1、RM-1February 2021 2021年二月Brenda Shull, Ph.D.布倫達(dá)沙爾博士.Todays Session今日標(biāo)題Mental models 思想方式Listening傾聽Conflict沖突Dealing with Difficult People和不隨和的人相處RM-2.RM-3A question you have asked me:他曾經(jīng)問過我的一個(gè)問題:How do I get my workers to do their job because they want to, not just because they have to. They are bu

2、sy, but mindless. 如何使我的員工做他們想做的任務(wù)而不僅僅是他們必需去做。他們很忙，但好似是不愛動(dòng)腦筋.RM-4.Mental modelsare the deeply held beliefs, images and assumptions we hold about ourselves, our world and our organizations.思想方式是我們對(duì)本人,我們的世界和組織根深蒂固的信心，圖像和假設(shè)RM-5Leadership Development Plan.The superior leader gets things doneWith very lit

3、tle motion杰出的指點(diǎn)稍用點(diǎn)心就能把事情辦好。He imparts instruction not through wordsBut through deeds他教授指令不是經(jīng)過言語而是經(jīng)過本人的行為。He keeps informed about everythingBut interferes hardly at all.他不斷地了解情況幾乎不遭到任何干擾。He is a catalyst他是催化劑When they succeed he takes no credit.And because he takes no creditCredit never leaves him他勝利

4、的時(shí)候從不把榮譽(yù)歸功本人，由于他從不把榮譽(yù)歸功本人，所以榮譽(yù)不斷屬于他。6When was this written?這個(gè)是什么時(shí)候?qū)懙?？In the 6th Century在六世紀(jì)Lao-Tzu 老子7What does Research say that High Performing Teams Need?研討顯示高效團(tuán)隊(duì)需求什么？What Workers Need for Success工人的勝利需求什么？A culture that challenges them to be the best they can be一種使他們成為他們最好本人的文化A sense of team th

5、at nurtures and supports in on it一種能滋養(yǎng)與支持他們的團(tuán)隊(duì)Encouragement of the heartempathetic management心靈鼓勵(lì)-情感管理A vision they can believe intrust & respect他們可以置信的愿景-信任及尊崇A role model to show them the way一個(gè)行為典范讓他們?nèi)绾稳プ觥?Different stage 不同階段Employee growth員工成長Dependent依賴Independent獨(dú)立Interdependent相互依賴Management

6、role管理角色Tell傾述Influence影響Collaborate合作Human growth人口增長Child 孩子Adolescent青春期Adult成人10Managers who have the most positive influence are those who help their employees grow.那些協(xié)助員工生長的經(jīng)理們具有最大積極影響力Tell傾述Influence影響Collaborate合作Restricts opportunities to talk to each other. Insists that all questions be di

7、rected to them. Withholds information giving out small pieces of a task.Get compliance.限制彼此交談的機(jī)會(huì)。堅(jiān)持把問題直接給他們。保留信息不外泄，得到承諾。Give more responsibility.Ask for input and engage in mutual goal setting.Get cooperation給予更多的責(zé)任。要求輸入并參與共同目標(biāo)的設(shè)定。得到合作。Help/mentor employee, solicit feedback, allow input on how to a

8、ccomplish tasks and give more responsibility. The group shares the responsibility. Ask more and tell less.Get Collaboration.幫助、指導(dǎo)員工，征求反饋，允許就如何完成任務(wù)提出建議并給予更多的責(zé)任。該小組分享責(zé)任。多問少告訴。得到合作。11We dont have to be Super Hero我們不用成為超級(jí)英雄12Super Hero超級(jí)英雄:Tries to have all the answers試圖得到一切答案Must be in control一定要控制Must

9、 coordinate all efforts必需通力協(xié)作When problem arises, Manager rushes to rescue.當(dāng)問題出現(xiàn)的時(shí)候，經(jīng)理必需忙上到位處理。Shared Hero分享 的英雄Makes key decisions jointly with team members.和隊(duì)員共同做重要決議。Identifies and gets commitment to a tangible vision.識(shí)別并對(duì)一個(gè)有形的愿景做出承諾。Builds control by helping team feel responsible.經(jīng)過協(xié)助團(tuán)隊(duì)感到有責(zé)任建立控制

10、。13.Diagnose Your Team!診斷他的團(tuán)隊(duì)14High Performing Teams高效團(tuán)隊(duì)15Team ImpactCapabilitiesCap才干才干Power動(dòng)力PowerPwPParPractices實(shí)際PParticipationParticipation參與ClarificationClarityCommitmentCommit承諾mentTaskPeopleTeamwork 團(tuán)隊(duì)Purpose目的Empowerment授權(quán)Diagnosing My Team: Scoring Guide診斷我的團(tuán)隊(duì)：得分指南16People人Task義務(wù)Capabiliti

11、esPower#18#10#5#17#11#1Practices實(shí)際Participation參與#12#10#4#7#15913Clarity透明度Commitment承諾#14#8#2#16#6#3Note: This is a self-diagnostic survey that reflect your perceptions of how your team works. u are the best judge of whether the description is accurate.Score Interpretation GuidelinesIf your score i

12、n each box is:6 or less + low effectiveness in this area7 to 10 = medium effectiveness11 to 15 = high effectiveness in this areaI want it! How do I get this high performing team?我想要它！我如何能得到這個(gè)高效團(tuán)隊(duì)？RM-17.When managers are asked what is the one behavior they would change in their boss so the team would

13、 have more energy?當(dāng)經(jīng)理人被問到老板的什么行為改動(dòng)會(huì)使團(tuán)隊(duì)更有活力？Ask more and tell less.多問少通知。18RM-19Downloading (Reconfirming what you think you know)There he goes again 下載再確認(rèn)他以為他知道的他有來了Listening by facts (Seems different)This is new聽現(xiàn)實(shí)看起來不同這是新的Empathetic (Heart to Heart) I know exactly how you feel 同情心心對(duì)心我知道他的感受。Genera

14、tive (Future possibility) I feel connected to what you are saying.有能量的未來能夠性我感到和他說的有聯(lián)絡(luò)。.RM-20Look at your story. Is there a victim? Is there a Villain?看看本人的故事。有受害者嗎？有壞人嗎？We put our “story in this status so we are helpless to control outcomes.我們把我們的“故事放到這個(gè)位置上，一切我們無法控制結(jié)果.Basic Principles of Collaborati

15、ve Leadership & Coaching指點(diǎn)協(xié)作的根本原那么和指點(diǎn)Focus on the situation, issue, or behavior, not on the person.聚焦情況、問題、或行為,而不是人Maintain the self-confidence and self-esteem of others堅(jiān)持自信和其他人的自尊3.Maintain constructive relationships & ask for input堅(jiān)持良好的關(guān)系并要求投入4。Take initiative to make things better.自動(dòng)使事情變得更好5.Lead

16、 by example.起帶頭作用。6.Think beyond the moment.以后再思索21RM-22Conflict! Its going to happen and its not bad for a team!沖突！總會(huì)發(fā)生但是對(duì)團(tuán)隊(duì)不是不好！22.RM-23Conflict: Opinions&Emotions沖突：觀念和情感Perhaps you have observed young children of today. When a child really wanted something and the parents said no, what did the c

17、hild do to convince them?也許他曾經(jīng)察看過今天的孩子們。當(dāng)一個(gè)小孩真想要一樣?xùn)|西而父母不贊同時(shí)，這個(gè)小孩會(huì)如何去做去壓服他們？.RM-24Recent survey data indicates最近的調(diào)查顯示。Managers in U.S. spend about 25% of their time handling conflicts美國的經(jīng)理人們破費(fèi)他們25%的時(shí)間去處置沖突。RM-24Negotiating over resources就資源談判Handling disagreements over policies or processes處置政策和過程中的分

18、歧Dealing with complaints處置贊揚(yáng)Enforcing rules自我實(shí)施條例Managing inevitable frictions and resentments between people管理人們直間不可防止的摩擦及仇恨.RM-25Lets determine different styles of handling conflict.讓我們決議處置沖突的不同風(fēng)格25.RM-26Five Modes of Managing Conflict五種處置沖突的方式.RM-27The Five Conflict-Handling Modes五種處置處置沖突的方式RM-27

19、From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission.RM-28The Five Conflict-Handling Modes:Win & Lose Assessment五種處置沖突的方式：贏輸?shù)脑u(píng)價(jià)RM-28From Thomas-Ki

20、lmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission.Outcome Key結(jié)果Lose-Lose雙輸Win-Lose贏輸Win-Win雙贏Lose-LoseWin-LoseWin-LoseWin-LoseWin-Win.RM-29Think back on a si

21、tuation of conflict. What was your style? 回想一下沖突的一個(gè)場景。他的風(fēng)格是？ What could you do differently?他如何做出差別化？29.RM-30I will take a deep breath.我會(huì)做一個(gè)深呼吸。I will think about my response我會(huì)思索我的反響.I will get a clear goal of win/win.我會(huì)得到一個(gè)明確的目的雙贏.Are you in healthy dialogue?他的對(duì)話安康嗎？Is there Fight or Flight？是打還是逃跑？S

22、ilence or Violence?沉默還是暴力？What does this look like?這個(gè)看起來像什么？RM-31RM-32Dealing with Difficult Employees對(duì)待不隨和員工 Why Are Difficult Employees Like That?不隨和員工為什么會(huì)那樣？They have gotten away with it in the past.他們過去曾經(jīng)勝利過。They have a different “story.他們有著一個(gè)不同的“故事。32.RM-33Basic Principles of Collaborative Lead

23、ership協(xié)作指點(diǎn)的根本原那么Focus on the situation, issue, or behavior, not on the person.聚集情況，問題或行為，而不是人Maintain the self-confidence and self-esteem of others.堅(jiān)持自信及他人的自尊。Maintain constructive relationships & ask for input堅(jiān)持建立性關(guān)系及并要求投入。Take initiative to make things better.自動(dòng)是事情變得更好Lead by example.做好典范33.Practice your conversation訓(xùn)練他的說話Evaluate before you act.行動(dòng)之前要評(píng)價(jià)Act on the factswhat is the story you are telling yourself?在現(xiàn)實(shí)的根底上采取行動(dòng)-他對(duì)本人講什么故事？Develop a plan for pr