领导力挑战冲突和倾听的习惯

RM-1February20122012年二月BrendaShull,Ph.D.布伦达沙尔博士Today’sSession今日题目Mentalmodels思维模式Listening聆听Conflict冲突DealingwithDifficultPeople和不随和的人相处RM-2RM-3Aquestionyouhaveaskedme:你曾经问过我的一个问题:HowdoIgetmyworkerstodotheirjobbecausetheywantto,notjustbecausetheyhaveto.Theyarebusy,butmindless.如何使我的员工做他们想做的工作而不仅仅是他们必须去做。他们很忙，但好像是不爱动脑筋RM-4Mentalmodelsarethedeeplyheldbeliefs,imagesandassumptionsweholdaboutourselves,ourworldandourorganizations.思维模式是我们对自己,我们的世界和组织根深蒂固的信念，图像和假设RM-5LeadershipDevelopmentPlanThesuperiorleadergetsthingsdoneWithverylittlemotion卓越的领导稍用点心就能把事情办好。HeimpartsinstructionnotthroughwordsButthroughdeeds他传授指令不是通过语言而是通过自己的行为。HekeepsinformedabouteverythingButinterfereshardlyatall.他不断地了解情况几乎不受到任何干扰。Heisacatalyst他是催化剂Whentheysucceedhetakesnocredit.AndbecausehetakesnocreditCreditneverleaveshim他成功的时候从不把荣誉归功自己，因为他从不把荣誉归功自己，所以荣誉一直属于他。6Whenwasthiswritten?这个是什么时候写的？Inthe6thCentury在六世纪Lao-Tzu老子7WhatdoesResearchsaythatHighPerformingTeamsNeed?研究显示高效团队需要什么？WhatWorkersNeedforSuccess工人的成功需要什么？•Aculturethatchallengesthemtobethebesttheycanbe一种使他们成为他们最好自己的文化•Asenseofteamthatnurturesandsupports–”inonit”一种能滋养与支持他们的团队•Encouragementoftheheart—empatheticmanagement心灵激励---情感管理•Avisiontheycanbelievein—trust&respect他们能够相信的愿景----信任及尊敬•Arolemodeltoshowthemtheway一个行为榜样让他们如何去做。9Differentstage不同阶段Employeegrowth员工成长Dependent依赖Independent独立Interdependent相互依赖Managementrole管理角色Tell倾述Influence影响Collaborate合作Humangrowth人口增长Child孩子Adolescent青春期Adult成人10Managerswhohavethemostpositiveinfluencearethosewhohelptheiremployeesgrow.那些帮助员工成长的经理们具有最大积极影响力Tell倾述Influence影响Collaborate合作Restrictsopportunitiestotalktoeachother.Insiststhatallquestionsbedirectedtothem.Withholdsinformationgivingoutsmallpiecesofatask.Getcompliance.限制彼此交谈的机会。坚持把问题直接给他们。保留信息不外泄，得到承诺。Givemoreresponsibility.Askforinputandengageinmutualgoalsetting.Getcooperation给予更多的责任。要求输入并参与共同目标的设定。得到合作。Help/mentoremployee,solicitfeedback,allowinputonhowtoaccomplishtasksandgivemoreresponsibility..Thegroupsharestheresponsibility.Askmoreandtellless.GetCollaboration.帮助、指导员工，征求反馈，允许就如何完成任务提出建议并给予更多的责任。该小组分享责任。多问少告诉。得到合作。11Wedon’thavetobeSuperHero我们不必成为超级英雄12SuperHero超级英雄:Triestohavealltheanswers试图得到所有答案Mustbeincontrol一定要控制Mustcoordinateallefforts必须通力合作Whenproblemarises,Managerrushestorescue.当问题出现的时候，经理必须忙上到位解决。SharedHero分享的英雄Makeskeydecisionsjointlywithteammembers.和队员共同做重要决定。Identifiesandgetscommitmenttoatangiblevision.识别并对一个有形的愿景做出承诺。Buildscontrolbyhelpingteamfeelresponsible.通过帮助团队感到有责任建立控制。13DiagnoseYourTeam!诊断你的团队14HighPerformingTeams高效团队15TeamImpactCapabilitiesCap能力能力Power动力PowerPwPParPractices实践PParticipationParticipation参与ClarificationClarityCommitmentCommit承诺mentTaskPeopleTeamwork团队Purpose目的Empowerment授权DiagnosingMyTeam:ScoringGuide诊断我的团队：得分指南16People人Task任务CapabilitiesPower#18#10#5#17#11#1Practices实践Participation参与#12#10#4#7#15913Clarity透明度Commitment承诺#14#8#2#16#6#3Note:Thisisaself-diagnosticsurveythatreflectyourperceptionsofhowyourteamworks.uarethebestjudgeofwhetherthedescriptionisaccurate.ScoreInterpretationGuidelinesIfyourscoreineachboxis:6orless+loweffectivenessinthisarea7to10=mediumeffectiveness11to15=higheffectivenessinthisareaIwantit!HowdoIgetthishighperformingteam?我想要它！我如何能得到这个高效团队？RM-17Whenmanagersareaskedwhatistheonebehaviortheywouldchangeintheirbosssotheteamwouldhavemoreenergy?当经理人被问到老板的什么行为改变会使团队更有活力？Askmoreandtellless.多问少告诉。18RM-191.Downloading(Reconfirmingwhatyouthinkyouknow)Therehegoesagain下载（再确认你认为你知道的）他有来了2.Listeningbyfacts(Seemsdifferent)Thisisnew听事实（看起来不同）这是新的3.Empathetic(HearttoHeart)Iknowexactlyhowyoufeel同情心（心对心）我知道你的感受。4.Generative(Futurepossibility)Ifeelconnectedtowhatyouaresaying.有能量的（未来可能性）我感到和你说的有联系。RM-20Lookatyourstory.Isthereavictim?IsthereaVillain?看看自己的故事。有受害者吗？有坏人吗？Weputour“story”inthisstatussowearehelplesstocontroloutcomes.我们把我们的“故事”放到这个位置上，所有我们无法控制结果BasicPrinciplesofCollaborativeLeadership&Coaching领导合作的基本原则和指导1.Focusonthesituation,issue,orbehavior,notontheperson.聚焦情况、问题、或行为,而不是人2.Maintaintheself-confidenceandself-esteemofothers保持自信和其他人的自尊3.Maintainconstructiverelationships&askforinput保持良好的关系并要求投入4。Takeinitiativetomakethingsbetter.主动使事情变得更好5.Leadbyexample.起带头作用。6.Thinkbeyondthemoment.以后再思考21RM-22Conflict!It’sgoingtohappenandit’snotbadforateam!冲突！总会发生但是对团队不是不好！22RM-23Conflict:Opinions&Emotions冲突：观念和情感Perhapsyouhaveobservedyoungchildrenoftoday.Whenachildreallywantedsomethingandtheparentssaidno,whatdidthechilddotoconvincethem?也许你曾经观察过今天的孩子们。当一个小孩真想要一样东西而父母不同意时，这个小孩会如何去做去说服他们？RM-24Recentsurveydataindicates…最近的调查显示。。。ManagersinU.S.spendabout25%oftheirtimehandlingconflicts…美国的经理人们花费他们25%的时间去处理冲突。RM-24–Negotiatingoverresources就资源谈判–Handlingdisagreementsoverpoliciesorprocesses处理政策和过程中的分歧–Dealingwithcomplaints处理投诉–Enforcingrules自我实施条例–Managinginevitablefrictionsandresentmentsbetweenpeople管理人们直间不可避免的摩擦及怨恨RM-25Let’sdeterminedifferentstylesofhandlingconflict.让我们决定处理冲突的不同风格25RM-26FiveModesofManagingConflict五种处理冲突的模式RM-27TheFiveConflict-HandlingModes五种处理处理冲突的模式RM-27FromThomas-KilmannConflictModeInstrumentbyK.W.ThomasandR.H.Kilmann,1974,2000.PaloAlto,CA:X