Collaboration Skills - 90 min - 2.17 - PMI Upstate New ... · Collaboration Skills PMI Albany –...

Collaboration Skills PMI Albany – Feb 17, 2010

© 2010 • JOHN CANFIELD 1

CollaborationSkillsResolving Conflict - Resolving Options

John Canfield Holland, Michiganwww.johncanfield.com

© 2009 John Canfield

CollaborationSkillsResolving Conflict - Resolving Options

PMI – Upstate New York

February 17, 2010Albany New York

© 2010 John Canfield

John Canfield Holland, Michiganwww.johncanfield.com

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Collaboration Skills - Presentation Outline

1. Introduction

2. Current Reality

3. Goal and Strategy

4. Conflict – Examine the Causes

5. Techniques & Tools

6. Summary & Close

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Presentation Outline

Audience:

Project Management Professionals

Lead decision making

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PMI PMBOK Support: Chapter 22.4 Key General Management Skills

1. Strategic, tactical, operational planning

2. Organizational structures and behaviors

3. Managing work relationships

4. Managing oneself

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PMI PMBOK Support: Chapter 22.4 Key General Management Skills

2.4.1: Leading

2.4.2: Communicating

2.4.3: Negotiating

2.4.4: Problem solving

2.4.5: Influencing the organization



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Speaker Introduction – John CanfieldPlanning, Improvement, Innovation

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Speaker Introduction – John Canfield

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or

Collaboration Skills – Executive Summary

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1. Introduction

2. Current Reality




6. Summary & Close

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Collaboration Skills – Current Reality

Meetings – Primary Work Arena

Business success formula:

1. Make good decisions2. Implement good decisions

The vast majority of business work world wide is conducted in meetings.

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Scene of the Crime





Meetings are the most frequently cycled business process in the world.

Millions of meetings are conducted every day making millions of decisions about millions and millions of dollars.


Meetings - a few of the statistics:

Research estimates that there are 11 million meetings every day in America, or 4 billion meetings a year.

According to the Wall Street Journal, CEO's feel that meetings account for the largest share of unproductive time on the job.

Various studies (e.g., Hofstra University, University of Southern California at Los Angeles) report that attendees say that between 30 and 50 percent of time spent in meetings is a waste.

Most professionals attend a total of 61.8 meetings per month, each of which last approximately 1 hour.


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Meetings – Speed Bumps & Road Blocks

All too often these meetings are either slowed or derailed by what many call conflict.

Sometimes this conflict is disabling, preventing future progress.

Sometimes conflict is laughable upon discovering a misunderstanding…


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dys·func·tion

1 : impaired or abnormal functioning

2 : abnormal or unhealthy interpersonal behavior or interaction within a group

Assuming that some of your work day interactions with others approximates dysfunction, the goal of today’s presentation is to help you learn to think and behave more effectively as project management leaders.


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flounderingoverbearing participantsdominating participantsreluctant participantsacceptance of opinions as factsrush to accomplishmentattributiondiscountsdigression and tangentsfeuding members

Brassard, Michael The Team Memory Jogger

Goal/QPC


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Treasure

From LEI’s Value-Stream Mapping Workshop




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TreasureCollaboration Skills – Current Reality

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MeetingCosts

Conflict can be considered one of the most expensive forms of waste in an organization.

Collaboration SkillsCurrent Reality

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Collaboration Skills - Current Reality"Bad meetings exact a toll on the human beings who must endure them, and this goes far beyond mere momentary dissatisfaction.

“Bad meetings, and what they indicate and provoke in an organization, generate real human suffering in the form of anger, lethargy, and cynicism.

“And while this certainly has a profound impact on organizational life, it also impacts people's self-esteem, their families, and their outlook on life.

"The best news of all: for those organizations that can make the leap from painful meetings to productive ones, the rewards are enormous. Higher morale, faster and better decisions, and inevitably, greater results."

Patrick Lencioni Death by Meeting22


1. Introduction

2. Current Reality




6. Summary & Close

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Improved Company PerformanceQuality

complaints on fewer than 5% orders

measurable improvement on 75% of our processesCost

operating at or below operating expense plans

Current Programssupporting 15 programs as outlined in 2001 strategic plan

New Programssupporting 2 new programs per half year as outlined in 2001 strategic plan

Employee Moraleemployee turnover less than 10% per year

Collaboration Skills – Goal & Strategy

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Improved Company Performance – Fundamental Strategy

Improved Company Performance

Improved Decisions, Behaviors




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Collaboration Tips:

Effective decision making has two crucial components:

One is to ask the team to identify the best alternative. Here the team works to be clear in it's goals and lists many possible choices to compare to the goals.

A second component is to deliberately build support for the team's selections by organizing dialogue to promote participant contribution and buy-in.


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Collaboration Tips:

It is the combination of good decisions with good support that develop team decisions which generate significant business impact.

Impact = Decisions Support


28Cooperative Support

EffectiveDecision

+

+

-

-


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All too often these meetings are either slowed or derailed by what many call conflict.

Sometimes this conflict is disabling, preventing future progress.

Sometimes conflict is laughable upon discovering a misunderstanding…




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Meeting Behaviors – Simpler Forms of Team Conflict:

Avoid – “I really can’t help now, ask Sally…”Accommodate – “Oh of course, what ever you say…”Compromise – “Well, ok, I can live with that…”Compete – “Not on my watch, my way or the highway…”

We’d prefer

Collaborate – “We have two options. The best might be a third.”


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Collaborate

Main Entry: col·lab·o·ratePronunciation: \kə-ˈla-bə-ˌrāt\Function: intransitive verbInflected Form(s): col·lab·o·rat·ed; col·lab·o·rat·ingEtymology: Late Latin collaboratus, past participle of collaborare to labor together, from Latin com- + laborare to labor — more at LABOR

1 : to work jointly with others or together especially in an intellectual endeavor


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We have options regarding how we work in meetings:

Cooperative Support

EffectiveDecision

+

+

-

-

Compete

Avoid Accommodate

Collaborate

Compromise

Collaboration Skills – Goal & StrategyAdapted from Thomas Kilmann model

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1. Introduction

2. Current Reality




6. Summary & Close

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Main Entry: 1con·flict

Pronunciation: kän-flikt Function: noun

Etymology: Middle English, from Latin conflictus act of striking together, from confligere to strike together, from com- + fligere to strike

1 : FIGHT, BATTLE, WAR

2 a : competitive or opposing action of incompatibles : antagonistic state or action (as of divergent ideas, interests, or persons) b : mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands

3 : the opposition of persons or forces that gives rise to the dramatic action in a drama or fiction

Merriam Webster

Conflict – Examine the Causes

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Main Entry: res·o·lu·tion

Pronunciation: "re-zo-'lü-shun Function: noun

Etymology: Middle English, from Middle French or Latin; Middle French resolution, from Latin resolution-, resolutio, from resolvere

1 : the act or process of reducing to simpler form: as a : the act of analyzing a complex notion into simpler ones

Merriam Webster


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Why people argue – Types of Conflict

1. Perception

2. Needs

3. Values

Real People: [1987; revised 1992]; Lawrence E. Green:http://www.skyenet.net/~leg/succtril/stskills.htm


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Conflict – Examine the CausesWhy people argue – Types of ConflictPerception - Most often a misunderstanding

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Why people argue – Types of ConflictNeeds

Different goals - Different and cooperativeAgree to disagree


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Values

Different goalsDifferent and

non-cooperative“You and anyone

that looks like you…”


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1. Perception2. Needs 3. Values

This presentation’s techniques address Perception and Needs-based conflict

Value-based conflict is very hard to address. Best to try to turn it into a Needs-based issue.




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Demonstrations of Conflict:

Decisions, Behaviors


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Reasons for Conflict


Insights and Ideas


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Source of Conflict


Insights and Ideas

Thinking


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Improved Insights and Ideas

Improved Thinking


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Intelligence and Thinking

We can consider that intelligence and thinking are different.

Intelligence is our innate capability, what we’re born with.

Thinking, on the other hand, is how we learn to use our intelligence, and as such, is a skill.


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Thinking is a Skill

In one comparison, intelligence is the race car and it’s finite mechanical capabilities,

and thinking is the driver who can learn more and more about how to maximize the utility of the car.

As a skill, like bowling, golfing, cooking, etc., it can be actively improved.




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Thinking is an Improvable Skill

Improved Communities




Improved Thinking

Impact of Improved Thinking:AgricultureWater powerElectricityAssembly line

Electronic communicationsCompound interest Imagination Interpersonal Communications


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Collaboration Tips – “operating system”

Why would you upgrade your operating system on the same hard disk?.


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Collaboration Tips

“operating system” revision:

conflict: merely the discovery of different points of view.

.


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conflict: merely the discovery of different points of view


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conflict: discovery of different points of view.

.


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conflict: discovery of different points of view.

.




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Conflict “DNA”: [thinking]

I AM my idea…….

Or

My idea is only a current option….

.


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Conflict “DNA”: [thinking]I AM my idea…….

When challenged, I take it personally,

and behave defensively to protect ME

And, defending my idea (me!) , I respond

“If you knew half of what I know about this situation you’d have a clue about what to do…..(How can I fly with the eagles when I’m surrounded by….)


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Conflict “DNA”: [thinking]Or

My idea is only a current option….

When challenged, I step to the side of an interpersonal battle and, hunting for the best idea, I respond

“ I think you’re full of beans but I’d like to hear about how you see this…”

.


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Conflict “DNA”: [thinking]

Unproductive conflict is all about interpersonal defense

Productive conflict is all about uncovering options.

.


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Collaboration Strategy:Resolve conflict by resolving options


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Collaboration Tips:

Dialogue is a conversation that generates new knowledge.

Dialogue is a catalyst for learning.

Dialogue helps us appreciate options.




61Cooperative Support

EffectiveDecision

+

+

-

-

Compete

Avoid Accommodate

Collaborate

Compromise

Dialogue


Three Kinds of Decisions and Behaviors

• Intelligent• Emotional• Instinctive

When people are stressed they most often default to emotion or instinctive behaviors and often making decisions they later regret. The trick is to keep the interaction non-emotional.

Using effective thinking processes help keep people thinking more intelligently.

Collaboration Skills – How This Works - Macro

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.

Axons exchange information (chemical/electrical) to generate new ideas (dendrites)

Questions (dialogue tools) provoke this learning.

Collaboration Skills – How This Works - Micro

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Collaboration Tips:

Our strategy will be to use techniques that guide our thinking to promote, even provoke, dialogue.

Role of Tools:

Productive dialogue requires the presentation of different points of view and substantiation with data when possible.

Tools allow the team to physically place the issue out in front of the group, while minimizing distracting personality issues.

Tools help teams build and support great decisions.


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Dialogue Tools – Some of the OptionsAffinity DiagramBenchmarkingBig Picture – Heuristic RedefinitionBrainstormingBusiness Environment AnalysisCause/Effect DiagramCharterCreative Thinking SkillsCross Functional Process MapCulture and BehaviorsCustomer ResearchDecision MatrixFive Dysfunctions of a TeamForce Field DiagramGantt Chart Great Team TraitsImpact/Ease DiagramImprovement ProcessInterrelationship DigraphKano ModelLeading ChangeMeeting ProcessMoments of Truth

MultivotingNeed a Team?P/R MeasurementsPareto DiagramProcess Decision Program ChartProcess Flow ChartPrioritizing ProcessPurpose, Vision, Goals, Strategies & PlansRelationship DiagramRelationship StrategiesScoreboardShow Me the Money – Cost Benefit AnalysisShow Me the Money – ContinuedSix Thinking Hats (de Bono)Smart CriteriaStage Theory - Stages of Team GrowthStoryboardSystematic Diagram - Tree DiagramValue ChainWaste SearchWorkflow DiagramWork Room Set up

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Collaboration Skills – Behaviors and ThinkingBehavior and Thinking Options

Cooperative Support

EffectiveDecision

+

+

-

-

CompeteMe>us

AvoidFear>me

AccommodateYou>me

CollaborateIdea>us

CompromiseUs>idea

Dialogue



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Goal Options

or


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My Dialogue Coaching Hero?

a. Lone Ranger

b. Mary Poppins

c. Columbo


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1. Introduction

2. Current Reality




6. Summary & Close

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Principled Negotiation – Getting to Yes1. Separate people from the problem2. Focus on interests not positions3. Invent options for mutual gain4. Insist on using objective criteria

Principled Negotiation/ Collaboration Tools1. Fundamental Brainstorming2. Build a Better Meeting Process3. AB See4. SMARTR criteria5. Six Thinking Hats (Edward de Bono)

Collaboration Skills – Techniques & Tools

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1. Fundamental BrainstormingSeeking Options

a.Clarify the topic and process.

b.Discuss and document “a win”scoreboard, success as measured by

a.Generate ideas. Use Post Its; write one idea per sheet, large writing. Give each member 5 minutes alone to work quietly.

b.Clarify ideas - each person presents one of their ideas at a time on a flipchart taped to the wall.

c.Promote and provoke dialogue. Sell your idea in terms of the scoreboard criteria.

Collaboration Skills – Techniques & Tools2. Build An Effective Meeting Process




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Better Meeting Process - Client ExampleCollaboration Skills – Techniques & Tools

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3. AB See – How to

a. Assemble two opposing persons in a room with a third person.

b. Decide which opposing person is A and Bc. Flip a coin to decide who goes first, let’s say A.d. A speaks while B can only listen while they take notes.e. When A says they’re done, B must report what they

heard A said without any editing etc. When B is done, A must confirm B heard A. If not, B continues.

f. Reverse roles and repeat.


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4. SMARTR Criteria

S – SpecificM – MeasurableA – AccountableR – Realistic; Reasonable chance of achievement.T – Time boundR - Resources

Use to clarify the components of your goals.

Source: ICI Industries


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4. SMARTR examples

FROM Improve business

TOGroup A will Generate 15% increase in billings in xyz marketsegment by January 2002 with $1.5 M budget and four newhires.

FROM Stay current in xyz field

TO Tom B. will attend four legal seminars in the next 12 months(at least one of which is business or technology oriented)spending less than $10K.


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5. Six Thinking Hats

Six Thinking Hats has been developed by Dr. Edward de Bono, regarded by many as the leading international authority on the direct teaching of creative thinking.

White Hat - information known or needed - neutral and objective

Red Hat - Feelings, hunches, intuition, and emotions

Black Hat - Judgment, devils advocate, why it will not work, risk

Yellow Hat - Optimism, values and benefits, why it will work

Green Hat - Possibilities, alternatives, and new ideas

Blue Hat - Managing the thinking process - the "control hat"

Six Hats Cover.jpg


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Six Thinking HatsConsiderations

the Hats concept; traditional link between thinking and hats; hats can be put on and taken off easily;six hats, colors, types of thinking; each indicates a roleseparating acts of thinkingA/B argument, Greek traditionparallel thinking; aligned, synergistic; ideas stored in patterns; not group think



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Six Thinking HatsConsiderations

creativity vs. 6Hthinking ingredientblack hat easewhy 6use alone, conversation, meeting, reportsobservations - all hats are often represented at a meeting, but at the same timefundamental vs. gee whiz

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Principled Negotiation – Getting to Yes1. Separate people from the problem2. Focus on interests not positions3. Invent options for mutual gain4. Insist on using objective criteria

Decision Making Tools1. Options2. Impact Ease Diagram3. Interrelationship Digraph4. Decision Matrix5. Morphological Box


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Collaboration Skills – Techniques & ToolsSelect Ideas – Some Options

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Select Ideas -Impact Ease Diagram

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Interrelationship Digraph

MJII p.

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Collaboration Skills – Techniques & ToolsDecision Matrix

Scoring system: 5= high impact, 3= moderate impact, 1=low impact

Options Quality Cost Deliv Innov Support $ Total

Loan Request Process

3 2 3 1 2 1 12

Loan ReviewProcess

3 4 5 1 3 1 17

Credit Check Process

5 6 1 4 4 3 22



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Select Ideas - Morphological Box

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Collaboration Tools – Some of the OptionsAffinity DiagramBenchmarkingBig Picture – Heuristic RedefinitionBrainstormingBusiness Environment AnalysisCause/Effect DiagramCharterCreative Thinking SkillsCross Functional Process MapCulture and BehaviorsCustomer ResearchDecision MatrixFive Dysfunctions of a TeamForce Field DiagramGantt Chart Great Team TraitsImpact/Ease DiagramImprovement ProcessInterrelationship DigraphKano ModelLeading ChangeMeeting ProcessMoments of Truth

MultivotingNeed a Team?P/R MeasurementsPareto DiagramProcess Decision Program ChartProcess Flow ChartPrioritizing ProcessPurpose, Vision, Goals, Strategies & PlansRelationship DiagramRelationship StrategiesScoreboardShow Me the Money – Cost Benefit AnalysisShow Me the Money – ContinuedSix Thinking Hats (de Bono)Smart CriteriaStage Theory - Stages of Team GrowthStoryboardSystematic Diagram - Tree DiagramValue ChainWaste SearchWorkflow DiagramWork Room Set up

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1. Introduction

2. Current Reality




6. Summary & Close

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Collaboration Skills – Summary & Close

We have options regarding how we work in meetings:

Cooperative Support

EffectiveDecision

+

+

-

-

Compete

Avoid Accommodate

Collaborate

Compromise

Dialogue

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Thinking is a Skill

Improved Communities




Improved Thinking


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Collaboration - Choices



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Corporate Team Work

"Not finance.

“Not strategy.

“Not technology.

It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare..."

Patrick Lencioni Five Dysfunctions of a Team


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Next Steps:

1. Select a business goal that needs attention.

2. Identify the behaviors, decisions, and ideas that you would prefer to see.

3. What thinking approach and style would produce the preferred ideas, behaviors and decisions that would deliver the business goal you seek?

4. Then find a resource to help you learn to think that way.

Collaboration SkillsImplementation



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Emphasizingimportance ofcollaborationskills ?

King or Kid ?

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Collaboration SkillsImplementation

Attitude Choices – read in columns

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Plan for your successful implementation of this new thinking.

“Leadership is not about what you know…

It’s about what you do with what you know.”

James Belasco

Q & A resources next


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Resources: www.johncanfield.com

Article Series YouTube Seminars

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Collaboration Skills - 90 min - 2.17 - PMI Upstate New ... · Collaboration Skills PMI Albany –...

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