Collaborative Leaders…

Non Productive Collaborative Predispositions• “Winning” is merely “beating” the other side• “Winning” is merely not losing• Dealing with a threat is more important that generating trust• Unaware of my own habits and predisposition for interaction with others• I approach all situations in a self-protective manner• Unaware that everything I do sends messages to others• Competition is a better strategy for winning than cooperation• My standard approach to life works in all situations• I am not clear and direct with my intentions• When I don’t have data and information, I tend to make things up in my head• I know others’ intentions without asking them• I am worthy of trust, but others are not• I judge myself by my intentions, and others by their behavior• I underestimate how interdependent I am with others• When I am betrayed, I resent and retaliate• I expect others to forgive me quickly, but I reserve the right to hold on to my

resentments • I blame others for the unintended consequences of my behavior

Collaborative Leadership Principles• Initiate conversations and dialogue with a stance of non-judgmental inquiry• Submit their own ideas and viewpoints to the critical scrutiny of others• Believe that something meaningfully new or unique arises from cooperative efforts

• Reshape their view of reality after mutual inquiry and meaningful conversations with others

• Naturally hold the intention to collaborate with others• Willingly share power with others

• Are accountable to the collective organization – they realize that everyone counts – every opinion and contribution is important and sincerely matters

• View the health of their organization to be in direct proportion to the level of cooperation among everyone

• Strongly believe in the engagement and participation of everyone in the organization as a means to success

• Are committed to trust, truthfulness, and authenticity in relationships• Develop a non-defensive presence with others • Cultivate a flexible and cooperative approach to new and different situations

Trust & Betrayal

• Trust: a relationship of mutual confidence, honest communication, expected competence & performance, and a capacity for unguarded & open interaction

• Betrayal: an intentional, unintentional, or perceived violation of trust

Critical Elements of Effective Trust• Trust yourself and develop personal reliability and dependability• Say “No” even if it means conflict and discomfort, because saying “Yes” (or nothing) when

you mean “No” is betrayal• Live a life that evidences service to a greater purpose, meaning, and commitment to

values• Discuss the topics that are considered un-discussable• Lead courageously – let go of control and delegate, tell the truth, be true to your values,

etc. • Lead compassionately – let your employees know that you care about them, remain

sensitive to how your reactions may affect others, embrace disagreement non-defensively • Build community within your organization by creating time and organizing meaningful

conversations among your people• Listen non-defensively to others from their point of view so that they feel heard• Develop resilience to betrayal; avoid resentment and embrace forgiveness• Admit and reveal mistakes• Share information; maintain confidentiality • Manage expectations; honor agreements; clarify boundaries

Firo Theory

Significant Competent LikableAll people want to feel…

To some extent all people are afraid of being… Ignored Humiliated

Rejected

These feelings and fears affect the way people behave regarding … Inclusion Control

OpennessSource: Tamm (2004) Radical Collaboration

The Firo ModelDimension/Need Inclusion (I) Control (C) Openness (O)

Expressed (e) The extent to which you make an effort to include others in your activities, to join and belong to groups, and to be with people

The extent to which you make an effort to control and influence others or situations, to organize and direct others, and to assume responsibility

The extent to which you try to get close to people and to engage them on a personal level; your degree of comfort in being open with and supportive of others

Wanted (w) The extent to which you want others to include you in their activities and to invite you to join or belong to groups; the extent to which you want to be noticed

The extent to which you are comfortable working in well defined situations with clear expectations and instructions

The extent to which you want others to act warmly toward you and to take a personal interest in you; the extent to which you want others to share things with you and to encourage you

Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations

Related Behaviors to the Firo ModelDimension/Need Inclusion (I) Control (C) Openness (O)

Expressed (e) • Inviting others to join in your activities

• Involving others in projects and meetings

• Incorporating everyone’s ideas and suggestions

• Taking a personal interest in others

• Assuming positions of authority

• Managing the conversation

• Attempting to influence others’ opinions

• Establishing policies and procedures

• Reassuring and supporting others

• Showing concern about others’ personal lives

• Sharing your personal opinions and feelings with others

• Being trustworthy/loyal

Wanted (w) • Getting involved in high profile activities and projects

• Doing things to get noticed

• Going along with the majority opinion

• Wearing distinctive clothing

• Deferring to the wishes, needs and requests of others

• Asking for help on a job• Raising issues for others

to consider and decide• Involving others in

decisions

• Being flexible and accommodating

• Listening carefully to others

• Trying to please others• Making yourself available

to others

•Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations

Interpreting the Total ScoreScore Range

Category Meanings

0-15 Low • Involvement with others is not a primary source of need satisfaction• Others’ needs typically predominate• Tend to need privacy to do their best work• Prefer to keep to themselves and tend to have a small circle of friends• Highly selective about how often and with whom they interact

16-26 Medium-Low

• Involvement with others is sometimes a source of satisfaction – depending on the people and the context

• Work most effectively alone, but with others when the objectives are focused• Tend to have a small circle of friends whom they see occasionally

27-38 Medium-High

• Involvement is usually a source of satisfaction• May enjoy small group work settings• Tend to have a larger group of friends and may contact them on a regular basis• High probability of collaborative behaviors and tendencies

39-54 High • Involvement with others is enjoyable and satisfying• Engage in interpersonal interaction with many people and on a frequent basis• When flexible, collaboration with others is natural and effortless

Source: Schnell & Hammer (1993) Introduction to the FiroB in Organizations

Rigid Behavioral TendenciesDimension/Need Inclusion (I) Control (C) Openness (O)

High Score acting outover involvedtaking creditbusybody“notice me” behavior

threateningmy way or the highway shaming othershostilitydomineering

superficially friendlydisclosing info prematurelyover processingexpressing inappropriate detailsemotionally floodingsharing “everything”

Mid-range Score in / out behaviorlukewarm commitmentover-neutralityhalf-heartedness

inconsistent behaviorfew boundariesmartyr behaviorblaminghostile teasing

lacking passionpleasantly neutralunpredictable, periodic sharingmiddle of the roaddisinterestedoverly influenced by contextrunning hot and then cold

Low Score leavingavoidingunavailablequittingwithholding

passive complacentnonassertivenot tryingavoiding responsibility

withholdingoverly silenthaving nothing to saynone of your businesssecretivestonewalling

Source: Tamm (2004) Radical Collaboration

Source: Chris Argyris

Using the Ladder of Inference

Advocacy

High

Low

Low High

Inquiry

GeneratingControl is shared

“Engaging”“Mutually Submitting”

AskingControl is defensive

“Inquiring”

TellingControl is offensive

“Dominating”

ObservingControl is passive

“Avoiding”