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