Conflict and Psychology

The Underlying Relationship Between Conflict Modes and Psychological Types

by Ralph Kilmann, CEO and Senior Consultant at Kilmann Diagnostics

The Thomas-Kilmann Conflict Mode Instrument (also known as the TKI) assesses your tendency to use one or more of five modes of behavior—competing, collaborating, compromising, avoiding, and accommodating—in a conflict situation. After taking the TKI assessment, most people become aware they’ve been using, out of habit, one or more of the modes too much—choosing to use one they are comfortable with when another might have resulted in more satisfying outcomes. At the same time, people usually discover they’ve also been using one or more modes too little, not realizing that an underutilized mode could have saved the day.

Since people naturally wonder if they overuse and underuse certain conflict modes because of their personality, organizational trainers and consultants continue to ask me about the relationship between the Myers-Briggs Type Indicator (which measures personality preferences in assimilating information and making decisions) and the TKI (which assesses modes of behavior in conflict situations). Here is a research-based answer to that enduring question:

Many years ago (1975), I published a research study with Ken Thomas, wherein we correlated the MBTI with the TKI. We found that people who are extraverted are more likely to use collaborating, while people who are introverted are more inclined to use avoiding (as a statistically significant correlation, not as a one-to-one relationship). It seems that collaborating requires a little extra energy in interacting with others (sharing ideas and discussing concerns), while avoiding naturally involves an element of shyness or aloofness in an interpersonal situation.

In addition, we found that the thinking preference is related to competing, while the feeling function is related to accommodating (again, as a statistically significant correlation). Perhaps the thinking preference allows a person to keep an emotional distance from the other person: to pursue his own needs at the expense of the other. Meanwhile, the feeling person's empathy for the other person might compel her to satisfy the other's needs more than her own.

For decades, I’ve been making use of both assessment tools in training and consulting projects, so people can become more aware of their proclivities for using certain conflict modes too much and others too little -- based on their MBTI preferences. With that awareness, people can then consciously compensate with their conflict-handling behavior: For example, an introvert can knowingly put out some extra effort in order to engage another in a collaborative discussion (when the necessary conditions for collaborating are evident). Similarly, a person who prefers feeling can knowingly assert her needs (when competing is called for), when her natural tendency would be to automatically accommodate the other person’s needs.

For the original article that reported the correlations between the MBTI and the TKI, including a figure that visually summarizes their relationships, see:
http://kilmanndiagnostics.com/interpersonal.html

Please note: If you or your clients are interested in receiving advanced training for the TKI and conflict management, Kilmann Diagnostics offers an eight-hour, live, online course to do just that. You can get more information about our online course by visiting http://kilmanndiagnostics.com

10 Things to Learn in a Project Management Certificate Program

Project management is one of the most important and challenging aspects of completing a project. It includes planning, implementing and managing each stage of production to meet clients’ needs and overcome the constraints of finishing a major project on time. Project managers typically work in architecture, engineering, construction, manufacturing and other related fields. Being able to see a project from start to finish takes a determined and skilled individual. Those who are up for the challenge will find a project management certificate program the quickest and most affordable way to become a project manager. Here are 10 things you can expect to learn in a project management certificate program:

1.Communication

Learning to communicate in an effective, professional manner is extremely important for project management. Project managers will use their communication skills when talking with clients, handling work issues and conversing with people on a daily basis. Students will take communication classes that build upon their current social skills and teach them how to discuss business-related topics.

2.Team Leadership and Management

Students in a project management program will learn about leadership, management and teamwork as it pertains to managing a business project. They will study leadership skills and management resources, as well as problem solving and critical thinking skills that are needed for management positions.

3.Initiation

Students will learn about the initiation process, which determines the mission and scope of the project. The initiation stage focuses on analyzing business needs, determining a budget, conducting a stakeholder analysis and develop a project charter.

4.Planning and Development

Students will also learn about the planning and development stages of project management. Planning and development follow the initiation stage, in which the manager maps out the time, costs and resources needed to complete the project. Students will also study potential risks and issues of the planning and development stage, in addition to learning how to handle and manage such risks.

5.Production and Execution

Students will learn about the production and execution stages of a project, such as coordinating people and resources, overseeing production and efficiency and making sure all requirements have been met. The production and execution stage requires a great deal of communication and procurement.

6.Monitoring and Controlling

Students will learn about monitoring and controlling projects to ensure timely and efficient production. They will study common issues of production and how to identify and correct them, so that the project manager can maintain control and stay on track with the project management plan.

7.Closing

The final step of project management is to formally close a project, therefore, finalizing all stages and activities, as well as completing and closing the contract.

8.Risk Management

Risk management involves establishing, identifying and assessing the risks of a project. From financial problems, legal liabilities to accidents, risks can significantly slow down and negatively affect the completion of a project. In order to be prepared for such risks, students will learn about managing, reducing and avoiding risks to ensure optimal performance and efficiency.

9.Quality Management

Quality management and quality control coincide within the field of project management. As prospective leaders, students will learn about managing employees, setting realistic goals and expectations of the workers and projects. Quality management includes demonstrating competence, knowledge and experience in the field, as well as exhibiting confidence, integrity and spirit to maintain an effective and positive work climate.

10.Project Portfolio Management

Project portfolio management, also known as PPM, is a modern technique used to select the right projects first, followed by traditional project management methods second. Students will learn about this popular method of project management that emphasizes selection and prioritizing before initiating production, because it gives companies an advantage in selecting the most profitable and realistic projects.

Article courtesy of http://www.onlinecertificateprograms.org/ (C) 2010

How to Not Sound Like a Telemarketer

by Mike Brooks, http://www.mrinsidesales.com/
I don't know about you but I can always tell when a telemarketer is cold calling me. From the moment they begin speaking, "Hi is that Mr. Brooks?"

to the way they mechanically read their scripts, I have them pegged before they get past their first sentence. And like I'm sure it is with you, too, I am immediately not interested.

If you are reading this article, it probably means you have to pick up the phone - either to make appointments, call prospects back, return calls to clients, etc. - and if so, then you need to learn how to sound natural on the phone and avoid putting your prospects, gatekeepers, assistants, etc., on notice that you're trying to sell something.

The way you do that is by learning how to sound like you're not selling anything, and you do that by learning how to disarm prospects, sound natural yet professional, and how to be friendly without being phony. Use these 5 techniques to not only sound natural on the phone, but to also close more business:

# 1 - Always use the prospect's first name. I know that there are two schools of thought on this, one being that you should show respect for someone you don't know and so use either Mr. or Mrs., but I don't agree. I think you can show respect for someone by being courteous and professional, and I think you're going to make a lot more progress if you use a person's first name. Here are the two reasons to do so:

a. First, by using a person's first name you aren't immediately signaling that you're a sales person! How do you feel when someone you don't know calls you and addresses you by "Mr." or "Mrs."? Also, when you use a person's first name, you are starting the call on equal footing, without giving them all the power.

b. Second, everyone likes the sound of their own name. In fact, psychologists have found that everyone's favorite word is their first name! By starting with that you are immediately making a connection, and a personal one at that.

#2 - Be polite. You'd be surprised by how many sales reps still try to trick or get around gatekeepers and assistants, and how many are even rude in doing so. Always, always use please and thank you when speaking with anyone over the phone (or in person for that matter).

Words like "please" and "thank you" go a long way when trying to make a connection with a prospect, and they work especially well when you're trying to get through to a prospect also. Examine your current scripts now and do all you can to insert the proper courtesies wherever you can.

#3 - Be brief. Most reps go into pitch mode the moment they reach their prospect, and it's no surprise they can't wait to get the rep off the phone. I review scripts all the time that essentially read the company's brochure to the prospect the moment they reach them.

You can turn that around and sound so much better by briefly delivering your presentation and checking in with your prospect. Try things like:

a. Briefly _________, the reason I'm calling is that we've been working with many companies like yours, and I just wanted to see if we could help you as well. Can I ask you just a couple of questions to see if we'd be a fit for you?

b. __________, you probably get a lot of calls like these, so I'll be brief. I'll just ask you a couple of quick questions and if I think we can save you between 15 to 20% I'll let you know and, if not, we'll part friends, is that OK?

Get the idea?

#4 - Make a connection. This is one of the easiest of all and it's a great way to get your prospect talking. All you do is find something that you know is affecting your other clients (like new laws in their industry), and ask how it's affecting your new prospect as well. Try:

a. "You know ________ a lot of my clients have told me of the changes they are having to make because of (the new law/change in regulation, etc.), how is that affecting you?"

b. "__________ what are you planning to feature at the September trade show?"

By addressing something that they are dealing with now, you can instantly make a connection and get valuable information. Warning: you have to fit this in after you've established rapport, and you have to address something that is relevant to them.

#5 - Listen more. This may not sound like a way to sound natural on the phone, but believe me, it's probably the most important of all. Because most sales reps are so busy talking at their prospect, they usually lose them at the beginning. In most cases, the prospect has turned off and are just waiting for an appropriate pause to get rid of the rep.

By listening you actually create space for your prospect to speak (and to think), and because of that you are allowing the conversation to flow.
When you give the prospect a chance to get their thoughts and feedback out, they feel comfortable with you, and that is the best way for the conversation to unfold naturally. Hit your mute button after you ask a question and count three 1000's if you're having trouble remaining quiet.

There you have it - five easy ways to avoid sounding like a telemarketer and ways to sound more natural on the phone. The good news is that they are easy to implement, and, once you do, you'll make more connections and you'll feel more comfortable on the phone. And this will come across to your prospects and you'll end up qualifying better leads and making more sales.

If you found this article helpful, then you will love Mike’s: “The Complete Book of Phone Scripts,” which is packed with word for word scripts and techniques that you can begin using today to make more appointments and more sales. You can read about it by clicking here:
http://www.mrinsidesales.com/scripts.htm

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps throughout the US, teaching them the skills, strategies and techniques of top 20% performance.

UK HR Update

Another great HR update from Sandra Beale:

Managing a Disciplinary - Employer 5 top tips!

1. Ensure you undertake a thorough investigation leaving no stone unturned. Take comprehensive witness statements from all witnesses which are signed and dated. The investigator should be an independent manager.

2. Invite the employee to a disciplinary hearing giving plenty of notice and providing all written evidence against them. Provide the right to be accompanied.

3. Ensure the employee has adequate time to give their version of events at hearing. Adjourn to investigate new evidence if necessary and reconvene at a later date if appropriate. Ensure the process is documented by a note taker.

4. Ensure the decision from the hearing is appropriate. If in doubt do not dismiss!

5. Ensure the employee has the right to appeal and the hearing is chaired by an independent more senior manager.

Coalition document: Key implications for employers

Here are the key implications for employers from the new coalition document produced by the new liberal/conservative government:

Jobs and pensions
The government says it will scrap all existing welfare-to-work programmes and create a single welfare-to-work programme to help all unemployed people get back into work.

• It vows to ensure that Jobseekers' Allowance claimants facing the most significant barriers to work are referred to the new welfare-to-work programme immediately.
• The document outlines "support" for the national minimum wage, although there is no stated commitment to raising it.
• The government will commit to establishing an independent commission to review the long-term affordability of public sector pensions, while protecting accrued rights.
Retirement age
• The government will "phase out" the default retirement age of 65 and hold a review to set the date at which the state pension age starts to rise to 66, although it will not be sooner than 2016 for men and 2020 for women.
Immigration
• The two parties have agreed to the Conservative commitment to introduce an annual limit on the number of non-EU economic migrants admitted into the UK to live and work - despite the Liberal Democrats' strong opposition to the move. They will jointly consider the mechanism for implementing the limit.

Equality
This section has perhaps the clearest Liberal Democrat imprint, with the government vowing to promote equal pay and take a range of measures to end discrimination in the workplace, including:

• Extending the right to request flexible working to all employees, consulting with business on how best to do so
• Undertaking a fair pay review in the public sector to implement the proposed '20 times' pay multiple - ensuring that no public sector worker can earn over 20 times more than the lowest-paid person in their organisation
• Promoting gender equality on the boards of listed companies.
Legislation
• The document outlines the commitment to cutting red tape by introducing a 'one-in, one-out' rule whereby no new regulation is brought in without other regulation being cut by a greater amount.
• The government promises to review employment and workplace laws for employers and employees, to ensure they maximise flexibility for both parties while protecting fairness and providing the competitive environment required for enterprise to thrive.
• It also vows to reinstate an Operating and Financial Review to ensure that directors' social and environmental duties have to be covered in company reporting, and investigate further ways of improving corporate accountability and transparency.
• The coalition will seek to ensure an injection of private capital into Royal Mail, including opportunities for employee ownership, while retaining the Post Office in public ownership.

There are also plans to undertake a wholesale review of employment law in the UK. An area which the Conservative's have previously considered ripe for reform is employment tribunal system. Their pre-election policy paper contained a commitment "to ensure the system offers fast, cheap and accessible justice which is fair to all sides" and to address perceived inconsistencies in the tribunal system and deter weak claims.

The National Minimum Wage is to be retained, the Government acknowledging the protection it gives low-income workers and the incentives to work it provides. It remains to be seen whether and by how much the rate will increase or whether the age bandings will be retained.
Longer term goals likely to be introduced reasonably early in the life of this government are "family friendly" changes including an extension to the right to request flexible working to all employees, steps to encourage shared parenting from the earliest stages of pregnancy – including the promotion of a system of flexible parental leave and support for the provision of free nursery care for pre-school children.

ACAS – Free Guide to Managing Performance
ACAS has published a new free guide on managing performance including dealing with potential problems, see http://www.acas.org.uk/CHttpHandler.ashx?id=2714&p=0

Free Occupational Health Advice
For free occupational health advice call the Health for Work Advice Line on 0800 0 7788 44. Run by the NHS this invaluable service can help employers get staff back to work quickly and fairly after sickness absence. Alternatively the service can help with disability issues and ill health terminations and retirements. For more details see http://www.health4work.nhs.uk/

The Fit Note – FREE HR Factsheet
Need to know more about the new fit note that replaced the old sick note from 6 April 2010? Sandra has prepared a comprehensive FREE fact sheet. This is available on her website on the useful hr articles page or you can email her for a copy.

Email: info@sjbealehrconsult.co.uk
www.sjbealehrconsult.co.uk

Thanks Sandra!

What sort of leader does it take....

... to capture poachers, go undercover and lead a remote team that works in a huge jungle?

At the moment I'm working closely with a conservation organisation, Fauna & Flora International. I found out about a most extraordinary leader - someone who has a job that is in may ways enviable, in others most certainly not.

She is a project leader in Indonesia, working to protect the Sumatran Tiger's preserve in the Kerinci Seblat National Park.

I would love to interview her because she has challenges that I don't think any business leaders face; and I'm sure we could learn from her.

Firstly, in a male dominated society, she is a woman in charge of a workforce that is predominantly. Secondly, she is not a native of the country where she works. Thirdly she faces daily danger not only from the local fauna (the most threatening of which is probably the mosquito rather than the tiger) but from the poachers who are armed, dangerous and have every intention of continuing to 'harvest' tiger body parts and skin. It is an extremely profitable and entirely illegal enterprise.

She works in an environment which is hostile - internet connection is patchy and even telecommunications are not the simplest. She manages a remote team who cover thousands of hectares of wild forest and who have to be away from their families for months at a time.

All I can say is that having heard so much about this lady from her colleagues, I would very much like to meet her and find out what the key qualities are that she has that makes her such a succesful leader and, above all, so good at her job that the tigers in her region are actually increasing.

She has to manage the teams, the politics, the morale of her workforce and a challenging situation in so many ways.

So here's my questions for you; if you could ask her three questions, what would they be?
And if you were suddenly posted to a position like this (within your field of expertise, but with similar challenges), what are the key leadership skills you think you would need to be as successful?

Post your replies here or email me on info at completetrainer dot com.


Photograph (C) Fauna & Flora International

Questions to Help Open Up the Sale

By Mike Brooks, Mr. Inside Sales

Have you ever been in a closing situation that seems to have stalled, where your prospect isn’t really objecting, but they sure aren’t going where you want them to go? Sometimes during a close you’ll find it necessary to sort of re-open the close, to keep your prospect talking, and to find out exactly what is on their mind.

This is especially true when you’re not sure how to respond to an objection or to how your prospect or client feels about a specific point or feature. It is times like these that you need to just ask a question and let your prospect tell you which direction you need to go in, or how you should respond.

Use the following questions to help open your prospect up and to get them to reveal where they really stand, and what you need to do to close the
sale:

“I can tell that’s important to you; why does it mean so much?”

“Let me see if I have this right. You (restate what they said), right?
What would have to change for this to work for you then?”

“Do I have that right?”

“What else do I need to know to understand how this affects your operation?”

“How would you react if I told you we could handle that and give you this?”

“Can you give me more detail on that?”

“What is your perspective on this?”

“And what has led you to feel that way?”

“What is your experience with this (solution)?”

“When was the last time you tried this?”

“What would have made it work better for you?”

“If you went ahead with this, what would be the worse thing that could happen?”

“I hear you saying X, but I’m also hearing something else. Could you elaborate on that please?”

“And if you didn’t move on this solution today, how are you going to change your results and get more (leads, sales, production, etc.)?”

“Do you see how this (your solution) has been designed to fix your exact problem?”

“How is this sounding so far?”

“I see where you’re coming from. How did you arrive at that?”

“What leads you to believe that?”

If you found these questions helpful, then you will love Mike’s Ebook:
“The Complete Book of Phone Scripts,” which is packed with word for word scripts and techniques that you can begin using today to make more appointments and more sales. You can read about it by clicking here: http://www.completetrainer.co.uk/Training_Books/Complete_Book_of_Phone_Scripts


Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps throughut the US teaching them the skills, strategies and techniques of top 20% performance. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting: http://www.mrinsidesales.com/

Thanks Mike, another great article! If you'd like to publish your articles here, then please contact us

A guide to 360

A brief introduction to 360 degree feedback systems and their potential uses, by David Cooper


1. What is 360 degree feedback?
360 degree feedback (or multi source feedback) was first introduced in its current form in the 1970s and has its roots in executive management and leadership performance improvement.

The overall aim of the feedback exercise is to raise awareness of the participant to their known and unknown strengths and additionally to appropriate opportunities for development and continuous performance improvement.


The underpinning concept is to provide participants with the opportunity to see themselves as others see them. Quantitative and qualitative feedback about HOW the person does their job is collected from multiple sources (normally their manager[s], colleagues, direct reports and customers). A feedback report is then produced that allows the participant to compare their view of themselves with the feedback from others. The majority of programmes will allow this to be an anonymous process (so that comment can be honest).

2. What should you expect from the latest generation of 360 tools?
Early iterations consisted of internally driven, generic, paper based questionnaires that were manually processed and thus prone to error, sometimes causing those participating to distrust the process. Today, the best 360 degree feedback tools are:

Fully automated - They use a rigorously tested online system that guarantees the accuracy, quality and confidentiality of the whole process.

Proven Questionnaires – They use questions that are valid and have a sound theoretical foundation, measuring the things that differentiate high performing managers from the rest.

Flexible - Enabling all aspects of branding, process implementation, client support, design, development and questionnaire / report formats to be easily adjusted to meet the client's needs.

User friendly - Today's feedback reports must be easily interpreted yet comprehensive; no longer is it acceptable to provide reports containing cryptic data that appear confusing, overwhelming and require an analyst to decipher! Feedback reports should be clear, concise, understandable and easy to interpret.

3. Where can 360 degree feedback tools add value?
360s are viewed as critical components in a wide range of management development interventions. Below are some of the most common applications where 360s are used to add real value:

Performance Coaching - Used at the beginning of a coaching relationship, a 360 degree feedback report can be a powerful 'accelerator' and 'alignment' tool. By clustering and prioritising any undesirable feedback results the subject and coach can quickly gain a clear picture of where their coaching sessions should focus, ensuring key development issues are recognised and addressed. This approach to performance coaching ensures a needs driven focus based on valid, factual, accurate behavioural information.

Personal Development - Used as part of a 'life coaching' programme or as an annual development tool, 360 feedback can be used to provide genuine insight into an individual's working style across a spectrum of leadership and management behaviours and into how their 'personal brand' is perceived. The feedback report can be used to provide clarity of direction for future personal development and career planning. We are also starting to see a trend for using 360s to supplement and provide qualitative evidence in CVs!

Performance Management - A common trend is to use 360 feedback to provide an 'all round view' of performance as part of the appraisal process. The feedback is used by line managers to inform appraisal ratings and contribute to the development discussion. Used in this way, the tool can also act as a management strength benchmark, as well as highlighting individual personal strengths and problem areas.

Development Programmes - Used at the beginning of a leadership or management development programme, 360 degree feedback tools can be used to:

Inform (or determine) programme content - The feedback data from a group of people can be combined into a Group Summary Report that provides an aggregated view of the group's strengths and key development areas. Using 360s in this way enables programme designers to effectively tailor their programme content to meet specific identified needs.

Individual alignment - Providing programme participants with feedback against what is expected of them in their role and then supporting them to convert their lower ratings into a meaningful personal development plan for the programme is a great way of making the programme 'real' for them and ensuring that they start their development journey with a clear picture of what success from the programme will look like for them.

Talent Management - Whilst 360 degree feedback provides insight into a manager's past and current behaviour, when the framework of questions used includes those attributes and qualities needed to work at more senior levels they can also acts an an indicator of future performance and growth potential. 360 feedback can be a powerful component within a talent management programme and is often used to:

- Identify those individuals who have the potential to operate at the next level.
- Highlight how ability and potential can be developed.
- Act as a progress measure.
- Provide evidence based data for any prospective 'chessboard' talent management process.

Team Feedback - Just as an individual 360 provides a snapshot of how the participant is seen by those they work with, a team 360 feedback report collects feedback from groups of stakeholders from across the organisation. There are tailored survey that can provide excellent feedback for use in team development sessions and can be used to help teams gain clarity of purpose and direction, understanding the expectations of stakeholders and providing a clear picture of a team's strengths and weaknesses.

To find out more about how Lumus™ 360 Degree feedback tools can support your development intervention, visit the Complete Trainer 360 resources or for bespoke solutions email davidcooper@lumus.com