Module 2

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Module 2

• Building Effective Working Relationships

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What well be doing

• Examine a range of motivation theories
• Review and plan improvements to existing
  communication systems
• Refresh or learn methods to deal with difficult
  situations/behaviours
• Learn and practice key approaches which will
  empower and motivate people

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How Well Do It.

• Simulations
• Critical Incidents
• Discussions
• Practical Exercises

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But First, Answer These

• Why did you bother to come here, on this
  programme?
• What motivated you?
• What specifically do you want?

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The Jack Stone Project
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Definition Of Management

• Management is the efficient, effective and
  economic use of resources to achieve results with
  and through the efforts of other people.

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Session 1

• Examine a range of motivation theories

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7 Theories Of Employee Motivation

• 1. Maslows Hierarchy
• 2. Herzbergs Two-Factor Theory
• 3. McGregors Theory X and Theory Y
• 4. Ouchis Theory Z
• 5. Equity Theory
• 6. Expectancy Theory
• 7. McClellands Achievement Need

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Morale Boosters

• Respect
• Positive Culture
• Promotions
• Pleasant Environment
• Involvement
• Appreciation
• Adequate Compensation

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Morale Boosters

1. Right now, how many exist for you?
2. Right now, how many exist for your boss?
3. Right now, how many exist for your team?

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Perspectives On Motivation
Classical Theory of Motivation Money is the sole
motivator for workers (Taylor)
Hawthorne Effect Employees respond to
positive attention they receive
(Mayo)
What works best today Money or Attention?
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Hawthorne Effect
The major finding of the study was that almost
regardless of the experimental manipulation,
worker production seemed to continually improve.
One reasonable conclusion is that the workers
were happy to receive attention from the
researchers who expressed an interest in them.
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Importance of Motivation Strategies

• Motivation is a process that affects all the
  relationships within an organization and
  influences pay, promotion, job design, training
  opportunities, and reporting relationships

• Employees are motivated by the nature of
• their jobs, relationships with their
  supervisors,
• and characteristics of the organization

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Importance of Motivation Strategies

• Because definitions of success vary, motivational
  tools must vary, as well.

Different strokes for different folks
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Maslows Hierarchy of Needs

• A theory that arranges
• the five basic needs of
• people(physiological,
• security, social,
• esteem, and self
• actualization) into the
• order in which people
• strive to satisfy them.

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According to Maslow

• The more basic needs at the
• bottom of the hierarchy
• must be satisfied before
• higher level goals can/will
• be pursued (i.e. must have
• shelter before you can think
• about studying for a degree.)

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The Hierarchy Applied To Your Life
Are some needs unmet?

• Physiological needs (water, food, clothing)
• Security needs (safety, finances, car)
• Social needs (friends, love, companionship)
• Esteem needs (self-respect, respect from others)
• Self-Actualization needs (being the best you can
  be maximizing your potential)

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Herzberg Two-Factor Theory
Hygiene Factors vs. Motivational Factors
Hygiene Factors relate to the work setting

• - Adequate wages
• - Fair agency policies
• - Comfortable/safe working conditions
• - Job security

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Herzberg Two-Factor Theory
Hygiene Factors vs. Motivational Factors
Motivational Factors relate to the content of the
work-
- Achievement - Responsibility -
Advancement - Recognition - Involvement -
Learning
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McGregors Theory X Theory Y
Theory X

• People inherently dislike work,
• People must be coerced or controlled to do work
• or achieve objectives
• People prefer to be directed

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McGregors Theory X Theory Y
Theory Y

• People view work as being as natural as play or
  rest
• People will exercise self-direction and
  self-control towards achieving objectives they
  are committed to,
• People learn to accept and seek responsibility

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Ouchi Theory Z

• Collective responsibility
• Employee participation in all aspects of company
  decision-making
• Managers and workers share responsibilities
• Long-term employment and job security
• Concern for a total person, including their family

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Equity Theory

• How much people are willing to contribute
• to an organization depends on their
• assessment of the fairness, or equity, of the
• rewards they will receive in exchange.

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Vroom Expectancy Theory

• Motivation depends not only on how much a person
  wants something, but also on how likely he or she
  is to get it.

• Although individuals may have different
• sets of goals, they can be motivated if
• they believe that

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Vroom Expectancy Theory

• There is a positive correlation between efforts
  and performance,
• Favourable performance will result in a desirable
  reward,
• The reward will satisfy an important need,
• The desire to satisfy the need is strong enough
  to make the effort worthwhile.

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Vroom Expectancy Theory

• A person who wants something and has reason to be
  optimistic will be strongly motivated

• A person who wants something, but believes
• they will not get it, may not even be
• motivated to try.

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McClellands Motivation Theory
n.ach The need to Achieve n.affl The need to
Affiliate n.infl The need to Influence
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Work Groups
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Applying The Theories
To Self To Others (Above) (Beside) (Below)
To The Past/Present To The Future
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And Another Thing,
When you went to work yesterday what was
motivating you?
Remembering back to your first day at work, and
then your first day with SEELB, what
was motivating you back then?
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Home Work
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Motivation In Practical Terms

• What about you?
• What sorts of things are you really good at?
• What sorts of things do you excel at?
• - As an employee?
• - As a manager?
• What motivates you then?

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So, what about you?

• What is most important to
• you in what you do?
• How do you do it when
• its something you dont
• want to do?
• What do we need to do to
• influence you ?
• What switches you off?

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Modelling
NLP The Study of Excellence
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Pick Something You Like Doing
that you do really very well
How do you do it?
In pairs, go find out
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Strategies
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NLP Definition of Strategy
A STRATEGY is the models internal thought a
sequence of representations a person goes through
in order to achieve their outcome.
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NLP Definition of Strategy
A STRATEGY is the models internal thought a
sequence of representations a person goes through
in order to achieve their outcome.
How does Tiger Woods get it right more often than
anyone else?
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Strategies
V. A. K. O. G.
Representation Systems

• Input
• Processing
• Output

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Strategies
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Strategies
Vic- Ki-
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Strategies
Vic- Ki-
Vic Ki
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Getting Out Of Bed Strategy
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Session 2

• Review and plan improvements to existing
  communication systems

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Forms of Communication
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Maps Of The World
The map is not the territory
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Maps Of The World
Accept that other people's maps are real to them,
even if they don't make sense to you.
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You cannot not communicate
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The NLP Communication Model
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A BIRD IN THE THE BUSH
The map is not the territory
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The Albatross
The map is not the territory
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Internal Dialogues
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The meaning of your communication is the
response that you get
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Active Listening

• Dont judge.We listen out of OUR experience
• Empathise.Everyones needs are different
• Paraphrase Summarise
• Watch body language (yours and theirs)
• Maintain appropriate silences
• Quiet your mind
• Be patient.Go slow to go fast

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Question Technique

• 5WH Open Closed Questions
• Socratic questions
• Listen more than you talk
• Identify resistance points
• Gather information
• What is their reality?

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Coffee Time
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Communicating Across The Organisation
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Communication
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The Newsletter Exercise

• Its the first anniversary after
• implementation. You are a
• member of a team whose
• job is to produce the first of a
• series of monthly newsletters.
• How will it look?
• What must be included?
• What would be nice to include

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Oh yes, and the e-mail thing!

• You are a group of managers
• tasked with establishing a
• group e-mail policy.
• What is your policy?
• What problems does your policy address?

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Communication
"Oh no, not another meeting! "
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Magnificent Meetings!
Types Of Meetings

• To Brief/Inform
• To Consult
• To Problem Solve
• To Take Decisions

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Learning Logs
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Thats all for now folks
Thanks for taking part
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Bout ye
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Module 2

• Building Effective Working Relationships

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What well be doing

• Examine a range of motivation theories
• Review and plan improvements to existing
  communication systems
• Refresh or learn methods to deal with difficult
  situations/behaviours
• Learn and practice key approaches which will
  empower and motivate people

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Session 3

• Refresh or learn methods to deal with difficult
  situations/behaviours

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Effects of Rude Behavior

• A recent study found that rude or uncivil
• behaviour directed toward employees damaged
• their mental health, lowered productivity, and
• decreased job satisfaction.

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Effects of Rude Behavior

• But
• Reporting put-downs, condescending
• behaviour, or rudeness often led to social or
• work-related retaliation (given less favourable
• duties, denied promotion, being ignored),
• while failing to report the instances fostered
• anxiety and depression.

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Causes Of Conflict

• Communication failure
• Personality conflict
• Value differences
• Goal differences

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Causes Of Conflict

• Lack of cooperation
• Substandard performance
• Non-compliance with rules
• Methodological differences
• Competition over resources
• Differences regarding authority
• Differences regarding responsibility

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Common responses to conflict

• Fight or Im right, youre wrong
• Flight or I dont care who is right, Im gone.
• Submit or Youre right, Im wrong
• Freeze or Ill wait for your next move
• Resolution or We both have a bit of the truth.
  Lets work it out.

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Difficult People Or Difficult Behaviour?
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Finding Resources
Who are yours?
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Transactional Analysis
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The Okay Corral
Im Okay Youre Not Okay Im Okay Youre Okay
Im Not Okay Youre Not Okay Im Not Okay Youre Okay
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Thoughts, Emotions, Feelings
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Thoughts, Emotions, Feelings
Emotions are measurable physical responses to
salient stimuli. For example

• the increased heartbeat and perspiration that
  accompany fear,
• the freezing response of a rat in the
  presence of a cat,
• the extra muscle tension that accompanies anger.

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Thoughts, Emotions, Feelings
Feelings, on the other hand, are the subjective
experiences that sometimes accompany these
processes
The sensations of happiness, envy, sadness, and
so on.
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Mood Diaries
Critical Incidents
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A CBT Model
Situation
Thoughts
Actions
Feelings
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Situation
You've having a bad day, you feel fed up, so
you go out shopping.
As you walk down the road, someone you know walks
by and, apparently, ignores you. You feel certain
that they saw you.
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Thoughts Unhelpful Helpful
He/she ignored me - they don't like me He/she looks a bit wrapped up in themselves - I wonder if there's something wrong?
EmotionalFeelings Low, sad and rejected Concerned for the other person
Physical Feelings Stomach cramps, low energy, feel sick None - feel comfortable
Action Go home and avoid them Get in touch to make sure they're OK
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Situation
Thoughts
Actions
Feelings
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Presentations
Your Chance To Shine
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Presentations

• What you like
• What you are like
• What you are good at
• What switches you off

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Presentations
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Self Talk/Internal Dialogue
Oh
St!!
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How are you doing it inside your head?
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If people come along and press my buttons.
How is it that I am providing a button to be
pressed?
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Perceptual Positions
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Session 4

• Learn and practice key approaches which will
  empower and motivate people

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We get results through people.
If people dont get things done..
1). They didnt understand.
(The What)
2). They werent bought in.
(The Why)
3). They didnt have the skills.
(The How)
1) 2) are debilitating,
3) is demoralising
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Remember This

• The major finding of the study
• was that almost regardless of
• the experimental manipulation,
• worker production seemed
• to continually improve.

One reasonable conclusion is that the workers
were happy to receive attention from the
researchers who expressed an interest in them.
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Empowerment Motivation

• Give me clear, precise objectives
• Give me the proper training
• Give me the right tools/equipment
• Give me the right support
• Give me the right environment
• Give me praise and constructive feedback

Trust me and leave me to do it!
If I get it wrong, support me!
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Influence Persuasion
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The Rewards Thing
Positive Reinforcement A behaviour rewarded, is
a behaviour repeated
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The Unearned Fish
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Alien Invasion
Why should you be spared?
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Values
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Values
Filters we use to evaluate the content of
incoming information about ourselves and the
world in general, sorting our perceptions into
good and bad, worthwhile and worthless, and so
on. Our values are usually closely related to our
beliefs.
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Personal Values
Personal development
Teamwork
Honesty
Integrity
Trust
Responsibility
Friendship
Family
Achievement
Self discipline
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Values
Whats important to you as a manager? Whats
important to you as an employee?

• In terms of people above, below, beside?
• In terms of customers (internal external)?
• In terms of place (the work environment)?
• In terms of the work itself?

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The Managers Creed
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Coffee Time
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Empowering Beliefs, Dis-empowering beliefs
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Empowering Beliefs, Dis-empowering beliefs
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Empowering Beliefs, Dis-empowering beliefs
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Belief
An idea about ourselves and/or the external
world which we hold to be true even though we
have no unambiguous supporting evidence. 
A belief may be true.  The important distinction
between what we 'believe' and what we 'know' is
whether we have evidence, not just personal
opinion and experience. Many of the things we
imagine are facts are actually beliefs.
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The nature of beliefs
Human experience is subjective - each of us
does it differently
Subjective experience has a structure, which can
be modelled and changed
A belief is something that needs to be maintained
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P.A.W.s The keys to achievement
Possibility -It is possible to achieve
Ability -You are able to achieve
Worthiness -You deserve to achieve
P.A.W.s Empowering Beliefs
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Logical Levels
Mission Identity Belief Capability Behaviour Envir
onment
A naturally HIERARCHICAL system
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Negative or Limiting Belief I cant do that
here.
When I is stressed it is a statement about
identity.
When cant is stressed it is a statement about
belief.
When do is stressed it is a statement about
capability.
When that is stressed it is a statement about
behaviour.
When here is stressed it is a statement about
environment.
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A problem cannot be solved with the same level
of thinking that created it
Logical Levels Change
In order to bring about change it is necessary
to work at the level above the one you want to
influence
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Change at a higher level always changes things
on lower levels
Logical Levels Change
Change on a lower level will not necessarily
affect higher levels
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Logical Levels
Mission Identity Belief Capability Behaviour Envir
onment
A naturally HIERARCHICAL system
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Connecting It All Up
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Did You Get What You Came For?
What are your key learnings?
What changes as a result?
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Did You Get What You Came For?
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Exactly What Are You Going To Do?
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Thank you very much