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Similar to Embracing conflict january 9 2015 ulead
Embracing conflict january 9 2015 ulead
- 1. January 9th , 2015ULEAD. Building Teams By Embracing Conflict
- 2. Write out whatis the most impacting memory that you have from your family of origin (both positive & negative) and explain why… Systemically: Ontological Who You Are – “BEING” before “DOING”
- 3. Imago Dei People arevalued and they are the one commodity that has the power to change!
- 4. Eastern: Integration of theCognitive, Emotional & Spiritual Approach: Transformational Western: Platonic-Divided Approach: Informational Cultural / Historical
- 5. SYSTEMS APPROACH TO LEADERSHIP “WeTeach What We Know, But We Reproduce Who We Are!”
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- 7. Thinking Systemically isKey to Team Leadership Edwin Friedman’s Theory: By applying a family systems theory to leadership, Friedman argues that leaders lead in a systemic environment in which the elements (i.e. individuals, their relationships, vision, causes, values, etc.) are all interrelated and interconnected.
- 8. Five Elements ofChronic-Anxiety • Reactive–the vicious cycle of intense emotional reactions of each member to events and to one another • Herders–a process thru which the forces for togetherness triumph over the forces for individuality and move everyone to adapt to the least mature members • Blame displacers–an emotional state in which members focus on forces that have victimized them rather than taking responsibility for their own being and destiny • Quick-fixers–members have a low-threshold for pain and thus constantly seek symptom relief rather than fundamental change. • Lacking well-differentiated leaders–a failure of nerve in leaders that both stems from and contributes to the first four characteristics.
- 9. Crucial Issue A systemwill either benefit or suffer from the way the leader is present because the functioning of the leader (or leaders) affects the emotional processes inherent in all relational systems.
- 10. Characteristics of aDifferentiated Leader • HAVING CLARITY ABOUT ONE’S OWN LIFE PRINCIPLES, VISION AND GOALS • BEING ABLE TO REMAIN CALM IN THE PRESENCE OF OTHER’S ANXIETY AND REACTIVITY • BEING SEPARATE WHILE BEING CONNECTED (WHAT I WILL BE DISCUSSING AT THE • MAINTAINING A NON-ANXIOUS AND SOMETIMES CHALLENGING PRESENCE • MANAGING ONE’S OWN REACTIVITY TO THE AUTOMATIC REACTIVITY OF OTHERS • TAKING A NON-REACTIVE STANCE THAT RISKS DISPLEASING OTHERS & OVER- FUNCTIONING
- 11. Over- functioning KillsTeam Leader’s • ADVICE-GIVING • DOING THINGS FOR OTHERS THAT THEY CAN DO THEMSELVES • WORRYING ABOUT OTHER PEOPLE • FEELING RESPONSIBLE FOR OTHERS: KNOWING WHAT IS BEST FOR THEM • TALKING MORE THAN LISTENING • HAVING GOALS FOR OTHERS THAT THEY DO NOT HAVE FOR THEMSELVES • EXPERIENCING PERIODIC, SUDDEN “BURNOUT
- 12. A Functional Definitionof Leadership • LEADERSHIP IS AN EMOTIONAL PROCESS RATHER THAN A COGNITIVE PHENOMENON. • LEADERSHIP IS MORE THE CLARITY OF SELF THAN IT IS TECHNIQUE OR DATA. • LEADERSHIP IS A DANCE BETWEEN PEOPLE WHO ARE SHAPING AND BEING SHAPED BY EACH OTHER.
- 13. Individual charismas compliment oneanother toward a common purpose/goal Team members are committed to each other — providing support for one another and holding each other accountable Agroupofindividuals becomesateamwhen…
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- 29. Unhealthy conflict stems fromdysfunction Stylize, edit, and animate your media
- 46. Agreement We arecommitted to having a prayerful attitude and intentionally following through on our commitments to others. We are committed to unselfishly treat others with mercy, grace, kindness, humility, gentleness, and patience. We are committed to maintaining a healthy team atmosphere, putting the team needs first, remaining teachable and open to counseling. We are committed to living in peace, speaking the truth in love, and actively seek to resolve conflicts.
- 47. Agreement We arecommitted to affirming the members of the team both publicly and privately. We are committed to exercise discernment which is the ability to step-back, reflect, and listen in order to nurture a wider awareness. We are committed to acting in a way that honors God and the team. We are committed to sharing God’s unique spiritual gifts with joy and thanksgiving with the team.
Editor's Notes
- #18 “Act:” “something we do of our own volition” “React:” “acting in opposition to some force or influence.” “We react when we behave in opposition to our natural behavior or in response to pressure from someone else “Action” refers to self-differentiated behavior; “reaction” refers to other-determined behavior.
- #33 Quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team. Openly admit their weaknesses and mistakes. Know about one another’s personal lives and are comfortable discussing them. Give one another the benefit of the doubt. Tap into one another’s skills.
- #35 Achievement oriented team members Minimizes individualistic behavior Enjoys success Avoids distractions Willing to make sacrifices (such as budget, turf, head count) in their departments or areas of expertise for the good of the team. Morale is significantly affected by the failure to achieve team goals. Team members are slow to seek credit for their own contributions, but quick to point out those of others.
- #36 Team members are passionate and unguarded in their discussion of issues. Team meetings are compelling, not boring. During team meetings, the most important -- and difficult -- issues are put on the table to be resolved.
- #38 Team members know what their peers are working on and how they contribute to the collective good of the team. Team members leave meetings confident that their peers are completely committed to the decisions that were agreed on, even if there was initial disagreement. Team members end discussions with clear and specific resolutions and calls to action.
- #40 Team members call out one another’s deficiencies or unproductive behaviors. Team members are deeply concerned about the prospect of letting down their peers. Team members challenge one another about their plans and approaches.