heard, or learned that you want to remember and/or put into practice at work--or at home?

A-Ha! Worksheet

[email protected]

facing the tiger - a learnshop on collaboration - dr. john j. scherer

Business

john scherer

world of interpretation

sherwood john

gapdr john

john j

john wallen

persons world

john andjoyce weir