training techniques training - day 4 meetings
DESCRIPTION
Training Techniques Training - Day 4 MeetingsTRANSCRIPT
Bu proje Avrupa Birliği ve TürkiyeCumhuriyeti tarafından finanse edilmektedir
IMPROVED STRATEGIC MANAGEMENT CAPACITY PROJECT
November 2013
Training Techniques Training – Session 1Jocelyne Rasé
Managing Meetings
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Day FourCoffee table sessionsNon Formal MeetingsManaging Formal Meeting• The process of efficiency• Preparing a meeting • What to do when• Communicate with people who have different needs• Different people need different things
Assignment for working teams
Motivators• The SCRAF model- Motivators• RS animate
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Coffee Table Sessions
Being open to answer
tough questions
Being open to answer tough questions
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Non Formal Meetings
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Formal – Informal – Non-Formal Education
• Differences in :– Purpose– Timing– Content– Delivery System– Control
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Let’s Try
15’
Topic of discussion:
«The gender inequality in Turkey».
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir «World Café» Principles
• Set the context • Create hospitable space• Explore questions that matter• Encourage everyone’s
participation• Connect diverse perspectives• Draw , doodle and play• Have fun !!!
Juanita Brown and David Isaacs and the World Cafe Community
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Focus to make the discussion more productive
Focus on what mattersDefine objectives
Contribute with your thinkingSpeak your mind and heart
Listen to understandLink and connect ideas
Listen together for deeper insights and questionsPlay, Doodle, Draw
Enjoy!!!!!
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Let’s Try Again
Same topic:
«the gender inequality in Turkey».
15’
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Environmental Requirements
• Make sure that the space looks like a café• Provide roundtables with 4-5 confortable chairs• Provide paper and colourful pencils for participants• Hang on posters and slogans to encourage
participants to discuss• Provide refreshments• Relax participants with a soft music
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
CHATHAM HOUSE RULE
«When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the
information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant,
may be revealed.»
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Time Out
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Exercise: How much is it exactly?
1. It’s too far to go there just for one day How many km?
2. I’ll be there in a few minutes How many minutes?
3. Kadir is old enough to be an Under secretary How old is he?
4. I want to make enough money to live comfortably How many TL?
5. It’s a lot of money to lose gambling in the casino How much in TL?
6. This box is too heavy to carry by yourself How many kg?
7. You’ll need a little time to get accustomed to the department How much time?
8. We need some time to implement the SM project How much time?
1409/04/2023
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Discussing & Setting S.M.A.R.T. Objectives
Specific
Measurable
Agreed upon - Achievable - Action-Oriented Today
Realistic
Time Bound
09/04/2023 15
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir How do you balance Support & Challenge?
Low SUPPORT High
Cosy ClubHarmony - Rapport
ComfortWorking together
CollaborationNegotiationsFacing reality
Identifying blocking & enabling factors
InertiaApathy
Why bother?
StressPanic
ReactivityAction
Low CHALLENGE High
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Who to be when…Objective Role What you say
TELL The EXPERT This is what you must do
SELLThe SALESMANTell what needs to be done to get R.O.I. in the ministry
This will generate R.O.I. for your ministry
BUY IN The MOTIVATORWhat are the benefits for the person Look at what YOU will get out of this
CONSULT The CONSULTANTEffort to truly understand & help What do you want or need now?
COACHThe COACHRespect for the person’s decision. Be neutral about the output
What can I do to support you?
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Managing Formal Meetings• It is your chance to show leadership - You are in charge
• Define the purpose of the meetingFor sharing information?
• What is the added value of meeting instead of communicating electronically? For discussion?
• Do you have the right people in the room?• How can you lead the conversation so it is structured? • Can you base the discussion on facts rather than just opinions & feelings?
For decision making? • Are the participants the actual decision makers?• Do they have all the facts?
• State clearly the expected outcome – call for action• What do you want participants to do as a result of the meeting?
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Before you run a meeting, be ready to …INTRODUCE YOURSELF
I am… I am responsible for…I promise…I stand for … (working together – being aligned)
Don’t assume people know Who you are or
Why they are there!Tell them how long it will last!
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Communication
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedirFour Preferences
I Relationships E
How people interact with others
ExtravertIntrovert
P Information C
How people handle information
Practical - Detailed Creative -Innovative
A Decisions B
How people take decisions
Analytical - Thinking Beliefs & Feelings
S Organisation F
How people organise themselves and others
Structured
Flexible
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Flexibility Needed…
Introvert REFLECT
Extravert BE OPEN - INTERACT WITH ENVIRONMENT
Practical UNDERSTAND A SITUATION IN DETAILS
FACE THE FACTS (+ & -)
Creative EXPLORE OPTIONS & ALTERNATIVES
FIND NEW POSSIBILITIES
Analytical thinking MAKE LOGICAL DECISIONS
BE RATIONAL
Beliefs & Feelings COMMUNICATE THE DECISIONS
PAY ATTENTION TO THE IMPACT ON PEOPLE
Structured GET ORGANISED
PLAN
Flexible EVALUATE THE RESULTS
ADAPT + BE FLEXIBLE
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Use both sides of the brainFocus on tasksDetailsFactsLogicAnalysisReasonStructureMethodSystem
Focus on relationshipsConceptsTheories
IdeasFeelingsOpinionsHarmony
ConnectionOptimism
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Explore options
45
61
Examine the facts in details
2
3Take rational
decisions
Communicate decisions + Take into consideration the impact on people
Plan - Structure Organise
Adapt Improve
Be flexible
Keep the process of efficiency in mind
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Dysfunction – Task oriented only
EXPLORE OPTIONSBE CREATIVE
USE INTUITION
LOOK AT FACTS IN DETAILS
MAKE RATIONAL DECISIONS
PROPER COMMUNICATIONFOCUS ON EMOTIONS & BELIEFS
STRUCTUREORGANISE
FLEXIBILITY
ADJUST
Dysfunction
1
35
If Extraverts, making decisions too quickly and acting too fast
2
4
6
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Dysfunction – Relationship oriented only
CONSIDERPOSSIBILITIESBE CREATIVE
BE PRACTICALFOCUS ON DETAILS
ANALYTICAL THINKING
PROPER COMMUNICATIONFOCUS ON EMOTIONS - BELIEFS & VALUES
STRUCTUREPLAN
ORGANISE
FLEXIBILITY ADAPT
Dysfunction2
4
61
35
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
April 9, 2023 28
Meeting Date: /……/
Time:
Examin
e facts,
pros & con
s
Explore options
Making
rationa
l decisions
Communicate
Consider
impact
Organise - Plan
Structure
Evaluat
e Be flexible
Time Needed
Outcome
Meeting Facilitator(s):
Time Keeper: Location:
Topic Objective
1
2
3
4
5
6
7
8
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Don’t take the monkey
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Don’t stay in the box!!!!
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedirInaction
PowerlessnessAnger Pessimism Negativity
Isolation It won’t work I shouldEnvy
Jealousy
Boredom
HelplessnessDual Thinking
either/or black or white
Disbelief
Confusion
Fear
ResistanceI can’t.. I really, really
want to…
Judgment
Criticism
Resentment Apprehension Depression Lack of vision
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
FIGHT or FLIGHT?Winner or Loser?
DUAL THINKING
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Dual Thinking either/or – good/bad – black/white
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
WIN and WIN
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
36
It’s up to you…IN THE BOXI have to «get along with» … or else…• There will be conflict,• I will be reprimanded,• There will be negative consequences,• I will be fired, I will have a bad reputation, etc. = NEGATIVE
OUT OF THE BOXI choose to «get along with… » because…• We will collaborate better to finish the project on time• I might learn something from him• The atmosphere will more positive, etc. = POSITIVE
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
A: Some clients think that if a product is extremely expensive it is necessarily of excellent quality
B: Others don’t want to pay for service and always go for the cheapest price, no matter what
C: At this company, we believe that service should be good but also at a good price
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
How would you apply the rule of three?
A: Some colleagues think that the Reform has been done and therefore there is not much else to do – the Turkish government is doing well in terms of management of public funds
B: Others feel that the Reform is not working…. It has not changed significantly enough the fiscal responsibility for the public administrations in Turkey
C: I believe, that even though much has been done, progress still needs to be made if we want to be aligned with the best practices of OECD countries
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
09/04/2023 39
Make a case for yourself instead of
trying to convert the other person
to your views
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
DON’T PLAY PING PONG
VALIDATE
HOWEVER
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Defending YOUR point of view, not diluting your message
• May I play the devil’s advocate?
• I would like to counter your argument
• I believe differently and I would like to explain why
• I have a different view on the topic; may I explain it?
• On one hand this, on the other hand that…
• Some people might disagree with your point and say…
• Some people think A, others think B, I would like to defend C (the rule of 3)
41
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Communication Styles
EXPRESSIVEDRIVER
ANALYTICAL AMIABLE
Task focused
LOGIC& REASON
People focused
EMOTIONS
EXTRAVERT
INTROVERT
43
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
EXPRESSIVEDRIVER
ANALYTICAL AMIABLE
Task focused
LOGIC& REASON
People focused
EMOTIONS
EXTRAVERTPULL: Let me show you how…
SHOW POSSIBILITIES
COACH
NURSE: Let me help you
GIVE PERSONAL SERVICE
MAINTAIN THE RELATIONSHIP
EXPLAIN: Let me give you some
detailed information
so you can think about it
BE AN EXPERT
PUSH: This is what you need
PROS + CONS
CONVINCE - SELL
44
Change your style to meet the person’s needs
INTROVERT
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
Human Drivers & Motivators – SCARF model
• Status = relative importance - seniority, being better than someone else
• Certainty = ability to predict the future • Autonomy = perception of exerting control over one’s environment, a sensation of having choices
• Relatedness = deciding whether or not to be in or out of a social groups. Are others friends or foes?
• Fairness = justice in exchanges
• Maximize the increase of • Reduce the threat & avoid the loss of…
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Human Motivator - S
Status = relative importance - senority, being better than someone else
Increase
Positive feedback & rewards in form of recognition are better than money;
Public acknowledgment
Getting people to generate their own feedback and design their own PDP allows them to be less obsessed about promotions
Close attention to incremental improvements, achievement of larger goals
Reduce the Status threat
Ensure that one is not perceived as less than another i.e. giving advice in public, asking for instructions or directions, negative PDP; tough feedbacks
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Human Motivator - C
Certainty = ability to predict the future
Increase
Identify central and long term goals.
Making implicit concepts more explicit (i.e. expectations; consequences) Communicating on change, even if specifics are not clear. Ensure that by a certain date, things will be resolved. Promise inclusion in the decision process.
Reducing the threat
Making plans, SMART Objectives – No set up for failure (i.e. overly stretched goals)
Mapping, organization, breaking down big objectives and challenges in small steps
Predicting dates for resolution or satisfaction.A small amount of uncertainty generates error responses in the orbital frontal cortex. Without prediction, the brain uses drastically more resources. High levels (not knowing if you have a job/ big changes) can become quickly debilitating
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir Human Motivator - A
Autonomy = perception of exerting control over one’s environment, a sensation of having choices
Increase
Let people organize their workflow, their work environment.
Define clear scope of decision making without consultation; do their own development plan, etc…
Reduce the threat
Give more control or ability to cope or to influence outcome.
Reduce micromanagement. Flextime.
Offer alternatives: Here are 2 options: which one do you prefer?
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
51
Human Motivator - R
Relatedness = deciding whether or not to be in or out of a social groups. Are others friends or foes?
Increase
Team work – trust, cooperation, cross-functional team work, water cooler conversations, smoking groups i.e. tribes, clans, teams; inclusion, sense of belonging
Relationship with coach, HR and management
Reduce the threat
i.e. Expats, organizational silos; being a stranger, feeling excluded, isolated; ignored
Bu proje Avrupa Birliği ve Türkiye Cumhuriyeti tarafından finanse
edilmektedir
52
Human Motivator - F
Fairness = justice in exchanges
Increase
Volunteer work to correct perceived injustices; social consciousness
Increase transparency; communication, feedback about business progress.
Fair process in decision making,, let people decide their own rules, define clear expectations for all
Looking at things from a different prospective (larger picture)
Reduce the threat
No arbitrary rules, various salaries for the same job, favoritism, injustices, obscure talent review