path forward to transformational communication · iie sems webinar 2 march 30, 2011 business...

© 2011 IBM Corporation

Path Forward to Transformational Communication

SEMS Webinar – Part 3 of the Mini-series on Transformational Change

IBM Center for Learning and Development

Path Forward to Business Transformation

March 30, 2011

Richard Orth, Sreekanth Ramakrishnan, Mike Testani

© 2011 IBM CorporationPath Forward to Business Transformation

IIE SEMS Webinar

2 March 30, 2011

Business

Performance

Success

Technology

The Path Forward Approach to a Lean Transformation

Learn

ing

Innovation and continuous improvement enabled through

process excellence and high performing organization culture

Transformational

Leadership

Adaptive

Culture Process

Excellence

Building Organizational

Capabilities for Business Transformation

Path Forward Change Paradigm

Balanced Scorecard

• Customer Value

• Financial Excellence

• Process Excellence

• People Learning & Growth


IIE SEMS Webinar

3 March 30, 2011

Path Forward to Transformational Communication

Purpose

– The purpose of this course is to transform the way we communicate to develop a more

constructive and adaptive organizational culture

Overview

– To become a sustainable, high-performing organization, employees must first become effective

communicators who demonstrate constructive behaviors through ongoing, open and thoughtful

dialogue.

– Transformational Communication is a process that allows people to relate to themselves and

others in a self-affirming manner and provides the necessary tools to create empowering

relationships. Transformational Communication focuses on three specific areas:

• Establishing a foundation of trust

• Identifying blind spots that can weaken interpersonal relationships

• Expressing ourselves in thoughtful, constructive conversations that lead to positive

outcomes

– The skills taught in this course are portable – they can be applied at work, at home and in the

community.


IIE SEMS Webinar

4 March 30, 2011

Path Forward to Transformational CommunicationCourse Abstract

Learning Objectives:

– Describe Sensitive, Open and Direct (SOD) two-way communications and apply these

constructive behaviors to create a foundation of trust

– Describe the characteristics of “Team Principles” and the impact it has on team success

– Explain the concepts of the Johari Window to remove "blind spots“ and “lower masks” for

strengthening interpersonal relationships and building trust

– Identify techniques to improve skills for active listening and giving & receiving feedback

– Apply a five-step process for having constructive conversations

Audience:

– Team members, team leads, managers,

and senior leaders

Duration: 4.0 hours

Format: Face-to-face


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5 March 30, 2011

The Transformational Leader’s Constructive Styles

11. Achievement

+ Anticipates future trends and opportunities

+ Takes reasonable and well-calculated risks

+ Takes initiative to get things done

+ Encourages team goal setting and recognizes

accomplishment

+ Selects team members to complement the skills

of others

Copyright 1971, 1973, 1987, 1989 Human Synergistics, Inc. All Rights Reserved

1. Humanistic Encouraging

+ Sensitive and supportive to the needs of

others

+ Helps others learn from their mistakes

+ Encourages others to express their ideas

+ Promotes open discussion

+ Motivates by serving as a role model

2. Affiliative

+ Gets cooperation through personal loyalties

+ Puts people at ease

+ Charismatic

+ Initiates conversations easily

+ Shares feelings

12. Self Actualizing

+ Deals with issues objectively and honestly

+ Stands up for what he/she believes in

+ Handles crisis situations well

+ Generates unique solutions to problems

*The OCI is a registered Trademark of Human

Synergistics International, Inc.- Dr. Robert Cooke


IIE SEMS Webinar

6 March 30, 2011

Passive or

Aggressive

Behaviors

Constructive

Behaviors

Constructive Conversations “Stay Above the Line”

1. Actions based on rules

2. Correct -- find fault

3. Focus on me

4. Control others

5. Do just enough

6. Manage people

7. Compete

8. Comply

1. Actions based on principles

2. Teach -- learn and adapt

3. Focus on the community

4. Empower yourself & others

5. Do more than required

6. Lead people

7. Collaborate

8. Actively support

Trust


IIE SEMS Webinar

7 March 30, 2011

Constructive conversations are Sensitive, Open and Direct (S.O.D.)

Sensitive

– Discuss with respect for others and with empathy

– Be aware of the diversity within the group (for example, personalities,

values and cultural differences)

Open

– Be honest / truthful, frank and genuine

– Be willing to share information (both positive and negative) that will help

others and the team

– Don’t hold back simply to shield the feelings of others

Direct

– Get to the point, be clear and concise

– Speak directly and not evasively – don’t “beat around the bush”


IIE SEMS Webinar

8 March 30, 2011

Emotion Empathy /

validating

emotion

Logic

Response (You/Me)Concern (Others)

Step 1

Step 2 Logic

Step 3 Solution

“Sensitive”

“Direct”&

“Open”

From the book Mining Group Gold, by Thomas A. Kayser

Process Feelings First, Then Think Logically


IIE SEMS Webinar

9 March 30, 2011

Team Principles

Team Principles (also called “The Covenant” or “Code of Conduct”)

Behaviors we commit to and abide by as we interact as a team

Specific, visible actions we can see or hear

How we should act to be a high-performing team

What’s In It for Me (WIIFM)?

Emphasizes positive team behaviors while minimizes negative

behaviors

Provides a constructive approach to raise issues when individual

behaviors are disruptive to the overall team performance

Helps improve the overall culture of our organization to be more

constructive

Format for Team Principles

Complete the sentence: "We will ..."


IIE SEMS Webinar

10 March 30, 2011

Sample Team Principles

We will ...

1. Work with a sense of urgency

2. Be united - focus on common goals

3. Treat each other as equal partners

4. Provide and be willing to accept constructive feedback

5. Respect each other's values, ideas, opinions and intentions

6. Be committed to making a positive influence in our organization

7. Achieve our goals by being adaptive

8. Commit to learning and self-discovery

9. Recognize the contributions of others

Note: No order of importance is implied


IIE SEMS Webinar

11 March 30, 2011

Relationships – The Johari Window

You

Known Unknown

Others

Known

Unknown

Constructive Feedback

Se

lf-Dis

clo

su

re

OPEN

Facts that are known

to you & are known to

others

BLIND SPOT

Facts that are

unknown to you but

are known to others.

Perception ≠ Reality

MASK

Facts that are known

to you but are

unknown to others

UNKNOWN

Facts that are

unknown to you

and are unknown

to others


IIE SEMS Webinar

12 March 30, 2011

A Constructive Conversation

Occurs when a person communicates constructively and acts

in his or her sphere of influence to create an inclusive

environment.


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13 March 30, 2011

Two Types of Constructive Conversations

1. No critical issue exists -- we need to be Proactive

To establish rapport

To create an environment where open communication can flourish

To provide positive feedback

2. A critical issue exists -- we need to be Responsive

To diffuse tension

To provide constructive feedback

To gain commitment to action

A critical issue is a situation when:

• Opinions vary

• Stakes are high

• Emotions run strong


IIE SEMS Webinar

14 March 30, 2011

Constructive Conversations

Proactive steps 1 – 3

What I

observe1

2

3

4 What I

feel

about it

How I

interpret

what I

observe

Constructive

Conversations

5

Responsive steps 1 – 5

The

change I

would like

to see

What the impact is to

me, the team or the

business ... and you

A critical issue:

• Opinions vary

• Stakes are high



IIE SEMS Webinar

15 March 30, 2011


What I

observe1

2

3

4 What I

feel

about it

How I

interpret

what I

observe

Constructive

Conversations

5The

change I

would like

to see

The “Business” component

What the impact is to me,

the team or the business

... and you

The “Interpersonal”

component

A critical issue:

• Opinions vary

• Stakes are high

• Emotions run strongBypass!


IIE SEMS Webinar

16 March 30, 2011


Proactive steps 1 – 3

Responsive steps 1 – 5

What I

observe1

2

3

4 What I

feel

about it

How I

interpret

what I

observe

Constructive

Conversations

5The

change I

would like

to see

What the impact is to

me, the team or the

business ... and you

A critical issue:

• Opinions vary

• Stakes are high


Assume positive intent

1.5 If I am uncertain of my interpretation (Step 3), then ask an open question to test my interpretation before proceeding.

... This may eliminate the need

for completing the rest of the

steps if there isn’t a critical issue

to be addressed.


IIE SEMS Webinar

17 March 30, 2011

Constructive Conversation Example #1

1. What I observed: I notice that you are typing on your computer during our

meeting.

2. What I felt about it: I’m frustrated.

Note: The speaker did not say: “I feel you are rude.” This would have not been

an “I” statement and may have put the receiver of this information on the

defensive.

3. How I interpreted what I observed: It seems like you are disinterested.

4. What was the impact to me, the team, the business and you: You are not

contributing to this important discussion, even though I know you have

comments on this subject.

5. What change I would like to see: I’d like you to be aware of the effect this

behavior has on the team, and to abide by our meeting guidelines (close laptops

during team meetings).


IIE SEMS Webinar

18 March 30, 2011

Foundations for Transformational Communication

Sensitive, Open and Direct (SOD) Communication

Team Principles

Transformational Communication

IBM

5 Step Constructive Conversation Process

Johari Window


IIE SEMS Webinar

19 March 30, 2011

Critical Success Factors

CSFs – Both parties willingness to:

Assume positive intent

Listen and observe non-judgmentally

Reflect honestly on the intentions and

needs of those involved

CSF: The few things that must

go consistently well to achieve

success.

What the impact is

to me, the team or

the business ...

and you

What I

observe1

2

3

4 What I

feel

about it

How I

interpret

what I

observe

Constructive

Conversations

5The

change I

would like

to see

SafeEnvironment

Trust


IIE SEMS Webinar

20 March 30, 2011

Learning Resources about Communication (continued)

Crucial Conversations – Tools for Talking When Stakes are High

By Kerry Paterson, Joseph Grenny. Ron McMillan, Al Switzler

McGraw Hill 2002

Books 24 x 7: http://www.books24x7.com/

Getting To Yes – Negotiating Agreement without Giving In

By Roger Fisher and William Ury

Penguin Books 1991 (second edition)

http://www.books24x7.com/


IIE SEMS Webinar

21 March 30, 2011

Questions?

Contact:

Sreekanth Ramakrishnan ([email protected])

Michael Testani ([email protected])

Richard Orth ([email protected])

mailto:[email protected]



path forward to transformational communication · iie sems webinar 2 march 30, 2011 business...

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