Motivation, Intention and Behavior what you are trying to do! Your self-perception is based on… Motivation (Internal) Intentions Behaviors what they are

Embed Size (px)

Citation preview

  • Slide 1
  • Slide 2
  • Motivation, Intention and Behavior what you are trying to do! Your self-perception is based on Motivation (Internal) Intentions Behaviors what they are seeing you do! Their perception of you is based on Motivation Intentions Behaviors (External)
  • Slide 3
  • Want Motive Why do people behave the way they do? Satisfier Goal Behavior
  • Slide 4
  • 1 st Premise of Relationship Awareness Behavior is driven by motivation
  • Slide 5
  • P REMISE # 1 We all do what we do because we want to feel good about ourselves.
  • Slide 6
  • 2 nd Premise of Relationship Awareness Motivation changes in conflict
  • Slide 7
  • P REMISE # 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.
  • Slide 8
  • 3 rd Premise of Relationship Awareness Personal weaknesses are overdone strengths
  • Slide 9
  • P REMISE # 3 A personal weakness is overdoing or misapplying of a personal strength. *Our strengths, if over used, become our weakness
  • Slide 10
  • 4 th Premise of Relationship Awareness Personal filters influence perception
  • Slide 11
  • P REMISE # 4 We naturally tend to perceive the behaviors of others through our own filters.
  • Slide 12
  • Motivational Value System Motives and values which underlie behavior when things are going well. The MVS drives behavior. Valued Relating Style The behavioral style associated with a Motivational Value System. Behavior may change in different situations.
  • Slide 13
  • VALUED RELATING STYLE Concern for the Protection, Growth and Welfare of Others tBeing open and responsive to the needs of others tSeeking ways to bring help to others tTrying to make life easier for others tTrying to avoid being a burden to others tEnsuring others reach their potential tEnsuring others are valued tDefending the rights of others BLUE ALTRUISTICNURTURING
  • Slide 14
  • RED ASSERTIVEDIRECTING Concern for Task Accomplishment, Concern for Organization of People, Time, Money and Any Other Resources to Achieve Desired Results VALUED RELATING STYLE tCompeting for authority, responsibility and positions of leadership tExercising persuasion tBeing alert to opportunity tClaiming the right to earned rewards tAccepting challenges tAccepting risk-taking as necessary and desirable tDemonstrating competitiveness
  • Slide 15
  • Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence GREEN ANALYTICAUTONOMIZING VALUED RELATING STYLE tBeing objective tBeing right tBeing principled tBeing in control of emotions tBeing practical tBeing cautious and thorough tBeing fair tBeing resolute tBeing serious tBeing their own judge and jury tBeing their own person tThinking things through before acting
  • Slide 16
  • HUB FLEXIBLECOHERING VALUED RELATING STYLE Concern for Flexibility Concern for the Welfare of the Group Concern for the Members of the Group and for Belonging in the Group tBeing curious about what others think and feel, open minded and willing to adapt tExperiments with different ways of acting tProud to be a member tLikes to know a lot of people tLikes to be known by a lot of people tLikes to be known as flexible
  • Slide 17
  • Frequency is not the same as quality; quality of behavior is dependent on the individual The higher the number on a scale, the more frequently one is motivated by concerns typical of that scale.
  • Slide 18
  • What style of Leadership or Management might people with an MVS in the Blue, Red, Green or Hub prefer to use? Exception or Process Consensus or Team-based Enabling or Supportive Direction or Example How about people with an MVS in the 3 blended areas? Strategic or Tactical Empowering or Guiding Coaching or Mentoring
  • Slide 19
  • Activity GROUP 7 MVS Groups 1. We are valuable at work because. 2. Some famous people or characters who fit here:
  • Slide 20
  • Activity 3. What we like most about working with other colors 4. What frustrates us most about interacting with the other colors.
  • Slide 21
  • Personal Strength Overdone Strength A behavior or trait that enhances the self- worth of ones self and other people. A behavior or trait that denies self-worth to ones self or other people. Self-worth can be denied if the strength is actually overdone or is perceived as overdone.
  • Slide 22
  • 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.
  • Slide 23
  • Relationship Awareness Theory states that we approach conflict with a predictable sequence of motivational changes which are expressed through the use of different behaviors. The Stages of Conflict:
  • Slide 24
  • Stage 1Focus on self, problem and other Stage 2Focus on self and problem Stage 3Focus on self Focus During Conflict
  • Slide 25
  • Conflict Variables 1) Power differentials 2) Relationship history 3) Age 4) Gender 5) Culture 6) Values (including Motivational Value System)
  • Slide 26
  • Activity How we want to be approached What causes conflict at work What do we do to resolve conflict? Conflict Stage 1 Conflict Groups
  • Slide 27
  • Slide 28
  • 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. is a style of relating that is used to get through a situation that offers nothing to confirm self-worth. Mask Relating Style
  • Slide 29
  • O PPOSITION oppositionn. 1. Resistance, contradiction, contrast, differences... Some of the most creative ideas come from the synergy of opposition. C ONFLICT conflictn. 1. A sharp disagreement or collision in interests, ideas and/or principles... resulting in emotional disturbance... When a persons sense of self-worth is perceived to be threatened or at risk. does not necessarily equal Opposition vs. Conflict Definitions from Websters New World Dictionary, Second College Edition
  • Slide 30
  • Cost of Conflict Effort to Prevent Conflict Some conflict is preventable. It may come from: A clash of relating styles Misunderstandings Faulty assumptions Stress Etc. Preventable Conflict
  • Slide 31
  • Two Types of Conflict Warranted Conflict Threat to self-worth resulting from disagreement on goal or objective Unwarranted Conflict Threat to self-worth resulting from inter- personal factors such as misunderstood motives or overdone strengths
  • Slide 32
  • Results How do we look as an organization?
  • Slide 33
  • South Fulton 1
  • Slide 34
  • Slide 35
  • Slide 36
  • Slide 37
  • Slide 38
  • Slide 39
  • Slide 40
  • Slide 41
  • 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.
  • Slide 42
  • Activity Closing & Evaluations
  • Slide 43
  • 31 36 33 RG B () Conflict Sequence
  • Slide 44
  • 23 41 36 RG B () Conflict Sequence
  • Slide 45
  • 62 20 18 RG B () Conflict Sequence
  • Slide 46
  • 32 12 56 RG B Conflict Sequence
  • Slide 47
  • HUBHUB BLUE RED GREEN
  • Slide 48
  • RED-BLUE ASSERTIVENURTURING VALUED RELATING STYLE Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership tActively seeking opportunities to help others tPersuading others to ensure maximum growth and development of others tBeing open to proposals for creating welfare and security for others tCreating enthusiasm and support in tackling obstacles to success
  • Slide 49
  • RED-GREEN JUDICIOUSCOMPETING VALUED RELATING STYLE Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition tProviding rational leadership that can assess risks and opportunities tBeing decisive and proactive when all the facts are in tChallenging opposition through thoughtful process and strategy
  • Slide 50
  • BLUE-GREEN CAUTIOUSSUPPORTING VALUED RELATING STYLE Concern for Affirming and Developing Self-Sufficiency in Self and Others, Concern for Thoughtful Helpfulness with Regard for Justice tBuilding effective processes and resources to protect or enhance welfare of others tOffering assistance for greater self-sufficiency and independence tSupporting activities that lead to growth tFighting for principles that are fair
  • Slide 51
  • BLUE-GREEN RED-GREEN RED-BLUE
  • Slide 52
  • MVS Groups Conflict Triggers What causes conflict for you? COLOR
  • Slide 53
  • CONFLICT STAGE FOCUS ON BLUEREDGREEN 1 Self Problem Other Simply being accommodating to the needs of others Simply rising to the challenge being offered Simply being prudently cautious 2 Self Problem Other Giving in and letting the opposition have its way Having to fight off the opposition Trying to escape from the opposition 3 Self Problem Other Having been completely defeated Having to fight for ones life Having to retreat completely Internal Experience in Conflict
  • Slide 54
  • CONFLICT STAGE FOCUS ON BLUEREDGREEN 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 Observable Behavior in Conflict
  • Slide 55
  • 5 Step Activity: MVS Conflict Triggers Stage 1 Conflict Stage 2 Conflict Stage 3 Conflict MVS Positive Results Living Triangle
  • Slide 56
  • Stage 2 (color) Stage 2 Conflict Groups How we want to be approached What we do How we feel
  • Slide 57
  • Stage 3 (color) Stage 3 Conflict Groups What we do How we feel
  • Slide 58
  • COLOR MVS Groups Positive Results Some positive results of conflict are
  • Slide 59
  • Living Triangle Conflict triggers often relate to a persons 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