Whatcom County SWIF
Foundational Meeting:
Setting the Stage for
Success
Topics
• Team Stages
• Setting Team Ground Rules
• Communication Styles
• The Power of Interest Based
decisions
• Decision Making Process
Tuckman’s Model of
Team Development
Mourning
Meeting Ground Rules
• Logistical
Meeting times
Decision methodology
Quorum/roles
• Social
Listen
Tell the truth
Have fun/celebrate
“Everything that irritates us about
others can lead us to a better
understanding of ourselves.”
Carl Jung
Swiss Psychologist
(1875 - 1961)
Which is your predominant
style?
Thinker
Feeler
Intuitor
Senser
Style Preference
• Primary – most favored
style preference
• Backup – next most
common style
• Under stress –
style reverted to
under pressure
Communication Styles
Style
Core
Value
Orientation
Time
Sense
Intuitor
Getting
new ideas
Ideas
Future
Past,
present,
future
Thinker
Getting it
right
Facts
Feeler
Getting
along with
others
People
Past,
present
Senser
Getting it
done
Results
Present
We each
prefer to
communicate
in our own
way. This
can make it
difficult
to be
understood
by those
with
a different
style than
our own.
Styles: The Bright Side
Style
Helpful to Negotiations
Intuitor
Comes up with creative solutions, focused on
the big picture, keeps the end in mind, good at
identifying unintended consequences to actions
Thinker
Comes up with solutions that stand the test of
time, logical, methodical, great ability to focus,
enjoys research, comes up with supportive data
Feeler
Comes up with solutions that work for people
involved in the process, extremely intuitive, good
at building consensus, extremely influential
Senser
Comes up with common-sense solutions that
are practical and easy to implement, gets to the
point, no hidden agendas, helps get to closure
Styles: The Dark Side
Style
Harmful to Negotiations
Intuitor
Scattered attention, unrealistic, opinionated,
idealistic, impractical, arrogant, not listening,
unwilling to consider opinions of others
Thinker
Overly cautious, rigid, indecisive, slow,
insensitive, no exceptions to rules, passive
aggressive, argumentative, self righteous
Feeler
Emotional, judgmental, uncooperative,
withdrawn or sarcastic, taking it and making it
personal, assume role of victim or rescuer
Senser
Overpowering, demanding, interrupting,
yelling, talking fast, criticizing, impulsive, not
listening, short sighted, impatient, insensitive
Intuitor Communication Tips
• Clearly define scope with them
• Allow ample time, expect tangents
• Talk big picture, use metaphors
• Emphasize long-term planning
• Ask them to explain their analogies
• Discuss philosophy and technology
Written: Start with summary,
use narrative form
Thinker
Communication Tips
Tips
Thinker Communication
• Meet on their turf
• Respect their personal space
• Speak clearly, concisely, logically
• Be systematic, provide details
• Quantify facts, be specific
• Emphasize analysis
Written: Use outline or structured
format, complete, terse
Feeler
Communication Tips
Tips
Feeler Communication
• Be informal, meet in social setting
• Start with a few minutes of chit-chat
• Maintain good eye contact
• Have multiple short, friendly chats
• Acknowledge past/traditions
• Mention positive impact on people
Written: Use informal/personal touch
Senser
Communication Tips
Tips
Senser Communication
• Get to the point quickly
• Don’t ramble
• Be responsive to their enthusiasm
• State what you can do for them
• Have facts ready
• Focus on the bottom line
Written: Keep it to one page,
use action words
Tips for Virtual Teams
• Set up and stick to regular meeting
schedule.
• Send agendas and meeting materials
in advance (per team norms).
• If multiple people attend by phone:
- Establish participation etiquette
- Check frequently to ensure they
can hear
Expand Your Influence
• Be aware of your own communication style
and meet other styles where they are.
• Increase the likelihood of being understood.
• Prompt others to take action.
• Increase productivity.
Ways of Influencing
Interests
Positions
Interests vs. Positions
Interests are
deeply held
–
–
–
–
Needs
Fears
Concerns
Values
Positions are
pre-conceived
notions of “the”
right answer
Solution
Interests vs. Positions
Interests open
us up to many
options and
make others
partners.
Positions lock us
into a single
solution and
make others
wrong.
Having to be Right
• Interferes with objectivity
• Undermines trust
• Diminishes your capacity
for creativity, love, and full
self expression
Decision Making Criteria
• What criteria will we use to make this
decision?
– Industry standards?
– Past practices?
– Best practices?
• If we can find no relevant criteria, how
do we co-create the criteria?
Defining Decision Criteria
1. Brainstorm possible criteria and
record all ideas.
2. Discuss to clarify and combine ideas.
3. Discard some ideas.
4. Evaluate remaining ideas based on
the extent to which they address the
interests.
Consensus
Something everyone can live with…
and behaviorally support.
8
Reaching Authentic
Consensus
The eyes have it!
Reaching Consensus
Fully support
Not excited – and
can support
Cannot support
Processing Levels of
Consensus
Fully support – Wahoo!
Not excited – and can
support – Document
and proceed.
Cannot support – Ensure
they are heard. Work to
meet their interests.
Levels of Consensus
A: I enthusiastically support the proposed
decision; it reflects our best effort.
B: I find the decision wholly acceptable.
C: I can live with the proposed decision,
but I’m not enthusiastic about it.
D: I want everyone to know that I don’t
really like it, but I won’t stand in the
way if the rest of the team supports it.
Lack of Consensus
E: I do not agree with the proposed
decision and I feel strong resistance to
its adoption.
F: I do not believe the team has come
together at all behind any proposed
decision. We need more discussion and
work before any decision is adopted.
Summary
The financial and emotional costs of
failed communications are great.
Diversity among team members is a
real strength.
Consensus decisions based on mutual
interests stand the test of time.
We all want to be heard.