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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)
