leveraging behavioural diversity
DESCRIPTION
Describes how to use fun creative metaphor to build relationships and enhance individual, team and organisational performance.TRANSCRIPT
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
1
Behavioural Innovations to leverage knowledge and enhance productivity
Arthur ShelleySeptember 17, 2010
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
2
Desired Outcomes Increase awareness of behavioural interactions and their impact
Develop understanding of how behaviour affects performance
Align behaviours and relationships based to new directions
Enhance collaboration through constructive conversations
Understand which behaviours motivate office professionals
Enjoy having some fun together
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
3
Behaviour drives Performance
Shelley (2009) Being a Successful Knowledge Leader
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
4
Reflective Impact Diary
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
5
Do you know the outcomes you seek?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
6
Metaphor enables behaviour enhancement
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
7
Table Talk: Zoo Character CardsWhat behaviours are in your team?
Intuitive & collaborative,
NOT analytical and competitive
Reflections:
Which are dominant and passive?
How does this form our culture?
What impact on trust, relationships and performance?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
8
Table Talk: Zoo Character CardsKnowledge Manager’s Profile
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
9
All behaviours have a niche
Not right and wrong behaviours but there are misplaced behaviours
Target right animal in the right context to get the optimal outcome
Change animals consciously & proactively rather than subconsciously in reaction
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
10
Choose your ANIMALS appropriatelyBehaviour is YOUR choice
The more versatile you can be and the better you understand and relate to others, the more successful you will be.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
11
Reflections?
How can I use this to
motivate?
Could this help Jill understand?
Cool, we’re gonna have fun
with this!
Tell me what to do
next.
What a load of
rubbish!
Now I see how to control Fred.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
12
Understand your Stakeholder Behaviours
Shelley (2009)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
13
Stakeholder Behavioural Assessment
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
14
Behavioural Diversity and Matching
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
15
Zoo Metaphor for Team BuildingTeam dynamics assessmentWhat does your team look like?Do you have the right balance of behaviours to deliver?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
16
Zoo Role Play: Cards exercise
1. Set out a role play sequence
2. Think about the behavioural characteristics
3. Write the most probable interaction
4. Write at least two alternative outcomes
5. Write a title which reflects each outcome
6. Act out the role play with your partner
Think about body language and tone
What most impacted the (un)desired outcome
What can be learnt from your mini-play?
!
?
?
?
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
17
Strength in Diversity Roles and Individual Behaviours
Belbin Role Typical Traits Potential Weakness Zoo Character
Chairman Calm, self confident, controlled.Welcomes all contributors on merit without prejudice. Strong sense of objectives.
Not necessarily highly creative or intellectual.
Eagle or Owl
Shaper Highly strung, outgoing, dynamic.Drive and ready to challenge inertia, ineffectiveness, complacency or self-deception.
Prone to provocation, irritation and impatience.
Lion or Hyena
Company Worker
Conservative, dutiful, predictable.Organising ability, practical common sense, hard working, self discipline
Lack of flexibility, unresponsive to unproven ideas.
Dog or Triceratops
Plant Individualistic, serious-minded, unorthodox. Genius, imagination, intellect, knowledgeable.
In the clouds, inclined to disregard practical details.
Whale or Yak
Note: Combination of Characters from The Organizational Zoo with Team Roles defined by Belbin, R.M. in Management Teams, 2nd Ed 2004. Elsevier.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
18
Strength in Diversity Roles and Individual Behaviours
Belbin Role Typical Traits Potential Weakness Zoo Character
Resource Investigator
Extroverted, enthusiastic, curious, communicative. Connecting people and exploring anything new. Respond to challenge.
Over Optimistic. Liable to lose interest once initial fascination passed.
Gibbon or Bee
Monitor Evaluator
Sober, unemotional, prudent.Judgement, discretion, hard-headedness
Lacks inspiration or the ability to motivate others.
Feline? Triceratops
Team Worker Socially orientated, rather mild, sensitive.Ability to respond to people and situations and to promote team spirit.
Indecisive in moments of crisis
Gibbon, Bee, Dog or Kid (depending)
Completer Finisher
Painstaking, orderly, conscientious, anxious. Capacity to follow-through. Perfectionism.
Tendency to worry about small things. Reluctance to let go.
Mouse, Jackal or Ant
Note: Combination of Characters from The Organizational Zoo with Team Roles defined by Belbin, R.M. in Management Teams, 2nd Ed 2004. Elsevier.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
19
What impacts is behaviour having on your team?
Importance of open questions to solicit trusting conversations
Importance of reflection to link behaviour to performance
Power of shared stories to engage and share
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
20
Leverage Behavioural Diversity
It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change.
Charles Darwin It is impossible for individuals to be expert in all fields
Successful leaders leverage the total capabilities and behaviours of their whole team (or entire networks) to influence them to align actions with their goals
Effective collaboration has been proven to work when the relationships and the environment are right and people are open to each others ideas
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
21
Behavioural Truths
Why do we move mountains for those we trust …and put them in the paths of those we don’t?
Relationships require willing, trust, challenge and conscious decisions …they do not (effectively) happen by osmosis.
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
22
1. Understand your Zoo Dynamics
Understand your Organizational Zoo and how your team benefits the creatures within - from their perspective (alignment)
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
23
2. Understand your team dynamics
Understand your team subculture and how they benefit the organisation - from their perspective
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
24
3. Create the right environment
Understand how to match business stakeholders to team members based on behavioural compatibility
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
25
Which animal am I?
Wrong question!
How many can you be?
Need to be the right character in context to get the desired outcomes!Free on-line profilewww.organizationalzoo.com
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
26
Do What?
With Whom
By When WHYWhat benefit
Share concepts of this presentation
Mary Thurs Help Mary achieve
Facilitate potential improvements dialogue
Fred DD/MM/YY Productivity
Create a risk register for the business change initiatives
Margaret (for the CHRO)
June Team meeting
Improve alignment with business goals
Focus on Small SMART Objectives and early wins for credibility
Save the planet By myself Yesterday ‘cause I’m good!
Commit to Improve PerformanceWrite down Three Actions you will perform as a result of this workshop
© Arthur Shelley 2010 under Creative Commons License. Available for public use provided source is
acknowledged. Permission of the author required for commercial use.
27
Contact and Services
Arthur [email protected]
FREE behavioural profilewww.organizationalzoo.com
Consulting and mentoringwww.intelligentanswers.com.au
Ph +61 413 047 408 Tweeting as Metaphorage