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vLeader Workbook - Page 1 vLeader Workbook - Page 1

An Interpersonal Skills Simulator Designed to Encourage Exploration, Reflection and Deliberate Thought in the areas of Leadership,

Influence and Persuasion.

PLEASE PRINT THIS WORKBOOK OUT PRIOR TO STARTING

vLeader Professional Workbook


To Be Completed Before Class Discussion One

Complete the following Self Assessment

You can use non-business situations just as valuably as those with a business context. At this time, only answer the question of how often you find yourself performing that behavior in the “Pre” column. Use the following scale of 1-7.

Questions Pre Post

1 How often do you find yourself focused on your agenda rather than that of others?

How often should you be focused on your agenda rather than that of others?

2 How often do you look for ways to praise others?

How often should you look for ways to praise others?

3 How often do you specifically try to access new ideas and thoughts from others?

How often should you specifically try to access new ideas and thoughts from others?

4 How often do you look for the signs of buy-in to a new initiative?

How often should you look for the signs of buy-in to a new initiative?

5 How often do you discuss differences of opinion openly?

How often should you discuss differences of opinion openly?

6 How often do you express your thoughts assertively?

How often should you express your thoughts assertively?

7 How often do you direct others towards goal directed work?

How often should you direct others towards goal directed work?

8 How often do you display stubbornness or inflexibility?

How often should you display stubbornness or inflexibility?

9 How often do you remain calm when presented with different points of view?

How often should you remain calm when presented with different points of view?

10 How often do you advance the attitude of dealing with others as equals?

How often should you advance the attitude of dealing with others as equals?

DO NOT SKIP THIS ACTIVITY.

1 4 7

Never Always Sometimes

5 6 3 2


How things Get Done

Between communication and the results we achieve is an invisible social system. This system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows you, through intuition, to not think about this social system. The goal of this program is to get you to think more about the social system to further develop your EQ.

A higher emotional intelligence is associated with your ability to handle your automatic response (putting your own emotions aside or knowingly using them) and to use your understanding of other people’s emotions to achieve better results.

IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS YOUR THOUGHTS WITH YOUR INSTRCUTOR OR [email protected]

Business Results (Work)

Communication Social system

POWER TENSION

IDEAS



Pre-Work

How to use this Workbook •  Where ever you see a checkbox q , complete the activity and check it off

•  Wherever you see this icon, write down your thoughts and emotions as you use vLeader

•  Wherever you see this icon, make sure you have emailed your coach with real world reflections

•  Use the workbook as a guide to efficiently use your time and optimize your learning. The help icon will give you tips to accomplishing your goal.

•  Bring this workbook to your class discussions



Schedule Your Time The time commitment is a minimum of 15 hours.

You will have at least five hours of formal facilitation and/or group discussion, and at least ten hours of self-paced practice time in the vLeader simulator. q Schedule out the time when you plan to do this work and remember the following:

•  This is a commitment to yourself and those who benefit from your development

•  Not completing the work IS one of the negative behaviors we are dealing with •  Plan to do a little at a time, give real life a chance to get in the way

q  If you are having any difficulty in scheduling, please contact [email protected]

Using this workbook is an important way for you to reflect upon what you are doing. For anybody taking this course for credit or a certificate of completion, you must complete this workbook.

This learning is not designed to be incremental; if you are unsure what you are learning, ask your instructor or [email protected].

Self–paced Introduction q  Windows PC users: Download the SimuLearn Scenario Launcher via your student page q  OS X Intel-based Mac Users: Download the SimuLearn Scenario Launcher via your student page

q Install the SimuLearn Scenario Launcher •  Make sure your computer meets the following requirements:

Windows Vista, 7 and 8 Or

Intel-based Mac running Mac OS 10.6.8+ 16MB Graphics Card or better

1GB free hard drive space

Sound Card (Speakers and/or headphones) Internet connection (for scores and data to be uploaded)

•  Having downloaded the program install by double clicking and following on screen prompts or instructions provided to you for installation. Use defaults unless you are an expert computer user.

Need technical help? Go to:

•  http://simulearn.freshdesk.com and submit a trouble ticket and browse the knowledgebase

•  The above link is the fastest way to receive support

q  It’s helpful for you and others if you use headphones.



Interface and Practice Sessions q  Make sure you have registered to use the program at http://data.simulearn.net which may involve a payment depending upon the arrangements made with your school.

q  Download the appropriate program and install it

q  Enter the email and password combination you used to Register

q  Write down your password here :

q You will see a list of available exercises and scenarios, use Learning the Principles Exercise One: Try Doing Work

Play each exercise up to two times. Check each off if you get a ‘Congratulations’ message

q  Complete Exercise One (Try Doing Work)

q  Select and Complete Exercise Two (Try Lowering Tension)

q  Select and Complete Exercise Three (Try Moderating Tension)

q  Select and Complete Exercise Four (Gaining and Sharing Power)

•  These exercises will familiarize you with the communication framework

•  Have these prompted any new thoughts? Write them here:

Tip: Click on “Pause” to stop the simulation at any

time.

The closed captions tell you who is speaking, whether the comment is towards a person or an idea, and the intent (positive, negative or neutral) as well as what is being said.



Is the Game Going Too Quickly?

Typical Reasons

q  You are reading all of the closed captions and then making your decision how to communicate – try to use how long the quote being said will take so you can decide how long you have to decide. Make sure you decide before the character who is speaking finishes. The most important thing to pay attention to is who is speaking to who or about what and in what way (positive, negative or neutral)

q  You aren’t using the Pause button – the pause button in the top right hand corner can give you time to think, at least initially.

q  You aren’t sure what the intent of the statement are (positive/negative/neutral), use the game (pictured above) to help you get used to thinking this way (a very useful life skill). Access the game at: http://www.simulearn.net/opiniongame/miniGame01.swf

q  You think you are clicking on the communication bar but in fact are clicking on the idea container, or you are clicking on the red and green arrows that appear to the left or right of the communication bar

q  Your uncertainty of what you are supposed to do is preventing you from knowing where or when to click. This is the purpose of the game, to get you thinking about things in the right order which may initially feel unintuitive.


A Communication Framework Let’s start by looking at how we communicate. In the real world there are many ways to express ourselves and we have a lot of the control (higher EQ means more control). Communication can always be represented as a level of support or opposition towards people and ideas. Leadership involves the skill of knowing how and when to communicate in order to get the best results.

Look at the following quotations and circle the area on either the personal or idea communication bar which best describes the opinion used.

Keep going you’re on a roll

You don’t seem to be prepared for this meeting

I really like that idea

What else are you thinking?

I’d like to know more about that

I don’t think we should do that

How could this pragmatic way of thinking about communication help you in real life?

Idea

Support (Green click)

Oppose (Red click)

Personal Idea


Support (Green click)

Oppose (Red click)



Reflection

In your real world, when have you “red-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?

In your real world, when have you “green-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?

In your real world, when have you “red-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?

In your real world, when have you “green-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and popularity), tension, ideas and work?

In your real world, when have you chosen to be silent in the last week? Why? What was the impact on your power (influence and popularity), tension, ideas and work?

The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you on the fact that how you communicate impacts a social system which impacts what results we get. Practice exploring and using this framework to develop experience rapidly.



Be ready to discuss these in your class discussion:

Where do you click to gain influence? To Use Influence?

Where do you click to increase tension? To decrease tension?

Where do you click to improve people’s opinion of you?

Where do you click to generate new ideas?

Why should you sometimes be silent?

Why do you need power (formal and informal)?

Why do you need to adjust tension?

Why do you need ideas?

Business Results

Communication Social system

How Things Get Done

POWER TENSION

IDEAS

Idea

support oppose

support oppose



Scenario One (One–on–One) q  From the Main menu click on Applying the Principles> Scenario One: One-on-one

q  Select the “Explore” mode

•  Do not yet select “Resume” to begin the Scenario

•  While the simulation is paused, click on Oli (the character in front of you) and each idea to see more information. Try to think about what the information you have seen means in terms of the situation.

• The first time you play the scenario, just do the best that you know how. Don’t worry too much about whether you do well or not, think more about what is happening. Be a good observer of interpersonal dynamics. In time we will get you to think about what you need to get done, how to plan your approach and make sure you execute that effectively. You will be able to use several theories in this scenario:

•  LMX Theory

•  Path-Goal Theory

•  Situational Theory

•  Needs Theory

•  Motivation Theory

q This scenario will challenge your ability to:

•  Communicate and actively listen

•  Make decisions aligned with business objectives

•  Build rapport

•  Foster creativity

•  Be patient and strategic

q  Upon completion, remain on the Leadership Score Screen 1 (do not press the space bar yet)



Scenario One Results When you have completed Scenario One, you will be taken to the results screens. Do not hit the space bar. Click the à arrow key twice on your keyboard to view Screen 3 of 11 - Leadership Style. Answer the questions below

Given the total number of dialog turns, was your scenario short or long? Check the length of your play below:

q  Short Scenario (less than 40 turns)

q  Medium Scenario (40 to 60 turns)

q  Long Scenario (greater than 60 turns)

Given the % of your dialog turns for Scenario One, were you passive, active, or dominating? Check your style below:

q  Passive/Delegating (less than 30%)

q  Active/Participative (30% to 65%)

q  Dominating/Directive ( greater than 65%)

What do you think these two scores convey about your leadership style during this play?

To help self-diagnose your performance after each scenario and to better understand the feedback screens, view

•  http://www.simulearn.net/metrics.html

Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as a guide to the gestures displayed.

Non-Verbal Communication In vLeader

Click pen quickly Strum fingers rapidly Cough several times

Squirm in chair

Tense Neutral Relaxed

Rest chin in one hand Pick up cup Stroke chin

Examine pen Look at finger-nails

Slump in seat Yawn, Stretch

Shake head Exhale deeply

Walk behind chair Bang fist on table

Oppose Neutral Support

Shrug Drink coffee Scratch nose

Smile broadly Take notes

Lean forward to listen Nod in agreement

Opinion-Driven Gestures

Tension-Driven Gestures



What challenging or negative behaviors did you see in this scenario and how did you deal with them?

Describe a leadership challenge or team performance issue working with people in the real-world. Describe it in terms of people, ideas, opinions and impact on the business results (financial performance, customer satisfaction, employee morale). If possible comment on where the personal influence lies, the group’s opinion of you, and the tension level of each person.

Do you know anyone like Oli in your workplace? What motivates or de-motivates this type of person? What can you try differently when interacting with your real-world “Oli”? How can you lower tension, build rapport, increase your influence in this type of situation? Have you ever felt like “Oli?” How could you have changed your own behavior?

What Kind of Leadership Style Did You Use in Scenario One?

You spoke most of the time The scenario was short

You did most of the work on every idea You tightly controlled the conversation

Directing Participating Delegating

You spoke about half of the time

You spoke far less often than Oli The scenario was long

You did some of the work on some ideas Oli seemed in control of the ideas

Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Learning_the_Principles_Quiz.html



Things to discuss in class

You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.

Cognitive Level Questions

What modes of communication are used in vLeader?

When you click on a communication bar are you the sender or the receiver?

When your character speaks what interpretation does the other character have?

Affective Level Questions

How do you think you receive the communications from Oli Newman? What do you feel affects this?

How does Oli’s non-verbal communication align with his statements, what else do you perceive?

How does the setting impact the communication process?

How does time and when Oli wants to finish this conversation impact his communication to you as the receiver?

How would knowing Oli Newman better help you as a sender? What can you do in vLeader to find out more about Oli?

How would knowing Oli Newman better help you as a receiver?

Application Level Questions

What kind of communication network is scenario one?

How would you primarily categorize the communications which go on in this conversation? Functional or dysfunctional? Explain.

How is hearing different to listening? Give an example in One-on-one scenario with Oli Newman.

How do you actively listen to Oli about the Do Filing Today idea, Look for Apartment? Or Team Coffee Break? Where do you click?

How can you look at turn-based dialog in vLeader and use it to assess the use of email, voice-mail and SMS messages?


Class Discussion One

Communication and Leadership Write down one or two questions or thoughts you might have here:


Do not pass this idea because it will pre-empt strong ideas like Get Nortic Cards and Computer Set Up

Consider passing Look for Apartment because of the effect on the balanced scorecard

+25 +15 +5 - 5 -5 Employee Morale

-10 0 +10 +20 +25 Customer Satisfaction

-10 -15 +25 +20 Financial Performance

Finish Meeting Team Coffee

Break

Idea Net Value +40 +40 0 +15 +5

Complete this Idea? Yes/ No

Yes Yes No Yes Maybe

Incompatible Ideas

0

Yes

Get Nortic Cards, Computer Set Up Do Filing Today None None None

To Be Completed Before Class Discussion Two

“Rules” for Scenario One: One-on-one vLeader has “rules”; use the most effective and ethical methods to get the best possible business results. To understand an idea’s value to an organization, you can look at its impact on the three stakeholders of the business – the shareholder, the customer and the employee. Satisfying these three equally tends to lead to well balanced, successful organizations. This table has been completed but subsequent scenarios will require your input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact).

Scoring above 90% is HARD. If you can predictably score above 90% then you have satisfied the demands of the situation very well.

Do Filing Today

Pass these ideas because they have a very strong Idea Net Value

Look for Apartment Do Filing Today Get Nortic Cards Computer Set Up



Using Different Leadership Styles Understanding the principles of power, tension, ideas (the social system), and business results is critical to recognizing and influencing what is happening in a leadership situation. By using three very different styles of leadership, you will experience a wide spectrum of cause and effect on the principles. Those styles are:

Directing Leadership Style

The directing leadership style is leader-centered; they have formal authority; they have all or most of the ideas; they do not solicit ideas from subordinates; they want productive tension and quick results; they dominate the conversation, giving detailed instructions on how, when, and where they want a task performed. When would you use a directing leadership style? What are the trade-offs?

Participating Leadership Style

The participating leadership style centers on the leader and team. When teams receive assignments, the leaders encourage colleagues to participate by asking for ideas, such as input, information, and recommendations. Leaders might push tension to an extreme (relaxed, tense) to generate new ideas. When would you use a participating leadership style? What are the trade-offs?

Delegating Leadership Style

In the delegating leadership style, leaders encourage colleagues to solve problems and make decisions without clearing it through them. Leaders should only make a few decisive comments to keep the team from straying too far. When would you use a delegating leadership style? What are the trade-offs?

How does the social system impact getting the best business results? How do the business results impact the social system?

Business Results POWER

TENSION IDEAS

Social system


See How Many Scenario One Goals You Can Complete Try to accomplish these in order. You should play this scenario at least 7 times in ‘Explore Mode’ before selecting an ‘Assess Mode’ to unlock the next scenario. All scores are recorded for your and your instructor’s review.

Directive Style Delegative Style

Participative Style Great Scenario

Master Play (optional)

You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 65% or higher

You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 40 and 60, and where your dialog percentage is between

30 to 65%.

You need a Total Score of 90+ in Assess mode, with a scenario length (in dialog turns) less than 60, and where your dialog percentage is 30% or less.

You need a Business Results Score of 90 or Higher

You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 60 and 200, and where your dialog percentage is less

than 30%


How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.



Reflection and Application To The Workplace Have you ever helped someone with their priorities? Perhaps it was a colleague, a subordinate, someone on your project team, or your boss. Consider the following questions and check off the statement that appears consistent with your real-life scenario.

What style did you use?

q Directing

q Participating

q Delegating

q Other

How did it feel?

q  You communicated more to ideas than people

q  You communicated more to people than ideas

q  You balanced communicating to people and ideas

q  You dominated the conversation

q  You listened to and discussed ideas that you did not introduce

q  You listened for the intent (positive, negative, neutral communication)

q  You noticed body language that was consistent with the conversation

q You noticed body language that was inconsistent with the conversation

What was the outcome?

q  The person or group you spoke with bought into the new priorities

q  The person or group you spoke with did not buy into the new priorities

q  The person or group executed the new work with high quality

q  The person or group did not execute the new priority work with high quality

q  The person or group tried to execute both the old and new priorities

What trade-offs did you make in your approach?

q  You used formal authority in order to economize on your efforts

q  You took more time to consider all options and make the decision together

q  You had to compromise on the quality of work

q  Other



Your Reflection Journal





Contingency Theory/LMX

Cognitive Level

What are the characteristics of the situation with Oli Newman in Scenario One? Is the relationship a good or poor one, initially? Describe.

Is this a task structured or unstructured environment?

Is your position power strong or weak?

What does Fiedler’s theory suggest based upon the LMX matrix? Task or relationship oriented?

How can you take a relationship approach with Oli, where do you click?

How can you take a task-oriented approach with Oli, where do you click?

Affective Level

What emotions do you have when using a more relationship-oriented approach to working with Oli? What do you fear?

How do you feel when you take a relationship-oriented approach but Oli ends up focusing on his own issues and not yours?

Which approach task or relationship feels like you have more control? How do you think that feels for Oli?

Application Level

Apply Fiedler’s Contingency Theory and LMX theory to this scenario?

More questions on next page.



House’s Path-Goal

Cognitive Level

How can House’s Path-Goal theory be applied to scenario One?

Describe how a directive leader behavior impacted the conversation? Expand.

Describe how a supportive leader behavior impacted the conversation? Expand.

Describe how a participative leader behavior impacted the conversation

Describe how an achievement-oriented leader behavior impacted the conversation.

What personal factors do you perceive in Oli Newman?

•  Regarding authoritarianism?

•  Regarding Locus of Control?

•  Regarding perceptions of their ability?

•  Regarding Oli’s Primary Work Group

Affective Level

Which of these behaviors feels most natural to you? Which most foreign? Why?

Application Level

Apply Path-Goal theory to the first scenario in order to generate a plan which you can communicate to someone else as to how you will work with Oli

Transformational Leadership

Cognitive Level

How can you appear more charismatic in scenario one?

How do you build trust?

How can you tap into Oli’s energy to motivate him to work on your key ideas not just his own?

How can you get Oli to identify with you? When might you know that Oli has high confidence in you?

How do you show genuine interest in Oli as a subordinate?

How can you create intellectual stimulation in Oli and get him to make a large leap in his direction?

Affective Level

What does it feel like to build trust with Oli?

What does it feel like when you have tapped into Oli’s motivation?

Application Level

Discuss the application of transformational leadership in the context of scenario one.


Class Discussion Two

Persuading and Influencing Individuals Write down one or two questions or thoughts you might have here:


To Be Completed Before Class Discussion Three

Scenario Two (The New Person)

q  Select Scenario Two: The New Person

q  After the introduction, select the “Explore” mode button

•  With the program paused, use the next page’s grid to help you plan your work

Scenario Two Results When you have completed Scenario Two, you will be taken to the results screens. Do not hit the space bar. Click the à arrow key twice on your keyboard to view Screen 3 of 11 - Leadership Style. Answer the questions below:

Given the total number of dialog turns, was it a short or long scenario?

q  Short scenario (Less than 50)

q  Medium scenario (51 to 75 turns)

q  Long scenario (greater than 75 turns)

Given the % of your dialog turns for Scenario Two, were you passive, active, or dominating?

q  Passive/Delegating (less than 30%)


q  Dominating/Directive (greater than 65%)


To help self-diagnose your performance after each scenario, review this link:


q  Your Goal – to monitor, direct and influence the conversation and improve the outcome.



Your Objective in each Scenario

q  Assess the situation and characters

q  Optimize Power, Tension and Ideas to focus the group on the Right Work

q  Plan your work – Work your plan

•  Select and use the most appropriate leadership skills, strategies and styles to achieve the best possible outcome

Make decisions aligned with the strategic business goals: •  Financial Performance, Customer Satisfaction, Employee Morale

q  Complete the following idea sheet to determine which ideas are best for Business Results

Verbal Non-Verbal Body Language

Communicating Non–Verbally in vLeader (Optional)

vLeader Tip: Use the right mouse button (Windows users) or Hold the Apple key (Macintosh Users) when clicking on an communication bar to change your body language toward an idea or person without speaking

-15 +10 +5 +10 -1 +9 Employee Morale

+25 -10 -3 +15 Customer Satisfaction

+15 -5 +18 -2 +6 +15 -4 Financial Performance

Finish Meeting

Raise Retention to 65%

Fix Environment

Use Automation

Coffee Shop

Stop Complaining

Crisis Looming

Fix Morale

Idea Net Value

Complete this Idea?

Incompatible Ideas

Yes

0

0 0 5

Supported by?


See How Many Scenario Two Goals You Can Complete Try to accomplish these in order. You should play this scenario at least 6 times in ‘Explore Mode’ before selecting an ‘Advanced Mode’ to unlock the next scenario. All scores are recorded for your and your instructor’s review.



30 to 65%

You Need a Business Results Score of 90 or Higher


than 30%



Master Play (Optional)

You need a Total Score of 90+ in Advance Mode, with a scenario length (in total dialog turns) less than 80, and where your dialog percentage is 35% or less. HINT: You might want to use non-verbal communications to help you (see bottom of page 20).


How many times did you play this scenario in Explore and ADVANCE modes? If less than 8, Explore a few more times.






Scenario Two – Tips for Improvement

Find common ground and avoid divisive ideas in favor of uniting ideas:

•  Avoid “Stop Complaining” idea in favor of “Fix Morale”

•  Avoid “Coffee Break” idea in favor of “Fix Environment”

Support “Crisis Looming” idea only when Oli and Rosa are not in conflict

Build influence and the group’s opinion and then strongly introduce “Raise Retention to 65%”

Strongly Support “Retention to 65%” idea; use your power to support your idea and rally the team

Remember to communicate directly to people as well as ideas

positive negative

The vLeader Perspective

vLeader scenarios are not real meetings The virtual characters are not real people The dialog is not real conversation

However: Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader Real characters are affected by the ideas and people involved in the discussion Real conversations are supporting, opposing, and neutral comments towards people and ideas

You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking.



Key Learning Points - Scenario Two The leadership styles that you have used impact the leadership principles in different ways. Use these questions to being thinking about how you could approach a scenario.

Mission What was the most important idea(s) to pass in this scenario?

What trade-offs did you have to make to get that idea passed?

Awareness What is the relationship like between Oli and Rosa?

What effect does that have on the most important idea(s) you identified above?

Strategy – Plan Your Work Write down how you would plan to affect the principles in order to get the most effective results in this scenario

Tactics – Work Your Plan Where will you click in order to successfully execute the various parts of your strategy?

Execution If you have not completed four of the Scenario Two goals, play this scenario at least once more to effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give yourself time to assess the best place to click to execute that strategy.

Helpful Hint – if the virtual meeting feels confrontational or a struggle to keep on task (constantly switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension, Ideas or Work strategies. Try a different approach to optimize your personal influence, the group’s opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.



What challenging or negative behaviors did you notice in the simulator and how did you deal with them?

Describe a situation where it is difficult to prioritize yourself or other people, and/or a scenario where a conflict stifles the productivity of the team.

Consider the following questions: Who are the people involved? What are the ideas? What is the group’s opinion of you? What is the group’s tension level? What is your level of personal influence? What is the right work?

What have you discovered about the style of leadership you most often use?





Conflict Resolution/management Theory

Cognitive Level

In scenario Two what kind of conflict do you perceive in the situation? Functional or Dysfunctional? Explain .

How can conflict between Oli and Rosa help this situation?

What kind of conflict is it between Oli and Rosa? Intra-group or Interpersonal? Discuss.

Describe a ‘conflict episode’ in this scenario. Use terms like support, oppose, silence, idea A and idea B, alignment, tension etc.

What latent conflict may have been the root cause of the conflict(s) in this scenario?

How do you perceive the conflict to involve you?

How does Will and the senior management team play a role in the manifest conflict?

Comment on the Conflict Frames of Relationship-Task, Emotional intellectual and Cooperate-Win in the context of scenario two.

Discuss the Thomas Kilmann model of conflict orientations and the effects of these within scenario two.

Comment on the possible causes of conflict as it pertains to Structural or Personal Factors

Affective Level

Comment on your tolerance for conflict and its role in this scenario.

How do you feel about having to discuss the Use Automation idea?

What does it feel like to initially build an alliance with one person and then look for the other to join in?

Which conflict orientation in the Thomas Kilmann model feels most natural and unnatural?

How were you part of the conflict and what was the cause?

Application Level

Discuss the application of the Thomas & Kilmann model in the context of scenario two.

If you were coaching someone else in a situation like this, how would you tell them to approach the scenario?


Class Discussion Three

Conflict and Team Skills Write down one or two questions or thoughts you might have here:


To Be Completed Before Class Discussion Four

Scenario Three (Status Quo)

Getting Started

q  Select Scenario Three: Status Quo

q  After the introduction, select the “Explore” mode

Scenario Three Results When you have completed Scenario Three, answer the questions below:

Given the total number of dialog turns, was it a short or long scenario?

q  Short Scenario (less than 40 turns)

q  Medium Scenario (41 to 70 turns)

q  Long Scenario (71+ turns)

Given the % of your dialog turns for Scenario Three, were you passive, active, or dominating?

q  Passive/Delegating (0% to 30%)


q  Dominating/Directive (greater than 70%)


Oli Rosa

You / Corey

Will Herman

Alan

Remember that you are no longer the person with the highest authority. How does this affect how you interact? How should it affect you when you interact?



Scenario Three Strategies Ideas Strategy: Raise the group’s tension to think of new and better ideas

Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority figure, Herman

Work Strategy: Identify and complete the critical ideas like the Call Center Work

q  Complete the following idea sheet to determine which ideas are best for Business Results (plan your work)

To help self-diagnose your performance after each scenario, review this link:


+10 -5 +5 -10 +15 +20

+5 -10 -5 +10 +30

-10 +10 +5 +5 +20

Finish Meeting

Will's Sales Retreat

Cut Expenses Go to Party

Minutes on Website

Rosa on Sales Call

Call Center Work

Supported by which Characters?

0

0

Employee Morale

Customer Satisfaction

Financial Performance

Idea Net Value

Complete Idea? Y/N

Incompatible Ideas


See How Many Scenario Three Goals You Can Complete Try to accomplish these in order. You should play this scenario at least 6 times in ‘Explore Mode’ before selecting ‘Assess Mode’ to unlock the next scenario. All scores are recorded for your and your instructor’s review.



Master Play (Optional)



30 to 70%

You need a Total Score of 90+ in Assess Mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 35% or less

You need a Business Results Score of 90 or Higher


than 30%


How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.






Scenario Three Tips

Ideas Strategy: Excite the Group to Think of Hidden Ideas Tactics: Introduce and Focus on “Cut Expenses”

Tactic: Raise Herman’s tension and he will bring up “Call Center Work” idea

Power Strategy: Build Factions and Partner with Authority

Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is introduced

Work Strategy: Identify and Complete the Critical Work Tactic: Pass “Call Center Work”, “Cut Expenses” and “Rosa on Sales Call”

Tactic: Do not let Will pass the “Sales Retreat” idea

vLeader Tips Use the right mouse button instead of the left mouse button to introduce an idea, and you will introduce it “negatively,” bringing it up without investing your personal influence

Macintosh users can hold down the Apple key while clicking on an idea to introduce an idea negatively.

Remember that your business score is impacted only by the ideas completely passed

What challenging behaviors did you see in this scenario? How did you effectively deal with them?

Write in the space below observations about what does and does not work in this scenario for discussion with your group:

Positively Introduce an Idea

Negatively Introduce an Idea





Power, Politics and Building Coalitions

Cognitive Level

Who has the authority in this scenario?

How is authority different from power? Use this scenario to discuss.

In this scenario what power flow are you trying to create?

What bases of power did you use to get Rosa to support the Fund Call Center idea?

How does Rosa use political tactics in this scenario to help Will in the decision-making process?

Comment on the richness of the dynamic power in this scenario when you were able to build a political coalition of at least 3 people supporting the Fund Call Center idea to completion.

How does Will try to control the decision-making agenda?

How does Will, or how did you build a coalition?

Comment on the characters in this scenario and their political skill.

Draw a conclusion as to how this Herman’s lack of political power causes the difficulties you experienced in the scenario

What political strategies were being implemented in this scenario?

Affective Level

How did it feel to have Will tell you not to discuss the Call Center and then try to champion his Sales Retreat?

How did it feel If you could have changed how this meeting starts, what might you have done prior to this meeting other than had an informal conversation with Herman about funding the call center?

How does it feel to have to find support for the Call Center work? Did you ever feel apprehension about asking someone to contribute?

Explain how and why you may have felt or others may have felt intimidated in this scenario.

Application Level

Which of these influence tactics did you find yourself using? Comment on which ones seemed to work.



Key Learning Points - Scenario Three

Mission: What was the most important idea(s) to pass in this scenario?

What trade-offs did you have to make to get that idea passed?

Awareness Who has formal authority in this scenario?

What impact does this have on the scenario?

What non-verbal communication have you seen in this scenario?

Strategy – Plan Your Work Write down how you would plan to affect the principles in order to get the most effective results in this scenario

Tactics – Work Your Plan Where will you click in order to successfully execute the various parts of your strategy?

Execution Play this scenario at least one more time to effectively execute this strategic approach to Scenario Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to execute that strategy


Class Discussion Four

Power, Politics and Coalitions Write down one or two questions or thoughts you might have here:


To Be Completed Before Class Discussion Five

Scenario Four (Two Cultures) q  Select Scenario Four (Two Cultures)

q  After the introduction, select the “Explore” mode

Scenario Four Strategies

Power Strategy: Build Alliances and Partner with Authority

•  Your Intent: You cannot pass critical ideas by yourself

•  Your Intent: You need a power base that involves either Alan or Herman

•  You may have to support an idea that you don’t necessarily like (Who’s Downsized) to gain a critical alliance (with Alan) and increase your personal influence to use later on. Does this ever happen in real life?

Work Strategy: Identify and Complete the Critical Work

Tension Strategy: Keep tension at productive levels


+5 +10 +15 -5 +15 -5 -1 Employee Morale

+20 +15 -5 +10 -1 Customer Satisfaction

-10 -3 -3 -1 +5 +10 +10 +20 Financial Performance

Finish Meeting

Senior Meeting

More Client Contact

Keep HR Policies

Keep Vendors

Fire Nortic

Vendors

Consolidate IT

Who’s Downsized

Combine Sales

Idea Net Value

Complete Idea? Y/N

Incompatible Ideas

Yes

0 0

0

0

Supported by?



See How Many Scenario Four Goals You Can Complete Use different strategies to see which of these you can accomplish. You should play this scenario at least 6 times in ‘Explore Mode’ before selecting an ‘Assess Mode’ to unlock the next scenario. All scores are recorded for your and your instructor’s review.

Consensus Scenario Strategic Success

You need all characters to agree to at least one idea

You need to build an alliance with one or more characters for a strategic purpose. Try to

optimize your informal power

Great Scenario Great Scenario Again

You need a Business Results Score of 90 or higher without dominating the conversation (use only

25-35% of the dialog turns)

You need a Total Score of 90 or higher immediately after a previous Business Results

Score of 90 or higher

How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 6, Explore more.

What trade-offs do you have to make to accomplish these goals?






Scenario Four Strategy and Tactics

Power Strategy: Build Factions and Support

Tactics: Introduce and support “Who’s Downsized?” and support Alan directly (click in Alan’s green zone). Write down as many different places you can click to execute this.

Tactics: Introduce and support “Consolidate IT” and “More Client Contact”. Write down as many different places you can click to execute this

Tactics: Support Herman when he is tense by clicking in their green zone Write down as many different places you can click to execute this.


Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep HR Policies” and “Keep Vendors” ideas. Write down as many different places you can click to execute this.

Tactic: Do not let either “Senior Meeting” or “Fire Nortic Vendors” pass. Write down as many different paces you can click to execute this.



What challenging behaviors did you witness in this scenario? How did you deal with them?

Describe a team situation at your workplace where others want to continue with old ways of doing things when new ways are required, and/or describe a situation where you are challenged with leading people above you or from other departments.


Class Discussion Five

Developing Your Skills Write down one or two questions or thoughts you might have here:


To Be Completed Before Class Discussion Six

Scenario Five (Crisis and Opportunity) q  Select Scenario Five (Crisis and Opportunity)

q  After the introduction, select “Explore” mode

Scenario Five Strategies Idea Strategy: Relax the group to think of new ideas

•  Your Intent: Uncover hidden ideas


•  Your Intent: Pass the right mix of ideas that best meet the organizational objectives


+25 +20 +15 +5 -10 +10 -10

+20 +25 +25 +5 +5 -10 +15 +10 -10

+20 +20 +25 +5 -10 -2 +15

Finish Meeting

Best Service

Best Product

Low cost provider

Will talks to press

Alan talks to press

Do Nothing

Move to States

Rebuild Facility

Downplay to Press

Yes

Employee Morale

Customer Satisfaction

Financial Performance

Idea Net Value

Complete Idea? Y/N

Incompatible Ideas

0

0

5

0

Supported by?



See How Many Scenario Five Goals You Can Complete Use different strategies to see which of these you can accomplish. You should play this scenario at least 6 times in ‘Explore Mode’ before selecting an ‘Assess Mode’ to unlock the next scenario. All plays and scores are recorded for your review.

Great Scenario Great Scenario Again

You Need a Business Results Score of 90 or Higher

You need a Total Score of 90 or higher immediately after a of Business Results Score of

90 or higher

Idea Play

You need to get all of the ideas on the table

Efficient Play

Complete the scenario within 85 total dialog turns

How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice more.

What trade-offs do you have to make to accomplish these goals?






Tips for Scenario Five

Idea Strategy: Relax to think of new ideas

Tactics: Support and quickly pass either “Alan talks to press” or “Will talks to press” to get the issue off the table so that the group can feel they are accomplishing something

Tactic: Support “Do Nothing” idea repeatedly and click on everyone’s “green zone” until “Low-cost provider” idea appears. Do not pass “Do Nothing” idea, just discuss it to lower tension


Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”

Tactic: Pass either of “Rebuild Facility” or “Move to States”

Tactic: Prevent “Downplay to Press” or “Do Nothing” from passing

The last scenario is mostly about bringing the group together and lowering tension to help the group generate new ideas. Forcing the discussion of “Do Nothing” can lower the group’s tension considerably, but do not let it be completed. Everyone in the room will be annoyed at you for focusing on it, but part of being a leader is doing the right thing, even when it is unpopular.

Try using the right click on the idea of "Do Nothing" to introduce it negatively

Do not introduce any ‘revealed’ ideas until all ideas are ‘revealed’ to you

Consider whether you need power (influence and alignment) in this scenario

What challenging or negative behaviors did you see in this scenario? How did you deal with them?



Describe a situation where your team has suffered a crisis, extreme duress or chaos:

Perhaps they were immobilized by high stress or fear; perhaps they were unable to generate new ideas; perhaps people were more worried about keeping the blame from themselves

Describe what you have done across the entire vLeader program

What have you learned about styles, power (personal influence, group’s opinion) tension, ideas, the right work, and balanced business results? Did you play the same situations from different approaches? Did you apply a communication framework of supporting and opposing people and ideas? Did you learn about and respond to how your communication affects the social system? Did you apply a thought process around business results?

Are you now ready to try using what you have been practicing in the simulator in your real world situations?


Class Discussion Six

Applying Your Skills Write down one or two questions or thoughts you might have here:

Documents

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