Motivation, Intention and Behavior
Your self-perception is
based on…
Their perception of you is
based on…
Behaviors
Motivation
(External)
(Internal)
Intentions
Intentions
Motivation
Behaviors
what you are trying to do!
what they are seeing you do!
Why do people behave
the way they do?
Satisfier
Goal
Want
Motive
Behavior
st
1
Premise of
Relationship Awareness
®
Behavior is driven
by motivation
nd
2
Premise of
Relationship Awareness
®
Motivation changes
in conflict
rd
3
Premise of
Relationship Awareness
®
Personal weaknesses
are overdone strengths
th
4
Premise of
Relationship Awareness
®
Personal filters
influence perception
Valued Relating Style
The behavioral style associated with a Motivational
Value System. Behavior may change in different
situations.
Motivational Value System
Motives and values which underlie behavior when
things are going well. The MVS drives behavior.
BLUE
ALTRUISTIC–NURTURING
Concern for the Protection, Growth and Welfare of Others
VALUED RELATING STYLE
 Being open and responsive
to the needs of others
 Seeking ways to bring help
to others
 Trying to make life easier
for others
 Trying to avoid being a burden
to others
 Ensuring others reach their potential
 Ensuring others are valued
 Defending the rights of others
RED
ASSERTIVE–DIRECTING
Concern for Task Accomplishment, Concern for Organization
of People, Time, Money and Any Other Resources
to Achieve Desired Results
VALUED RELATING STYLE
 Competing for authority,
responsibility and positions of
leadership
 Exercising persuasion
 Being alert to opportunity
 Claiming the right to earned
rewards
 Accepting challenges
 Accepting risk-taking as necessary
and desirable
 Demonstrating competitiveness
GREEN ANALYTIC–AUTONOMIZING
Concern for Assurance That Things Have Been Properly Thought Out
Concern for Meaningful Order Being Established and Maintained
Individualism, Self-Reliance & Self-Dependence
VALUED RELATING STYLE












Being objective
Being right
Being principled
Being in control of emotions
Being practical
Being cautious and thorough
Being fair
Being resolute
Being serious
Being their own “judge and jury”
Being their “own person”
Thinking things through before acting
HUB
FLEXIBLE–COHERING
Concern for Flexibility
Concern for the Welfare of the Group
Concern for the Members of the Group and for Belonging in the Group
VALUED RELATING STYLE
 Being curious about what others
think and feel, open minded and
willing to adapt
 Experiments with different
ways of acting
 Proud to be a “member”
 Likes to know a lot of people
 Likes to be known by a lot of people
 Likes to be known as flexible
The higher the
number on a scale,
the more frequently
one is motivated by
concerns typical of
that scale.
Frequency is not
the same as quality;
quality of behavior
is dependent on the
individual
Enabling or
Supportive
Coaching or
Mentoring
Direction
or Example
Consensus or
Team-based
Empowering
or Guiding
Strategic
or Tactical
Exception
What style of
or Process
Leadership or
Management might
people with an MVS in
the Blue, Red, Green
or Hub prefer to use?
How about people
with an MVS in the
3 blended areas?
Activity
GROUP
1. We are valuable at
work because….
2. Some famous people
or characters who fit
here:
7 MVS Groups
Activity
3. What we like most about working with other
colors…
4. What frustrates us most about interacting
with the other colors….
Personal Strength
A behavior or trait that enhances the selfworth of one’s self and other people.
Overdone Strength
A behavior or trait that denies self-worth to one’s
self or other people. Self-worth can be denied if
the strength is actually overdone or is perceived
as overdone.
What is conflict?
Conflict is a reaction to a perceived threat to self-worth.
People are willing to
go into conflict about
things that are
important to them.
(conflict triggers)
When we see conflict in
other people, we can
discover what is
important to them.
The Stages of Conflict:
Relationship Awareness Theory states that we
approach conflict with a predictable sequence of
motivational changes which are expressed
through the use of different behaviors.
Focus During Conflict
Stage 1
Focus on self, problem and other
Stage 2
Focus on self and problem
Stage 3
Focus on self
Conflict Variables
1) Power differentials
2) Relationship history
3) Age
4) Gender
5) Culture
6) Values (including
Motivational Value
System)
Conflict
What causes conflict at work…
Activity
Stage 1
Conflict Groups
What do we do to resolve conflict?
How we want to be approached…
Borrowed Relating Style
is a style of relating that is used in pursuit of a
desired goal; the behavior alone does not
enhance feelings of self-worth.
Mask Relating Style
is a style of relating that is used to
get through a situation that offers
nothing to confirm self-worth.
OPPOSITION
does not
necessarily
equal
CONFLICT
op’po•si’tion–n. 1.
con•flict’–n. 1. A sharp
Resistance, contradiction,
contrast, differences...
disagreement or collision in
interests, ideas and/or
principles... resulting in
emotional disturbance...
Some of the most
creative ideas come
from the synergy
of opposition.
When a person’s sense
of self-worth is
perceived to be
threatened or at risk.
Opposition vs. Conflict
Definitions from Webster’s New World Dictionary, Second College Edition
Preventable Conflict
Some conflict is preventable.
It may come from:
▼A clash of relating styles
▼Misunderstandings
▼Faulty assumptions
▼Stress
▼Etc.
Effort to
Prevent
Conflict
Cost of
Conflict
Results
How do we look as an organization?
South Fulton 1
Activity
Strength Management
Find your top 6 strengths on the chart,
notice how they may appear if overdone.
Read the “Things I need to be on guard
against” section for your color(s) and
underline the phrases that are most
meaningful to you.
Activity
Closing &
Evaluations
Conflict Sequence
31 36 33
(R G B)
Conflict Sequence
23 41 36
(R G ) B
Conflict Sequence
62 20 18
B ( R G)
Conflict Sequence
32 12 56
G B R
BLUE
RED
HUB
GREEN
RED-BLUE
ASSERTIVE–NURTURING
Concern for the Protection, Growth and
Welfare of Others Through Task Accomplishment and Leadership
VALUED RELATING STYLE
 Actively seeking opportunities
to help others
 Persuading others to ensure
maximum growth and
development of others
 Being open to proposals for creating
welfare and security for others
 Creating enthusiasm and support in
tackling obstacles to success
RED-GREEN
JUDICIOUS–COMPETING
Concern for Intelligent Assertiveness, Justice,
Leadership, Order, and Fairness in Competition
VALUED RELATING STYLE
 Providing rational
leadership that can assess
risks and opportunities
 Being decisive and
proactive when all the facts
are in
 Challenging opposition
through thoughtful process
and strategy
BLUE-GREEN
CAUTIOUS–SUPPORTING
Concern for Affirming and Developing Self-Sufficiency in Self and Others,
Concern for Thoughtful Helpfulness with Regard for Justice
VALUED RELATING STYLE
 Building effective processes
and resources to protect or
enhance welfare of others
 Offering assistance for
greater self-sufficiency and
independence
 Supporting activities that
lead to growth
 Fighting for principles that
are fair
RED-BLUE
BLUE-GREEN
RED-GREEN
COLOR
What causes conflict for you?
MVS Groups
Conflict Triggers
Internal Experience in Conflict
CONFLICT FOCUS
STAGE
ON
BLUE
RED
GREEN
1
Simply being
Self
Simply rising to
accommodating
Problem
the challenge
to the needs of
Other
being offered
others
2
Giving in and
Self
letting the
Problem
opposition have
Other
its way
Having to fight Trying to escape
off the
from the
opposition
opposition
3
Self
Problem
Other
Having to fight Having to retreat
for one’s life
completely
Having been
completely
defeated
Simply being
prudently
cautious
Observable Behavior in Conflict
CONFLICT FOCUS
STAGE
ON
BLUE
RED
GREEN
1
Self
Problem
Other
Accommodate
others
Rise to the
Challenge
Be prudently
cautious
2
Self
Problem
Other
Surrender
conditionally
Fight to win
Pull back and
analyze
3
Self
Problem
Other
Surrender
completely
Fight for
survival
Withdraw
•
Living
Triangle
•
•
•
•
• 5 Step Activity:
MVS – Conflict
Triggers
Stage 1 Conflict
Stage 2 Conflict
Stage 3 Conflict
MVS – Positive
Results
Stage 2 (color)
What we do…
How we feel…
Stage 2
Conflict Groups
How we want to be approached…
Stage 3 (color)
What we do…
How we feel…
Stage 3
Conflict Groups
COLOR
Some positive results of conflict
are…
MVS Groups
Positive Results
Living Triangle
• Conflict triggers often relate to a person’s
MVS
• Entering conflict can be a choice
• Conflict comes in all colors
• Conflict does not have to behave angrily to
be real
• Genuine acknowledgement of conflict,
regardless of its color, is a critical factor in
its identification and management
• Conflict, if well managed, has the potential
for positive outcomes