COMMUNICATION FOR CHANGE Lorie Richards, PhD, OTR/L Chair and Associate Professor, Division of...
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Transcript of COMMUNICATION FOR CHANGE Lorie Richards, PhD, OTR/L Chair and Associate Professor, Division of...
COMMUNICATION FOR CHANGE
Lorie Richards, PhD, OTR/L
Chair and Associate Professor, Division of Occupational Therapy, University of Utah
Presented at the UOTA annual conference 10/03/2013
INTERPERSONAL COMMUNICATION
According to Albert Mehrabian (renowned expert in
human communication):• 7% Words - Literal• 38% Tone of Voice – Subject to Interpretation• 55% Context, Body Language – Subject to Interpretation• In other words…
Communication is 7% about WHAT you say and 93%
about WHO you say it to!
WHAT IS A “FRAME”
“A frame is a mental model-a set of ideas and
assumptions-that you carry in your head to help you
understand and negotiate a particular “territory.” A good
frame makes it easier to know what you are up against
and, ultimately, what you can do about it.”
(Bolman, L. G., & Deal, T.E. (2008). Reframing Organizations: Artistry, Choice and Leadership. San Francisco:
Jossey-Bass, p. 11)
WHY REFRAME?
Gain clarity
Generate new options
Widen scope
Find viable strategies
Consider multiple viewpoints/voices
Demonstrate flexibility and inclusion
Create new opportunities
4 MAJOR FRAMES
• Structural
• Human Resource
• Political
Symbolic
STRUCTURAL
Depicts a rational world
Emphasis: organizational architecture, organizational charts,
Clear goals, structure, specialized roles
Rules, policies, procedures
Hierarchies or formal relationships to coordinate
activities
Metaphor: Factory, bureaucracy
HUMAN RESOURCES
Individuals find meaningful and satisfying work and
organizations get the talent and energy they need to succeed
Invest in people
Empower employees
Provide information and support
Quality problems are cross-functional
Metaphor: Extended Family
POLITICAL
Coalitions
Decisions involve allocating scarce resources-who gets what – competition
&
parochial interests
Conflict at the center of day-to-day dynamics; power becomes the most
important asset
Bargaining, negotiations and compromise
Solutions arrive from political skills and acumen
Metaphor: Networking; Jungle
SYMBOLIC
Emphasis on culture, symbols, spirit as keys to organizational
success
Emphasis on rituals, ceremonies, stories, heroes and myths rather
than rules, policies and managerial authority
Culture forms the superglue that bonds an organization, unites
people, and helps an enterprise accomplish desired ends
Metaphor: temple, theater, tribe
OVERVIEW OF ALL 4 FRAMES
Aspect Structural Human Relations
Political Symbolic
Metaphor for organization
Factory or machine
Family Jungle Carnival, Temple, Theater
Central concepts
Rules, roles, goals, policies, technology, environment
Needs, skills, relationships
Power, conflict, competition, organizational politics
Culture, meaning, metaphor, ritual, ceremony, stories, heroes
Image of leadership
Social architecture
Empowerment Advocacy, political savvy
inspiration
Basic leadership challenge
Attune structure to task, technology, environment
Align organizational and human needs
Develop agenda and power base
Create faith, beauty, and meaning
WHY SHOULD I CARE ABOUT ALL 4 FRAMES?Frame: Some
Strengths:Barriers:
Structural Formal patterns and policies; analyze and design
Rigid, lack of flexibility, need to know who is in charge
Human Resource Train to build new skills; participation and involvement; team building
Multiple group meetings that produce little
Political Create arenas for negotiating issues, forming new coalitions
Conflict between winners and losers
Symbolic Transition rituals, mourn pass, celebrate future, build a culture
Loss of meaning and purpose; clinging to the past
NEGOTIATION
NEGOTIATION is a COMMUNICATION PROCESS
we use when we want something from someone or
someone wants something from us.
NEGOTIATION STYLES
Competing
Collaborating
Compromising
Avoiding
Accommodating
COMPETING
Description:
Knows how to work the power part in any negotiation
Let’s make a decision
Focus on the money, outcome
Behavior:
Will do and say anything that can grant the person the capability of
winning at all cost, even if it means defeating others
Know how to open, position, leverage,
COLLABORATING
Description:• Facilitate the process• The question asker• Looks at different alternatives• Out of the box thinker
Behavior:
Very engaged and highly interactive during a negotiation
They gain pleasure from solving the problems facing a
committee, group, etc
COMPROMISING
Description:
Operates in the “you take a turn” approach
Splits the difference to gain an agreement
Always looking for ways to close the gap
Behavior:
Engaged and very aware of their surroundings and others in
order to figure out the answer on how to close the deal
AVOIDING
Description:
Don’t like to talk about it
Use technology to their benefit (emails, voice mails)
Behavior:
Has figured out how to defer or miss any type of
discussion that may be controversial
ACCOMMODATING
Description:
Team player
Helping others
Focus on interaction
Behavior:
Very sensitive to others’ emotions, actions, etc
Excellent listener; but lacking the courage to speak up
MANAGING THE STYLES
Competing• You
• List ~ Develop a list of the needs and wants of the OTHER party. Refer to this list when you have your conversation
• Help ~ Identify 3 ways you can help the other person
• Others• Listen ~ Don’t act competitive • Caucus ~ Try to work with the other party off line to
determine what are their fears and help them identify what is a must and what is not
MANAGING THE STYLES
Collaborating• You
• List ~ Write down and refer back to your needs and wants. COMMUNICATE them to others.
• Questioning ~ Don’t just ask questions for the sake of asking questions
• Others• Keep it Simple ~ Re-state the questions into a more
simplistic approach in order to peel back any unnecessary complexities.
• Summarize ~ What has been decided?
MANAGING THE STYLES
Compromising• You
• List ~ Develop a list of questions to ask during the conversation. (Ask 25+%)
• Identify ~ Figure out what are the items you will not give into. Refer to them during the meeting.
• Others• Question ~ Ask the necessary questions that will help
the party not just give in on the first option identified
MANAGING THE STYLES
Avoiding• You
• List ~ Develop a list of questions to ask during the conversation
• Script ~ Write out the script you will use to begin the talk. Read it, if necessary!
• Others• Face-to-Face ~ Don’t engage into a technology driven
discussion. Go in person for discussion.
MANAGING THE STYLES
Accommodating• You
• List ~ Write down and refer back to your 1 to 3 expectations you would like to communicate about your work/responsibilities
• Others• Engage ~ Ask the person to share with all how they
would benefit from the discussion/negotiation
STYLES TO USE WHEN OTHERS ARE….
Competing: collaborating, avoiding
Accommodating: collaborating
Avoiding: collaborating, competing
STYLES TO USE WHEN OTHERS ARE….
Collaborating: Competing
Compromising: Collaborating,
accommodating
PERSONALITY STYLES( I N S I G H T S D I S C O V E R Y S Y S T E M )
Understanding yourself
Understanding others
Learning to adapt to better connect with others• In Order To….
• Build stronger interpersonal relationships• Value and integrate our differences• Increase leadership, team and influence effectiveness
http://www.inside-inspiration.com.au/index.html#.Uk39WNKshcZ
JUNGIAN PREFERENCES
Three pairs of preferences:• Introversion and Extraversion:
• The way we react to outer and inner experiences
• Thinking and Feeling (Judging):• The way we make decisions
• Sensing and Intuition (Perceiving):• The way we take-in and process information
HOW WE EXPRESS OUR ENERGY
Introvert ExtrovertQuiet Talkative
Observant Involved
Inwardly focused Outwardly focused
Depth focused Breadth focused
Intimate Gregarious
Reserved Flamboyant
Reflective Action oriented
Thoughtful Outspoken
Cautious Bold
HOW WE MAKE DECISIONS
Thinking FeelingFormal Informal
Impersonal Personal
Analytical Illogical
Detached Involved
Objective Subjective
Strong-minded Flexible
Competitive Accommodating
Particular Ambivalent
Task-focused Relationship focused
HOW WE SEE THE WORLD
Sensation IntuitionSpecific Global
Present-oriented Future-oriented
Realistic Imaginative
Consistent Unpredictable
Down-to-earth Blue-sky
Practical Conceptual
Precise General
Factual Abstract
Step-by-step Spontaneous
“BLUE” ENERGY“ D O I T R I G H T ”
Approach to life: High standards and correct
Goals: Understanding
Seen by others: Analytical and distant
Strengths: Knowledgeable & detailed; Air of competence;
Asks probing questions; Thorough follow-up
Liabilities: Initial interaction may be difficult or stuffy;
Questions may be seen as critical & insensitive; May overlook
others’ feelings; May focus on inconsequential details
“RED” ENERGY“ D O I T N O W / G E T I T D O N E ”
Approach to life: Inner certainty; Focus on action
Goals: Personal achievement and meeting challenges
Seen by others: Impatient
Strengths: Confident, determined; Loves challenges;
Focused; Influencing others
Liabilities: Poor listener; Can be seen as arrogant;
May push too hard; Doesn’t wait for feedback
“GREEN” ENERGY“ C A R I N G & S U P P O R T I V E ”
Approach to life: Focus on stability, values & supporting others
Goals: Harmony
Seen by others: Mild & docile
Strengths: Builds deep, long-term relationships; Natural listener;
Sincere & warm; Persistent
Liabilities: Slow to adapt; May lack enthusiasm in asking for a
decision; Avoids rejection; Takes difficulties
personally
“YELLOW” ENERGY“ F U N & C R E AT I V E ”
Approach to life: Fun & interaction
Goals: Big picture; Creativity
Seen by others: Disorganized
Strengths: Quick to build relationships; Friendly & sociable;
Adaptable, imaginative; Skillful presenter
Liabilities: May lack focus; Too casual for some; Poor planning and
follow-up
Can lose interest
4 INSIGHTS ENERGIES
We have ALL four ALL the time
Which we use depends on who we’re working with
and what we’re working on • Less conscious persona – at home, the instinctive
you• Conscious persona – how you see yourself and way
present at work
HOW TO INTERACT WITH A…
Blue• Do
• Be well prepared and thorough; Put things in writing; Give them time to consider all the details
• Don’t• Be flippant on important issues; Change
routine without notice; Call a meeting without an agenda
HOW TO INTERACT WITH A…
Red• Do
• Be direct and to the point; Focus on the results and objectives; Be confident and assertive
• Don’t• Hesitate or dilly-dally; Try to take
over; Say it can’t be done
HOW TO INTERACT WITH A…
Green• Do
• Be patient and supportive; Slow down and work at their pace; Ask their opinion, give them time to answer
• Don’t• Take advantage of their good nature; Push
them to make quick decisions; Spring last minute surprises
HOW TO INTERACT WITH A…
Yellow• Do
• Be friendly and sociable; Be entertaining and stimulating; Be open and flexible
• Don’t• Bore them with details; Tie them down
with routine; Be gloomy or pessimistic; Ask them to work alone
TAKE HOME MESSAGE
When you want to persuade a person to buy in to a
change, think about:• What frame (s) to use to make your argument• What negotiation style (s) will be most effective for
the person in this situation• What personality style is the person mostly likely to
be with whom you’ll be communicating.
THANK YOU!