Welcome to your SDI & Team
Building Workshop.
We will be starting shortly, so grab a coffee, relax and talk to
someone who looks interesting!
Spirax-Sarco Ltd
Did you bring your open minds
learn easily.
This is adult learning. To maximise your day:
Be comfortable
Take a break when you need to
Pay attention when you want to
Take what is useful to you
Audience participation is required
Be curious – questions help learning
It is your programme – let me know if the pace
needs to change.
Why are we here?
Increase self & peer awareness
Build stronger relationships with team members
Develop knowledge & understanding to develop stronger
relationships outside of the team.
Develop knowledge & understanding of keys to
developing high performance
Identify and reduce conflict
Identify areas for change and consider personal and
team action points.
•
Keep what you see to yourself.
Now that you know it is there, can you not see it?
Treat others how you would like to be
treated.
Treat others how they would like to be
treated for everyone’s benefit.
Key Relationships
Relationship Awareness Theory
Elias H. Porter, Ph.D. 1914-1987
PREMISE 1
We all do what we do because
we want to feel good about
ourselves.
“Behaviour is driven by motivation”
PREMISE 2
We tend to take two different approaches to life:
1. when we feel that things are going well.
2. when we feel that we are faced with
opposition or conflict.
“Motivation changes in conflict”
PREMISE 3
A “personal weakness” is no more or
no less than the overdoing or
misapplying of a personal strength.
“Overdone Strengths”
PREMISE 4
We naturally tend to perceive the behaviours
of others through our own Motivational Value
System.™ (MVS)
“Personal filters influence perception”
The Motivational Value System
The basis for which a person expects to feel valued:-


By self
By others
In all life situations
Motivation, Intention and Behaviour
Your self-perception is
based on…
Their perception of you is
based on…
Behaviour
Motivation
(Internal)
Intentions
(External)
Intentions
Motivation
Behaviour
what you are trying to do!
what they are seeing you do!
Motivation Vs. Behaviour
BEHAVIOUR
Priorities
Values
Beliefs
Motivational
Value System
Motivation Vs. Behaviour
BEHAVIOUR
Priorities
Values
Beliefs
Motivational
Value System
Complete the SDI
Open your booklet and write your name on page 3.
Answer the statements honestly – as you are.
Distribute 10 points
0 doesn’t mean never, it means less than 1 in 10
Complete page 4 and page 5 in turn
Add the numbers in each column together
Check these add up to 100
Go no further than page 5!5
Altruistic-Nurturing - BLUE
VALUED RELATING STYLE (how they do it)
 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
Concern for the Protection, Growth
and Welfare of Others
Assertive-Directing - RED
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
Concern for Task Accomplishment, the
Organisation of People, Time, Money and Any
Other Resources to Achieve Desired Results
Analytical-Autonomising - GREEN
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
Concern for Assurance That Things Have Been Properly
Thought Out, Meaningful Order Being Established and
Maintained Individualism, Self-Reliance & Self-Dependence
FLEXIBLE–COHERING - HUB
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
Concern for Flexibility, the Welfare of the Group
the Members of the Group and Belonging to the Group
Assertive–Nurturing - RED-BLUE
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
Concern for the Protection, Growth and Welfare
of Others Through Task Accomplishment and Direction
Judicious–Competing - RED-GREEN
VALUED RELATING STYLE
 Providing rational direction
that can assess risks and
opportunities
 Being decisive and
proactive when all the facts
are in place
 Challenging opposition
through thoughtful process
and strategy
Concern for Intelligent Assertiveness, Justice,
Providing Direction, Order, and Fairness in Competition
Cautious–Supporting - BLUE-GREEN
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
Concern for Affirming and Developing Self-Sufficiency
in Self and Others, Thoughtful Helpfulness with Regard for Justice
Charting Template
Jack
Peter
Jack
15
70
15
Peter
70
15
15
Chris
32
33
35
Chris
Fran
15
15
70
Fran
The HIGHER the total in
any range, the more
FREQUENTLY one is
motivated by the priorities
in that range.
Frequency is
not quality
Quality of Behaviour is
dependent on the
individual
E. Z. Arrow
50
26
24
Exercise: Make my Day!
In MVS Groups
Dynamic Triangle
What are our strengths?
What are our blind sides?
How could we improve the working effectiveness of our group?
What would a new group member see on their first day with this group?
What could you have predicted?
What was a surprise?
Exercise
In your MVS Groups, prepare a 2
minute sales pitch, using cross
MVS language, behaviour and
styles to sell your selected item to
the other MVS’s.
“A person’s sense of self worth
is enhanced when their
feedback is consistent with
their
value system.”
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 Conflict Style.
A way of behaving which is used:
To defend the Motivational Value Systems
and

Results in a return to the Valued Relating Style.
Conflict Style
Jack
Peter
Jack
15
70
15
10
10
80
Peter
70
15
15
40
30
30
Chris
Fran
15
15
70
10
20
70
Chris
32
33
35
25
50
25
Fran
Conflict Sequence
62 18 20
B (G R )
36
The Conflict Sequence
Conflict Sequence
62 18 20
B (G R )
36
Internal Experience in Conflict
CONFLICT
STAGE
FOCUS
ON
1
Self
Problem
Other
Simply being
Simply rising to the
Simply being
accommodating to
challenge being
prudently cautious
the needs of others
offered
2
Self
Problem
Other
Giving in and letting
Having to fight off Trying to escape
the opposition have
the opposition
from the opposition
its way
3
Self
Problem
Other
Having been
Having to fight for
completely defeated
one’s life
BLUE
RED
GREEN
Having to retreat
completely
Observable Behaviour in Conflict
CONFLICT
STAGE
FOCUS
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
analyse
3
Self
Problem
Other
Surrender
completely
Fight for survival
Withdraw
E. Z. Arrow
50
26
24
10
60
30
Exercise
1. In your MVS Groups: What puts you into conflict?
2. In your first stage conflict groups: What we
do....Most productive response you can give
us...Non-productive responses....
3. In small groups: Conflict is productive when...
4. Individually: Actions I can take to get out of my first
stage conflict