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Mastering Productive Friction In Meetings Karen Lisko, Ph.D.

Motivatics

Research finds that a predominant tone of cooperation in meetings produces better decisions (and more profits). (Schulz-Hardt et al. 2006)

☐True ☐False

Research finds that a predominant tone of cooperation in meetings produces better decisions (and more profits).

☐True ☐False

(Schulz-Hardt et al. 2006)

Mastering Productive Friction The Five “C’s”

Mastering Productive Friction The Five “C’s”

“Productive Friction” Meeting Rules: The “Everyone/Anyone/No One” Model

1.  Everyone 2.  Everyonei

3.  Anyone 4.  Anyonee

5.  No one

6.  No one

puts their perspectives on the table supports the final decision

“mines” for diverse opinions (conflict) interrupts tension with reminder of importance

prevents diverse opinions (conflict) from being fleshed out stomps out/shuts down

Different Types of Conflicts Work Differently

Jen & Chatman (2000) Chatman (1999)

x

Task Conflicts Relationship Conflicts

Benefits to Decision Making

and Profits

What is your . . .

REACTION?

F I R S T D N O C E S

Mastering Productive Friction The Five “C’s”

Do you know your “conflict self?”

“Mirror in the Chair” Exercise Q1. How do I add value to the team when we are in conflict?

Q2. How do I detract from the team when we are in conflict?

Q3. Do I seem more oriented toward relationship conflict or task conflict?

Listen Up, Bosses!

The Two Golden Rules of Leading in Task Conflict

Rule #1:

I’m the “What.”

You are the “How.” *

*And, by the way, I break the ties and have final say.

Rule #2:

If necessary …

…scale it back a notch…

“Assertiveness in Conflict” Continuum

Nonassertive Aggressive

Assertive

“Assertiveness in Conflict” Continuum

Nonassertive Aggressive

Assertive

“Assertiveness in Conflict” Continuum

Nonassertive Aggressive

Assertive

Declarative

Loud volume

Interruptive

“Assertiveness in Conflict” Continuum

Nonassertive Aggressive

Assertive Questioning sentences

Upward inflection

Softer volume

Slower rate

Interrupted Indirect

eye contact

“Assertiveness in Conflict” Continuum

Assertive

Declarative sentences

Direct eye contact

Firm volume

Faster rate of speech

Non-Interruptive

Downward Inflection

Structure Your Point Effectively: The Five Sentence Challenge

1. One-Sentence Attention

2. What (is the issue)?

3. Why (Is it significant)?

4. Where (does that leave us)?

5. One-Sentence Send-Off

Mastering Productive Friction The Five “C’s”

Two “Must Have” Roles in Productive Friction

Mastering Productive Friction The Five “C’s”

Dih-VER-si-tee*

*

Wait a minute . . .

Aren’t people . . . people?

Are there exceptions?

x

*Western European Industrialized Rich Democratic Societies

x

29

Individualists Collectivists

30

Individualists Collectivists

31

Individualists Collectivists

United States Australia Great Britain Canada Netherlands New Zealand

Indonesia Colombia Venezuela Panama Ecuador Guatemala China Taiwan Korea Japan Mexico

32

Individualists Collectivists

33

Individualists Collectivists

34

Individualists Collectivists

35

Individualists Collectivists

. . . AND there’s a remedy

Mason & O’Reilly (2014)

Do Women Have to Talk Like Men?

x

38

Individualists Collectivists

Minimal

Social Interaction

(in Task Mode)

Critical

Sign of assertiveness Direct Communication

Sign of rudeness

Admission of fault Silence Self-discipline More comfortable

with them Negative

Interactions

Less comfortable with them

Avoiding confrontation

Dysfunctional Confronting (lacks self-discipline)

Neutral Mediator

Related X X x

Research finds that

is healthy for companies.

☐True ☐False

Research finds that

is healthy for companies.

☐True ☐False

Research finds that

is healthy for companies.

☐True ☐False

Research finds that

is healthy for companies.

☐True ýFalse

By Far the Most Effective

*All-Inclusive Multiculturalism

Ely & Thomas (2001) x

Stevens et al. (2008) Hymowitz (2005) x

Individualists Talking with Collectivists

Take “face maintenance” seriously.

Do not push against silence.

Use qualifiers, disclaimers, tentatives.

Practice “no”-avoidance.

Practice “gracious fighting/way out.”

Ting-Toomey (1994) x

Collectivists Talking with Individualists

Focus on problem solving.

Open conflict dialogue with upfront thesis statement. Verbally self-disclose and use “I” statements.

Engage in “floor-grabbing” behavior.

Separate relationship from task.

Ting-Toomey (1994) x

☐True ☐False Amason & Schweiger (1994)

ýTrue ☐False Amason & Schweiger (1994)

Mastering Productive Friction The Five “C’s”

Agenda I.  Updates

A.  Financials B.  Marketing Report

C.  Company Retreat D.  Office Remodel Schedule

II.  Strategy A.  What should we convey in

our logo design? B.  How do we motivate better

attendance at training?

C.  How do we bridge communication with IT? III.  Decisions

A.  What to do about holiday party in a down year?

Mastering Productive Friction The Five “C’s”

So, in conclusion, back to boredom . . .

Craparo, et al. (2013)

Mastering Productive Friction In Meetings

Karen Lisko, Ph.D. Motivatics

klisko@motivatics.com