making work work (final)

21
Moving beyond the inherent conflict of new collaboration models

Upload: emma-hamer

Post on 16-Apr-2017

1.780 views

Category:

Business


2 download

TRANSCRIPT

Page 1: Making Work Work (Final)

Moving beyond the inherent conflict of new collaboration models

Page 2: Making Work Work (Final)

technologypractices

collaborationglobalization

Page 3: Making Work Work (Final)

trans-disciplinary

production is concurrent, not sequential

Page 4: Making Work Work (Final)

New York <--> New DelhiSharePoint (for better or for worse)

Google docs, BaseCampskype, tele conferencing, web

conferencing

Page 5: Making Work Work (Final)

culture clashvariety of communication styles

communication hiccups: lingual and cultural

many insecurities (trigger defensiveness)

Page 6: Making Work Work (Final)
Page 7: Making Work Work (Final)

Intensity

Tim

e

Problem emerges

Sides Form

Positions Harden

Communication Stops

Resources are Committed

Conflict goes Outside the Community

Perceptions become Distorted

Sense of Crisis Emerges

Page 8: Making Work Work (Final)

competitioncollaborationcompromiseavoidance

accommodation

Assessment Online: http://www.career-intelligence.com/assessment/tki.asp

Page 9: Making Work Work (Final)

assertiveuncooperative

goal: winsatisfy own concerns at other’s

expense

Page 10: Making Work Work (Final)

assertivecooperative

goal: find a win-win solutionthe solution satisfies everyone’s concerns

Page 11: Making Work Work (Final)

intermediate in assertivenessintermediate in cooperativeness

goal: find a middle groundan acceptable settlement partially

satisfies all parties’ concerns.

Page 12: Making Work Work (Final)

unassertiveuncooperative

goal: delaysidestepping the conflict without

satisfying anyone’s concerns.

Page 13: Making Work Work (Final)

unassertivecooperativegoal: yield

attempt to satisfy the other person’s concerns at the expense of your

own

Page 14: Making Work Work (Final)

Competition Collaboration

Compromise

Avoidance Accommodation

High aggressiveness

Low aggressiveness

Low Cooperation High Cooperation

Con

cern

for S

elf

Concern for Others

Page 15: Making Work Work (Final)

no one perfect stylestyle appropriateness

awareness of others’ styles taking personal responsibility

Page 16: Making Work Work (Final)

Getting ahead of the conflict spiral involves personal awareness … of the situation …and of yourself.

Page 17: Making Work Work (Final)

‘safe' conversationboundary-setting

expectation-settinggetting commitment

Page 18: Making Work Work (Final)

confront broken promiseexpress disappointment

renew commitmentidentify natural consequence

Page 19: Making Work Work (Final)

check egolisten

be (self-) awarethink, then speak

Page 20: Making Work Work (Final)
Page 21: Making Work Work (Final)

We are … Judy Glick-Smith

President/CEOMentorFactor, Inc.770-633-5582judy@mentorfactorinc.comwww.mentorfactorinc.comblog: www.mentorfactor.typepad.com

Emma Hamer

Principal - Senior ConsultantE. Hamer Associates, [email protected] website and blog: www.hamer-associates.ca