400 final
Tamummy
Wk_6SU21.pptx
LDSR 400 Managing Conflict
Lecture #6
Crucial Accountability Pt. 2
Professor R.Williams
Ice Breaker
Share one thing that is an intrinsic motivation for you.
Share one example of when you took on a task for an extrinsic motivation.
How did the fact the motivation was intrinsic or extrinsic impact you?
https://www.verywellmind.com/differences-between-extrinsic-and-intrinsic-motivation-2795384
Explore the “what” & ”If” questions and then master your story and you will be better prepared to undertake an accountability crucial conversation
1. Master my stories.
2. Tell the rest of the story.
3. Look at all six sources of influence – personal, social and structural influences.
4. Expand motive to include the influence of others on the violated promise.
5. Examine ability and ask the question, can they do what is required?
Summary and what is next – Crucial Accountability
Me First
Right conversation
My story
Create safety
Respect & purpose
Describe the gap
Action
Have a plan
Follow-up
Rest of the story
Make it motivating
Make it easy
Stay flexible and focused
What are best practices?
“A best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result. A commitment to using the best practices in any field is a commitment to using all the knowledge and technology at one's disposal to ensure success.
The term is used frequently in the fields of health care, government administration, the education system, project management, hardware and software product development, and elsewhere.”
Retrieved from https://searchsoftwarequality.techtarget.com/definition/best-practice
During the accountability crucial conversation
During the accountability crucial conversation… describe the gap
Describe the Gap
Between expectation and behaviours
Start with safety
Share your path
End with a question
1. What does it mean to start with safety?
People feel unsafe when they believe in one of two things.
1. Respect: you don’t respect them (you lack mutual respect).
2. Purpose: you don’t care about their goals (you lack mutual purpose).
When safety is threatened, people go to silence or violence.
Best practices to creating safety
If you suspect the person will feel offended or defensive, prepare before hand by explaining what you do and do not mean.
Build/ create mutual purpose, ie: “We both want a healthy work environment, right?”
Ask for permission.
Be gracious.
Speak in private.
Avoid inappropriate humour.
Don’t attack the group to deal with one person’s infraction.
2. Share your path
Remember the Path to Action Model?
What details do we talk about?
Where do you start?
Best practices to sharing our path
Share your Story
Start with the facts of your story
Example p. 96 (Me & Martha)
Explain the what , not the why – “facts tells us what is going on
What example: You spoke so quietly it was hard to hear.
Conclusions tells us why we think it’s going on. Why example: You’re afraid.
Gather facts from them as well
No harsh conclusions
3. End with a question
End with a simple diagnostic question…
What Happened?
Best practices to ending with a question
State one question and then LISTEN
Listen for the 6 areas of influence to help you diagnose the problem:
Is it a motivation problem?
Is it an ability problem?
Remember to listen to the underlying cause
In Pairs or Small Groups
Role play.
One person did not finish their contribution to a group project time.
The other person was disappointed when this commitment was broken.
If you have a third person, observe the interaction.
Using what we learned so far…….
What was your story?
Learn their story?
Did you create safety?
Did you state the gap?
Did you end with a question?
What are best practices?
“A best practice is a technique or methodology that, through experience and research, has proven to reliably lead to a desired result. A commitment to using the best practices in any field is a commitment to using all the knowledge and technology at one's disposal to ensure success.
The term is used frequently in the fields of health care, government administration, the education system, project management, hardware and software product development, and elsewhere.”
Retrieved from https://searchsoftwarequality.techtarget.com/definition/best-practice
During the accountability crucial conversation… make it motivating
We want to help others
want to take action,
to see the gap, and
create an accountability plan to move forward.
Best practices to make it motivating
Everyone is motivated by something
Motivation is brain driven – people choose their behaviour
Motivation is influenced by innumerable sources, both inside and out
Don’t rely on power, perks or charisma to motivate – they won’t work (see pp. 111-116 for further discussion)
“Here’s what motivation comes down to: change other’s view of the consequences bundle and their behavior will follow” (p. 111)
Consequences of behaviour
Natural consequences Consequences (or results) provide the force behind all behavioural choices. Natural consequences result when our actions put into play forces that happened independently of someone making them happen.
For example: If you choose not to study, you will likely fail an exam. If you fail too many exams, you likely will not pass the course. Your behavior determines your outcomes, not the material, the professor, the school, your other classmates.
How do we help people see the consequences of their poor Actions?
Make the invisible visible – we talk to them!
We link their behaviour to an existing value that they say is important to them or is shared by both of us – ie. Honesty or $ security or ___.
Link their behavior to long-term painful consequences
Hold up a mirror – ask them how they see it from their perspective
Don’t turn consequences into threats
Keep searching until you find the consequence that connects with the other person’s values to help motivate them
(Example #1 p. 126; Example #2 p. 132) *
Practice
You are a manager at local manufacturing business. Your sales associate is not submitting their expense report on time. This is delaying your ability to manage the bookkeeping and reporting out your cashflow to your boss.
Make it motivating
Identify and discuss how the best practices will help you as a manager have a more effective conversation with the sales associate.
During the accountability crucial conversation… make it easy
How to make keeping commitments almost painless.
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Motivation and ability are linked
If a task is difficult, disgusting or dreary, we need to think about ability and motivation in more complex ways.
Sometimes the problem is ambiguous or confusing –we need to keep asking questions to get to the heart of the issue.
Sometimes the problem is complicated – we need to untangle the various barriers to get to the heart of the issue.
Sometimes the problem is masked – people hide the genuine source of the problem because of fear or embarrassment, pride, anger, anxiety or shame.
Tools for making it easier
Jointly explore barriers to the problem from each of your perspectives.
Avoid quick advice – it may help in the short-term but will not necessarily be the best long-term solution.
Tools for making it easier
Problem solve together – work jointly to create a plan of action.
Start by asking for ideas.
Don’t
bias the response by just stating your idea and asking them to buy into it.
manipulate or pretend to involve them (Example p. 150).
feel the need to have all the answers.
Go back to the 6 sources of influence and brainstorm ability barriers
Personal barriers to ability
Social barriers to ability
Structural barriers to ability
And keep asking yourself:
“Will this person still have problems if we address this ability issue?
Will other people have similar problems?
Have we identified all the root causes?”
Making it easy best practices
Ask for permission when engaging the conversation about root causes. Permission will help you build trust and keep safety in the forefront.
Ask for feedback and be humble and willing to see how you have contributed to the problem.
Be respectful.
Always check your own attitude and bias when having an accountability conversation – what is the outcome you desire; how will you plan and prepare to achieve that outcome.
Check both sides – make sure the other person is ready and willing to do what’s required once you taken the steps to motivate them and enable them.
Test commitment
Together
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Practice
You are a manager at local manufacturing business. Your sales associate is not submitting their expense report on time. This is delaying your ability to manage the bookkeeping and reporting out your cashflow to your boss.
Make it easy
Identify and discuss how the best practices will help you as a manager have a more effective conversation with the sales associate.
During the accountability crucial conversation… Stay Focused and Flexible
What to do when others get sidetracked, scream, or sulk
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Stay Focused and Flexible best practices
Be flexible:
Note new problem
Select the right problem: the original problem, the new one, or both.
Resolve the new problem and return to the original issue.
Be focused:
Deal with problems one at a time.
Consciously choose to deal with the new issues; don’t allow them to be forced upon you.
(p.g. 167)
Stay Focused and Flexible best practices
Failed Promise (p.g. 174)
Set clear expectations
End by stating, “If something comes up, let me know as soon as you can.”
If they make excuses, deal with the violation of trust
New issue (p.g. 176)
Announce the change in topic, resolve and then decide to go back
Anger (p.g. 181)
Ensure you are safe
Then dissipate the anger prior to continuing the discussion
Exploring the Other Persons Path
“What is going on? I promise to just listen.”
Hold up a mirror when words don’t match body language and tone.
Describe in simple terms what you observed.
When someone does share, summarize what they said to test for comprehension.
It is not going well, have a safety value.
Step back and take some time.
(p.g. 181 – 189)
Questions
For next two weeks
READ:
Crucial Accountability by Patterson, Grenny, Maxfield, McMillan & Switzler (2013)
Part 2: Chapters 3-6, pp. 73-191
Part 3: Chapters 7-9, pp. 193-246
Reflection Paper #2
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