How to Use
Theory and Instrumentation
in
Training, Consulting and
Coaching
Lynda Mann
Silver Eagle Consulting, Inc.
Overview
• Theories & Instrumentation
–The Observer Model
–Fundamental Interpersonal Relationship
Orientation –Behavior (FIRO)
–Thomas Kilmann Conflict Modes and the
Thomas-Kilmann Inventory (TKI)
–Type Theory and the Myers Briggs Type
Indicator
–Situational Leadership Model and the LEAD Self
• Working in the “BIG” Picture
Silver Eagle Consulting, Inc.
The Observer Model
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Become A
New Observer
Silver Eagle Consulting, Inc.
Implications for
Conflict
Resolution
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FIRO
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FIRO: How Groups Work
INCLUSION
OPENNESS
CONTROL
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FIRO: How Groups Work
INCLUSION
In or Out
Issue: Significance
Fear: Being Ignored
Communication
OPENNESS Style: Dependent
CONTROL
Silver Eagle Consulting, Inc.
Inclusion Focus
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Where do I fit in this group?
Am I going to be accepted?
Is my identity challenged?
Where are my boundaries?
I’m bored!
I’m interested!
I feel threatened
Who are the others here?
What are my and others’ rules?
Silver Eagle Consulting, Inc.
Inclusion Characterized by
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Over-talking
Withdrawal
Exhibitionism
War stories
Questioning goals
Questioning norms
Checking out others
Saying Good-bye and Re-entry
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
INCLUSION
In or Out
Issue: Significance
Fear: Being Ignored
OPENNESS Communication
Style: Dependent
CONTROL Top or Bottom
Issue: Competence
Fear: Being Humiliated
Communication Style:
Independent
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Control Focus
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Who is the leader?
How much influence do I have?
How much responsibility do I have?
Who is running the show?
Are my needs being met?
Are my values being respected?
Silver Eagle Consulting, Inc.
Control Characterized by
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Leadership struggle
Boasting
Criticizing the leader
Attacking other members
Sub-grouping
Red-crossing
Electing the senior or least influential
Following & synergy
Coordination & cooperation
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
INCLUSION
In or Out
Issue: Significance
Fear: Being Ignored
OPENNESS Communication
Style: Dependent
Near or Far
CONTROL Top or Bottom
Issue: Competence
Issue: Likeability
Fear: Being Humiliated
Fear: Being Rejected
Communication Style:
Communication Style:
Independent
Interdependent
Silver Eagle Consulting, Inc.
Openness Focus
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Affection that is acceptable
Anxiety about not being liked
Embarrassment about expressing emotions
Distribution of warmth
Sexuality
Group loyalty
Disagreement with the majority and the
impact on the group
Silver Eagle Consulting, Inc.
Openness Characterized by
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Positive feelings expressed
Pairing
Direct personal hostility
Jealousy
Physical contact above personal norms
Social and personal space reduced
Group Think
Forecasting the end of the group
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
INCLUSION
In or Out
Issue: Significance
Fear: Being Ignored
OPENNESS Communication Style:
Dependent
Near or Far
CONTROL Top or Bottom
Issue: Competence
Issue: Likeability
Fear: Being Humiliated
Fear: Being Rejected
Communication Style:
Communication Style:
Independent
Interdependent
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
INCLUSION
OPENNESS
CONTROL
GROUP THINK
Dysfunctional
Most Functional
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
INCLUSION
OPENNESS
CONTROL
COPABILITY
Silver Eagle Consulting, Inc.
It’s like a boat ride…
Silver Eagle Consulting, Inc.
FIRO: How Groups Work
The REAL secret to Empowerment…
1. I feel significant in this organizational setting, and
I believe the work I do is significant and
contributes to the greater good.
2. I am competent personally and professionally to
do the work you ask of me
3. I feel as though I’m part of a family here, that I
belong.
4. It’s FUN to come to work.
Silver Eagle Consulting, Inc.
Implications for
Conflict
Resolution
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Conflict Modes
and the TKI
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Two Basic Aspects of All
Conflict Handling Modes
ASSERTIVENESS
…the extent to which the individual attempts to satisfy
his or her own concerns
COOPERATIVENESS
…the extent to which the individual attempts to satisfy
the concerns of others
Silver Eagle Consulting, Inc.
Two Basic Aspects of All
Conflict Handling Modes
Cooperativeness
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Unassertive
Assertive
The Five Conflict
Handling Modes
Uncooperative
Cooperative
COOPERATIVENESS
Silver Eagle Consulting, Inc.
Competing…
My way or the highway…
• Quick Action
• Unpopular Decisions
• Vital Issues
• Protection
Cooperativeness
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Collaborating…
Two heads are
better than one…
• Integrating solutions
• Learning
• Merging Perspectives
• Gaining Commitment
• Improving Relationships
Cooperativeness
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Compromising…
Let’s make a deal…
• Moderate importance
• Equal power – strong commitment
• Temporary solutions
• Time constraints
• Backup
Cooperativeness
Silver Eagle Consulting, Inc.
Avoiding…
I’ll think about it tomorrow…
• Issues of low importance
• Reducing tensions
• Buying time
• Low power
• Allowing others
• Symptomatic problems
Cooperativeness
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Accommodating…
It would be my pleasure…
• Showing reasonableness
• Developing performance
• Creating good will
• Keeping the peace
• Retreating
• Low Importance
Cooperativeness
Silver Eagle Consulting, Inc.
Planned Renegotiation
Sharing Information and
Negotiating Expectations
Renegotiation
under duress
Return to the
way things
used to be
Commitment
(Role Definition)
Stability and Productivity
Planned
renegotiation
pinch
termination
anxiety
uncertainty
Disruption of Shared
Expectations
Let it
fester
CRUNCH!!
Silver Eagle Consulting, Inc.
Implications for
Conflict
Resolution
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The Myers Briggs
Type Indicator
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OUR FOCUS
How the
Myers Briggs Type Indicator®
and information about
personality type
can provide insight into working
with clients, trainees and
coachees
Silver Eagle Consulting, Inc.
What is TYPE?
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TYPE is about
psychological preferences…
…consistent, enduring patterns
…reflecting how we use our
minds
…that impact our behavior
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What is the primary
use of TYPE?
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Use TYPE to…
…understand yourself and
your behavior
…manage participation and
change when working with
trainees, clients and
coachees
Silver Eagle Consulting, Inc.
MBTI® Dimensions
Extraversion
Introversion
What is my source of ENERGY?
Extraverts draw energy from the outside world
of people, activities and things
Introverts draw energy from their internal world
of ideas, emotions or impressions
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MBTI® Dimensions
Extraversion
Externally directed
Action
Introversion
Internally directed
Reflection
Gregarious
Reserved
Expressive
Contained
Publicly disclosing
Publicly guarded
Speak-to-think
Think-to-speak
Breadth
Depth
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MBTI® Dimensions
Sensing
Intuiting
How do I take in INFORMATION?
Sensors take in information through their five senses.
They notice what is actual (details and current realities)
Intuitors take in information through a “sixth sense.”
They notice what might be (patterns and future possibilities)
Silver Eagle Consulting, Inc.
MBTI® Dimensions
Sensing
Intuiting
Present focus
Future focus
Here and now
Possibilities
Specifics
Generalizations
Details
Patterns
Literal
Figurative
Sequential
Random
5 senses
6th sense
Silver Eagle Consulting, Inc.
MBTI® Dimensions
Thinking
Feeling
The Thinking – Feeling dimension
answers the question:
How do I DECIDE?
Silver Eagle Consulting, Inc.
MBTI® Dimensions
Thinking
Objective
Cause-effect logic
Clarity
Analytical
Problem 1st /People 2nd
Critique
Justice
Feeling
Subjective
Person-centered values
Harmony
Circumstantial
People 1st/Problem 2nd
Appreciate
Mercy
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MBTI® Dimensions
Judging
Perceiving
How do I like to live in the WORLD?
Judgers prefer to live a planned and organized life
Perceivers prefer to live a spontaneous and flexible life.
Silver Eagle Consulting, Inc.
MBTI® Dimensions
Judging
Closure
Structured
Perceiving
Options
Open-Ended
Ordered
Go-with-the-flow
Decisive
Tentative
Scheduled
Flexible
Control
Adapt
Directive
Non-directive/facilitative
Silver Eagle Consulting, Inc.
Problem Solving
with the MBTI
What is
S
the
situation?
N
T
F
Analyze logically
the effects of
acting on each
possibility
Find new
possibilities.
Use your
imagination
Weigh the human
consequences of
acting on each
possibility
Silver Eagle Consulting, Inc.
Implications for
Conflict
Resolution
Silver Eagle Consulting, Inc.
Situational
Leadership
and
LEAD Self
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TASK BEHAVIOR…
…the extent to which a leader
engages in one-way communication by explaining what each
follower is to do as well as when,
where, and how tasks are to be
accomplished.
Silver Eagle Consulting, Inc.
RELATIONSHIP
BEHAVIOR…
…the extent to which a leader
engages in two-way communications by providing socioemotional support,
“psychological strokes,” and
facilitating behaviors.
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Situational Leadership Model
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Situational Leadership Model
Silver Eagle Consulting, Inc.
Situational Leadership Model
Silver Eagle Consulting, Inc.
Situational Leadership Model
Silver Eagle Consulting, Inc.
Situational Leadership Model
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Situational Leadership
Approach
• Identify the task or activity
• Diagnose the follower’s readiness level
• Adapt the matching leadership style
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LEVEL OF READINESS…
…the capacity to set high but
attainable goals (achievement
motivation), the ability and
confidence to take responsibility,
and the education and/or
experience of an individual or
group.
Silver Eagle Consulting, Inc.
Situational Leadership Model
UNABLE AND UNWILLING
OR INSECURE
INDICATORS:
•Not performing task to
acceptable level
•Being intimidated by task
•Being unclear about directions
•Procrastinating
•Not finishing tasks
•Asking questions about task
•Avoiding task or “passing the
buck”
•Being defensive or
uncomfortable
Silver Eagle Consulting, Inc.
Situational Leadership Model
Unable but Willing or
Confident Indicators:
•Anxious or excited
•Interested and responsive
•Demonstrating moderate
ability
•Receptive to input
•Attentive
•Enthusiastic
•New task, no experience
Silver Eagle Consulting, Inc.
Situational Leadership Model
Able but Unwilling or
Insecure Indicators:
•Has demonstrated
knowledge and ability
•Appears hesitant to finish
or take next step
•Seems scared,
overwhelmed, confused
•Seems reluctant to
perform alone
•Solicits frequent
feedback
Silver Eagle Consulting, Inc.
Situational Leadership Model
Able and Willing or
Confident Indicators:
•Keeps boss informed to
task progress
•Can operate
autonomously
•Is results-oriented
•Shared both good and
bad news
•Makes effective decisions
regarding task
•Performs to high
standards
•Is aware of expertise
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Situational Leadership Model
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The Adaptability Score
30-36 High Adaptability
24-29 Moderate Adaptability
0-23 Need for self-development
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Implications for
Conflict
Resolution
Silver Eagle Consulting, Inc.
Working
in the
“BIG” Picture
Silver Eagle Consulting, Inc.
Questions
and
Comments
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