RM-1February20122012BrendaShull,Ph.D.Today’sSession今日題目Mentalmodels思維模式Listening聆聽Conflict沖突DealingwithDifficultPeople和不隨和的人相處RM-2RM-3Aquestionyouhaveaskedme:

你曾經問過我的一個問題:HowdoIgetmyworkerstodotheirjobbecausetheywantto,notjustbecausetheyhaveto.Theyarebusy,butmindless.如何使我的員工做他們想做的工作而不僅僅是他們必須去做。他們很忙，但好像是不愛動腦筋Mentalmodels

arethedeeplyheldbeliefs,imagesandassumptionsweholdaboutourselves,ourworldandourorganizations.

思維模式

是我們對自己,我們的世界和組織根深蒂固的信念，圖像和假設RM-5LeadershipDevelopmentPlanThesuperiorleadergetsthingsdoneWithverylittlemotion卓越的領導稍用點心就能把事情辦好。HeimpartsinstructionnotthroughwordsButthroughdeeds他傳授指令不是通過語言而是通過自己的行為。HekeepsinformedabouteverythingButinterfereshardlyatall.他不斷地了解情況幾乎不受到任何干擾。Heisacatalyst他是催化劑Whentheysucceedhetakesnocredit.AndbecausehetakesnocreditCreditneverleaveshim他成功的時候從不把榮譽歸功自己，因為他從不把榮譽歸功自己，所以榮譽一直屬于他。6Whenwasthiswritten?

這個是什么時候寫的？Inthe6thCentury在六世紀Lao-Tzu老子7WhatdoesResearchsaythat

HighPerforming

TeamsNeed?

研究顯示高效團隊需要什么？Differentstage不同階段Employeegrowth員工成長Dependent依賴Independent獨立Interdependent相互依賴Managementrole管理角色Tell傾述Influence影響Collaborate合作Humangrowth人口增長Child孩子Adolescent青春期Adult成人10Wedon’thavetobeSuperHero我們不必成為超級英雄

12DiagnoseYourTeam!診斷你的團隊

14HighPerformingTeams高效團隊15TeamImpactCapabilitiesCap能力能力Power動力PowerPwPParPractices實踐PParticipationParticipation參與ClarificationClarityCommitmentCommit承諾mentTaskPeopleTeamwork團隊Purpose目的Empowerment授權DiagnosingMyTeam:ScoringGuide診斷我的團隊：得分指南16People人Task任務CapabilitiesPower#18#10#5#17#11#1Practices實踐Participation參與#12#10#4#7#15913Clarity透明度Commitment承諾#14#8#2#16#6#3Note:Thisisaself-diagnosticsurveythatreflectyourperceptionsofhowyourteamworks.uarethebestjudgeofwhetherthedescriptionisaccurate.ScoreInterpretationGuidelinesIfyourscoreineachboxis:6orless+loweffectivenessinthisarea7to10=mediumeffectiveness11to15=higheffectivenessinthisareaIwantit!HowdoIgetthishighperformingteam?我想要它！我如何能得到這個高效團隊？RM-17Whenmanagersareaskedwhatistheonebehaviortheywouldchangeintheirbosssotheteamwouldhavemoreenergy?

當經理人被問到老板的什么行為改變會使團隊更有活力？Askmoreandtellless.多問少告訴。18RM-20Lookatyourstory.Isthereavictim?IsthereaVillain?看看自己的故事。有受害者嗎？有壞人嗎？Weputour“story”inthisstatussowearehelplesstocontroloutcomes.我們把我們的“故事”放到這個位置上，所有我們無法控制結果BasicPrinciplesofCollaborativeLeadership&Coaching領導合作的基本原則和指導

Focusonthesituation,issue,orbehavior,notontheperson.聚焦情況、問題、或行為,而不是人Maintaintheself-confidenceandself-esteemofothers保持自信和其他人的自尊3.Maintainconstructiverelationships&askforinput保持良好的關系并要求投入4。Takeinitiativetomakethingsbetter.主動使事情變得更好5.Leadbyexample.起帶頭作用。6.Thinkbeyondthemoment.以后再思考21RM-23Conflict:Opinions&Emotions

沖突：觀念和情感Perhapsyouhaveobservedyoungchildrenoftoday.Whenachildreallywanted

somethingandtheparentssaidno,

whatdidthechilddotoconvincethem?也許你曾經觀察過今天的孩子們。當一個小孩真想要一樣東西而父母不同意時，這個小孩會如何去做去說服他們？RM-24Recentsurveydataindicates…

最近的調查顯示。。。ManagersinU.S.spendabout25%oftheirtimehandlingconflicts…美國的經理人們花費他們25%的時間去處理沖突。RM-24Negotiatingoverresources就資源談判Handlingdisagreementsoverpoliciesorprocesses處理政策和過程中的分歧Dealingwithcomplaints處理投訴Enforcingrules自我實施條例Managinginevitablefrictionsandresentmentsbetweenpeople管理人們直間不可避免的摩擦及怨恨RM-26FiveModesofManagingConflict五種處理沖突的模式RM-27TheFiveConflict-HandlingModes五種處理處理沖突的模式RM-27FromThomas-KilmannConflictModeInstrumentbyK.W.ThomasandR.H.Kilmann,1974,2000.PaloAlto,CA:Xicom,Incorporated,subsidiaryofCPP,Inc.Copyright1974,2000byCPP,Inc.Usedwithpermission.RM-28TheFiveConflict-HandlingModes:

Win&LoseAssessment

五種處理沖突的模式：贏輸的評估RM-28FromThomas-KilmannConflictModeInstrumentbyK.W.ThomasandR.H.Kilmann,1974,2000.PaloAlto,CA:Xicom,Incorporated,subsidiaryofCPP,Inc.Copyright1974,2000byCPP,Inc.Usedwithpermission.OutcomeKey結果Lose-Lose雙輸Win-Lose贏輸Win-Win雙贏Lose-LoseWin-LoseWin-LoseWin-LoseWin-WinRM-30Iwilltakeadeepbreath.我會做一個深呼吸。Iwillthinkaboutmyresponse我會考慮我的反應.Iwillgetacleargoalofwin/win.我會得到一個明確的目標雙贏Areyouinhealthydialogue?你的對話健康嗎？IsthereFightorFlight？是打還是逃跑？SilenceorViolence?沉默還是暴力？Whatdoesthislooklike?這個看起來像什么？RM-31RM-32DealingwithDifficultEmployees

對待不隨和員工

WhyAreDifficultEmployeesLikeThat?不隨和員工為什么會那樣？Theyhavegottenawaywithitinthepast.他們過去曾經成功過。Theyhaveadifferent“story.”他們有著一個不同的“故事”。

32RM-33BasicPrinciplesofCollaborativeLeadership

合作領導的基本原則

Focusonthesituation,issue,orbehavior,notontheperson.聚集情況，問題或行為，而不是人Maintaintheself-confidenceandself-esteemofothers.保持自信及他人的自尊。Maintainconstructiverelationships&askforinput保持建設性關系及并要求投入。Takeinitiativetomakethingsbetter.主動是事情變得更好Leadbyexample.做好榜樣33Practiceyourconversation

訓練你的談話Evaluatebeforeyouact.行動之前要評估Actonthefacts—whatisthestoryyouaretellingyourself?在事實的基礎上采取行動---你對自己講什么故事？Developaplanforprivateplace.Startwithcommonissue.為私人的地方做個計劃。從普通的問題開始Ask:Activelylistentotheirsolution.問：主動聽取他們的解決方案。SummarizewithSMARTaction.使用SMART方法總結行動。RM-34TryS.T.A.T.E.Startwithwhatyoureallywant.從你想要的開始T