building bridges among the tribes in law firms peg c. neuhauser
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Building Bridges Among the Tribes in Law Firms
Peg C. Neuhauser
Building Bridges Among the Tribes in Law Firms
Peg C. Neuhauser
IndividualsIndividuals
Tapping into the Collective IQTapping into the Collective IQ
OrganizationOrganization
IQ - 63
IQ - 120
IQ - 120
IQ - 120
IQ - 120
Who are the tribes that you Who are the tribes that you deal with on a regular basis?deal with on a regular basis?
What do they do to get on What do they do to get on each others’ nerves at each others’ nerves at times?times?
Who are the tribes that you Who are the tribes that you deal with on a regular basis?deal with on a regular basis?
What do they do to get on What do they do to get on each others’ nerves at each others’ nerves at times?times?
Beware of Tribal Warfare in Your Organization
Beware of Tribal Warfare in Your Organization
They take their cues from you. They take their cues from you.
Taboos are the flip side of values.
Taboos are the flip side of values.
Language
A tool or a weapon
Language
A tool or a weapon
Different Thinking PatternsDifferent Thinking Patterns
(Machine Gun)
Mathematical
Problem Solver
End Results
Priorities/Key Points
FACTSFACTS
(List Makers)
Organizer
Detailed
Sequential
Implementer
FORM FORM
(Dreamers)
Imaginative
Intuitive/Ideas
Risk Takers
Big Picture View
FANTASYFANTASY
Emotional
Gut Feel
Intuitive/People
Talker
(Story Tellers)
FEELINGFEELING
Taken from The Empowered Manager by Peter BlockTaken from The Empowered Manager by Peter Block
Negotiating Trust and Agreement
Negotiating Trust and Agreement
AppeasersAppeasers
AdversariesAdversaries
AlliesAllies
OpponentsOpponents
HighHigh
AgreeAgree
LowLow TrustTrust HighHigh
Communication Skills for Negotiating
Communication Skills for Negotiating
Know the facts-be prepared.
State your case clearly
Check to make sure they understood.
Be concise in stating your case.
Be persistent.
Follow through on what was discussed.
Don’t use policy as an explanation.
Use “I” statements.
Tell them what you can do, not what you can’t do.
Know the facts-be prepared.
State your case clearly
Check to make sure they understood.
Be concise in stating your case.
Be persistent.
Follow through on what was discussed.
Don’t use policy as an explanation.
Use “I” statements.
Tell them what you can do, not what you can’t do.
Acknowledge the person when he/she fist walks up with eye contact and verbal greeting.
Use consistent eye contact.
Use face-to-face body stance.
Use a neutral, even tone.
Reduce the use of inflammatory language.
Use questions to soften suggestions or ideas.
Do not use passive/aggressive questions.
Use humor whenever possible.
Acknowledge the person when he/she fist walks up with eye contact and verbal greeting.
Use consistent eye contact.
Use face-to-face body stance.
Use a neutral, even tone.
Reduce the use of inflammatory language.
Use questions to soften suggestions or ideas.
Do not use passive/aggressive questions.
Use humor whenever possible.
Transaction SkillsTransaction Skills Relationship SkillsRelationship Skills
Taken from work by Deborah M. Kolb and Judith Williams
Taken from work by Deborah M. Kolb and Judith Williams
Behind the Scenes Negotiating
Behind the Scenes Negotiating
Appreciative Moves
Help others save face
Keep the dialogue going
Solicit new perspectives
Share credit
Appreciative Moves
Help others save face
Keep the dialogue going
Solicit new perspectives
Share credit
Power Moves
Offer incentives
Increase credibility
Put a price on status quo
Enlist support
Power Moves
Offer incentives
Increase credibility
Put a price on status quo
Enlist support
Process Moves
Seed ideas early
Change the setting
Build consensus before meeting
Change who facilitates meeting
Process Moves
Seed ideas early
Change the setting
Build consensus before meeting
Change who facilitates meeting
Develop the Habit of Connecting
Develop the Habit of Connecting
Ask this question frequently:
What do you think?
Ask this question frequently:
What do you think?
The E-mail Capitol of the World
“Pick up the phone and call them.”
The E-mail Capitol of the World
“Pick up the phone and call them.”
“Who else might be affected by this?
Who else needs to know about this?”
“Who else might be affected by this?
Who else needs to know about this?”
Make 'Em LaughMake 'Em Laugh