Collaborate

Create

Control

Compete

Module 1:
Creating and Sustaining Commitment and Cohesion

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Agenda for Module 1

Assumptions and Goals Paradoxes Competencies

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Human Relations Model

Assumptions and Goals

1. Criteria of effectiveness 2. Means-ends theory 3. Action imperative 4. Emphasis 1. Commitment, cohesion, morale 2. Involvement leads to commitment 3. Collaborate 4. Participation, conflict resolution, consensus building 5. Clan
3

5. Culture

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Paradoxes of Collaborating
By developing your selfawareness, you can increase your capacity for making personal change Involving employees in decision-making processes can slow the planning but make the implementation more efficient
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Another Paradox of Collaborating

Collaborating means that we want to build employees commitment and cohesion by encouraging them to voice differing ideas and opinions

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Collaborate Core Competencies

Understanding Self and Others Communicating Honestly and Effectively Mentoring and Developing Others Managing Groups and Leading Teams Managing and Encouraging Constructive Conflict

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Managers who focus on human relations

have a high level of self-awareness communicate by listening, as well as by speaking provide employees with constructive feedback on a regular basis ensure that all group (team) members know what is expected of them encourage employees to learn from others who have different ideas and perspectives
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Primary Tensions
FLEXIBILITY

INTERNAL FOCUS

EXTERNAL FOCUS

STABILITY
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Understanding Self and Others

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Emotional and Social Intelligence

Emotional Intelligence
Self-awareness
Emotional awareness Self-assessment Self-confidence

Self-management

Social Intelligence
Social Awareness Relationship Management
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Personality
Big Five
Neuroticism Extraversion Openness Agreeableness Conscientiousness

Meyers-Briggs
Introversion Extraversion Sensing Intuition Thinking Feeling Judging - Perceiving

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Increasing Your Self-awareness

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Asking for Feedback

Make sure you are open to hearing new information Be aware you are receiving the other persons perception Ask specific questions about your behavior Check your understanding of the feedback

Express appreciation
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Empathic Listening
Empty Yourself Pay Attention Accept the Other Persons Reaction Avoid Judgment or Comparison Stay with the Feeling

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Communicating Honestly and Effectively

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Basic Model of Communication

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Barriers to Effective Communication

Inarticulateness Hidden agendas Status Hostility Distractions Differences in communication styles Organizational norms and patterns of communication
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Discovering the Left-Hand Column

Left-Hand Column: What Is Thought (But Is Not Directly Communicated) Right-Hand Column: What Is Said

Terry: Troy: Terry: Troy: Terry:

Terry: Troy: Terry: Troy: Terry:

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Reflective Listening
Use empathy Do not evaluate, judge or advise Reflect what you hear Use open-ended questions

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Mentoring and Developing Others

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Stages of Performance Evaluation

Performance Planning Performance Execution

Performance Review

Performance Assessment

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Guidelines for Giving Feedback

Ask the person whether or not this is a good time to receive feedback Give the person feedback in a private place Be supportive and encouraging; focus on behaviors you are looking for in the future Provide feedback on both positive and negative behaviors Describe the other persons behavior and your perceptions of it using specific examples of behavior that you have observed
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Guidelines for Giving Feedback

Try to remain calm and emotionally neutral. Be direct in your statements. Dont avoid the key issues Ask the other person to clarify, explain, change, or correct. After giving feedback, give the receiver time to respond. Use the opportunity to develop a joint action plan. Identify ways that you can contribute positively to improving the employees behavior.
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Coaching

Career Advisor

Strategist

Trainer

Performance Appraiser

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Steps to Effective Delegation

1. Clarify what it is that you want done and why this is an appropriate assignment for the individual 2. Meet with the employee and to discuss the assignment and your expectations 3. Allow the employee to do the task the way he or she feels comfortable doing it 4. Check on the progress of the assignment, but do not rush to the rescue if things are not on track 5. Recognize the employees accomplishments
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Managing Groups and Leading Teams

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Team Decision Making

Advantages
Greater knowledge and expertise Wider range of values and perspectives Greater employee commitment to implementation of the idea More likely to surface obstacles Enhances employees skills and abilities

Disadvantages
Takes more time Will result in lower quality decision if team does not have appropriate expertise Some may overcontribute, others may fail to contribute Team members may become too concerned with gaining consensus
27

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Four Team Player Styles (Roles)

Communicator

Challenger

Contributor

Collaborator

Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Increasing Meeting Effectiveness

Prepare for the meeting by setting objectives, selecting participants, selecting the time and place and setting an agenda In Running the meeting, start on time, have someone take minutes, review the agenda, make sure participants know each other, follow agenda, minimize interruptions, encourage participation, restate decisions Follow up by distributing minutes and checking on progress for any assignments
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion

Team Development

Storming

Performing

Forming

Norming

Adjourn

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Managing and Encouraging Constructive Conflict

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Abilene Paradox

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Conflict Management Approaches

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Managing Conflict Constructively

Face the conflict Decide how to approach the other person Meet in a neutral environment Let each person state personal views Try to find a mutual definition of the conflict Generate potential solutions Search for a mutually acceptable solution Decide what will be done & who will do it Figure out what you have learned
Quinn et al., (2011). Becoming a Master Manager: A Competing Values Approach, 5th edition Module 1: Creating and Sustaining Commitment and Cohesion 34

Stimulating Conflict: Advocacy Groups

Assign groups different positions to adopt Allow groups to gather data for their position Each group presents position and asks questions of other group. Note that the goal is not to win but to hear the different ideas, information, theories, conclusions, etc. Each group seeks additional information to address other groups questions as well as to understand other groups position Groups work together to develop a synthesis of the different alternatives
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