Student Workbook - University of Torontophanira/WebSkills/Student_Workbook.… · vLeader Workbook Page 12 vLeader Workbook - Page 12 To Be Completed Before Session Two Scenario One

vLeader Workbook - Page 1vLeader Workbook - Page 1

An Emotional Intelligence (EQ) course to develop your ability to Identify, understand and more effectively work with negative and challenging people and their behaviours.

Student WorkbookRev. 06/09/2011


To Be Completed Before Session One

Complete the following Self Assessment

You can use non-business situations just as valuably as those with a business context. At this time, only answer the question of how often you find yourself performing that behavior in the “Pre” column. Use the following scale of 1-7.

Question Pre Post

1 How often do you find yourself focused on your agenda rather than that of others?

How often should you be focused on your agenda rather than that of others?

2 How often do you look for ways to praise others?

How often should you look for ways to praise others?

3 How often do you specifically try to access new ideas and thoughts from others?

How often should you specifically try to access new ideas and thoughts from others?

4 How often do you look for the signs of buy-in to a new initiative?

How often should you look for the signs of buy-in to a new initiative?

5 How often do you discuss differences of opinion openly?

How often should you discuss differences of opinion openly?

6 How often do you express your thoughts assertively?

How often should you express your thoughts assertively?

7 How often do you direct others towards goal directed work?

How often should you direct others towards goal directed work?

8 How often do you display stubbornness or inflexibility?

How often should you display stubbornness or inflexibility?

9 How often do you remain calm when presented with different points of view?

How often should you remain calm when presented with different points of view?

10 How often do you advance the attitude of dealing with others as equals?

How often should you advance the attitude of dealing with others as equals?

DO NOT SKIP THIS ACTIVITY.

1 4 7

Never AlwaysSometimes

5 632


How things Get Done

Between communication and the results we achieve is an invisible social system. This system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows you through intuition to not think about this social system. The goal of this program is to get you to think more about the social system to further develop your EQ.

A higher emotional intelligence is associated with your ability to handle your automatic response (putting your own emotions aside or knowingly using them) and to use your understanding of other people‟s emotions to achieve better results.

IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS YOUR THOUGHTS WITH YOUR INSTRCUTOR OR [email protected]


mailto:[email protected]


Session OnePre-Work

How to use this Workbook

• Where ever you see a checkbox , complete the activity and check it off

• Wherever you see this icon, write down your thoughts and emotions as you use

vLeader

• Wherever you see this icon, make sure you have emailed your coach with real

world reflections

• Use the workbook as a guide to efficiently use your time and optimize your

learning. The help icon will give you tips to accomplishing your goal.

• Bring this workbook to your discussion sessions



Schedule Your Time

The time commitment is a minimum of 15 hours.

You will have at least five hours of formal facilitation and/or group discussion, and at least ten hours of self-paced practice time in the vLeader simulator.

Schedule out the time when you plan to do this work and remember the following:

• This is a commitment to yourself and those who benefit from your development

• Not completing the work IS one of the negative behaviors we are dealing with

• Plan to do a little at a time, give real life a chance to get in the way

If you are having any difficulty in scheduling, please contact [email protected]

Using this workbook is an important way for you to reflect upon what you are doing. For anybody taking this course for credit or a certificate of completion, you must complete this workbook.

This learning is not designed to be incremental; if you are unsure what you are learning, ask your instructor or [email protected].

Self–paced Introduction

Install vLeader

• Make sure your computer meets the minimum requirements: Windows XP, Vista or 7.

• Select the option “Install vLeader” and follow the on screen prompts. The installation will take approximately 5 minutes

Need technical help? Go to:

• http://www.simulearn.net/LeadershipSupport/supportfaq.html

• Or e-mail your questions to www.simulearn.net/hesk20

Complete the pre-work activities:

• The New Core of Leadership: http://simulearn.net/pdf/tdmarch03.pdf

• Using Leadership to Implement Leadership: http://simulearn.net/pdf/Using%20Leadership%20to%20Implement%20Leadership.pdf

• Virtual Leader Orientation Video (watch 10 minutes): www.simulearn.net/leadershipsimulationsdemo.html

• You can also view a 4 minute recorded orientation session: www.simulearn.net/video/FLV/vLBC1/vLBC1.html

Click on the “Launch vLeader” icon on your desktop and review the “Leadership Fundamentals” section. This exercise will take approximately 20 minutes

Put on headphones, if appropriate

You are now ready for the next group discussion.



http://www.simulearn.net/LeadershipSupport/supportfaq.html

http://www.simulearn.net/hesk20

http://simulearn.net/pdf/tdmarch03.pdf

http://simulearn.net/pdf/Using Leadership to Implement Leadership.pdf

http://www.simulearn.net/leadershipsimulationsdemo.html

http://www.simulearn.net/video/FLV/vLBC1/vLBC1.html


Session One

Leadership and the Communication Lens

Checklist – Have you?

Installed vLeader Read the articles “The New Core of Leadership” and “Using Leadership to Implement Leadership” Watched the vLeader Orientation Video


To Be Completed Before Session Two

Interface and Practice Sessions

Watch “Leadership Fundamentals” if you have not already done so

Select “Learning the Principles”

• You will see a “Login” Screen

Select the “Start Here” Button and enter all the user registration information

requested then select OK (create your own password)

• Write down your password here :

Enter the password you created (case sensitive) and select “Login”

Launch Practice Session One (Try Doing Work)

It is suggested that you take a break at least every 60 minutes

Play each scenario up to two times. Check each off if you get a „Congratulations‟ message

Complete Practice Session One (Try Doing Work)

Select and Complete Practice Session Two (Try Encouraging Creativity)

Select and Complete Practice Session Three (Try Moderating Tension)

Select and Complete Practice Session Four (Try Using Power)

• These exercises will familiarize you with the communication framework

• Have these prompted any new thoughts? Write them here:

• Select and Review Session Five (Understanding the Feedback Screen)

•The program accesses www.simulearn.net/metrics.html and so you will need to be

internet connected when you use it. This training module will be referenced and is

useful throughout the program.

•NOTE: vLeader is minimized while accessing this module, you can access

vLeader by clicking on it in the task bar at the bottom of your screen

Quit vLeader from the Main Menu

Tip: Click on “Pause” to

stop the simulation at any

time.

The closed captions tell you who is speaking, whether the comment is towards a person or an idea, and the intent (positive, negative or neutral) as well as what is being said.

http://www.simulearn.net/metrics.html


A Communication Framework

Let‟s start by looking at how we communicate. In the real world there are many ways to

express ourselves and we have a lot of the control (higher EQ means more control).

Communication can always be represented as a level of support or opposition towards

people and ideas. Leadership involves the skill of knowing how and when to

communicate in order to get the best results.

Look at the following quotations and circle the area on either the personal or idea opinion bar which best describes the opinion used.

Keep going you’re on a roll

You don’t seem to be prepared for this meeting

I really like that idea

What else are you thinking?

I’d like to know more about that

I don’t think we should do that

How could this pragmatic way of thinking about communication help you in real life?

Idea

Support

(Green click)

Oppose

(Red click)

Personal Idea


Support

(Green click)Oppose

(Red click)



Reflection

In your real world, when have you “red-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and

popularity), tension, ideas and work?

In your real world, when have you “green-clicked” a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence

and popularity), tension, ideas and work?

In your real world, when have you “red-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and


In your real world, when have you “green-clicked” an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and


In your real world, when have you chosen to be silent in the last week? Why? What was

the impact on your power (influence and popularity), tension, ideas and work?

The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you

on the fact that how you communicate impacts a social system which impacts what results we get.

Practice exploring and using this framework to develop experience rapidly.



Be ready to discuss these in your class or webinar:

Where do you click to gain influence? To Use Influence?

Where do you click to increase tension? To decrease tension?

Where do you click to improve people‟s opinion of you?

Where do you click to generate new ideas?

Why should you sometimes be silent?

Why do you need power (formal and informal)?

Why do you need to adjust tension?

Why do you need ideas?

How Things Get Done

Idea

supportoppose

supportoppose



Scenario One (One–on–One)

From your computer‟s desktop, double click on “Launch vLeader”

Select “Applying the Principles” and then login

Select Scenario One (One-on-One)

After the introduction, select the “Practice” mode

• Do not yet select “Resume” to begin the Scenario

• While the simulation is paused, click on Oli and each idea to see more information

Think about what you need to get done, plan your approach

You will need to continuously demonstrate your skill to:

• Communicate and actively listen

• Make decisions aligned with business objectives

• Build rapport

• Foster creativity

Upon completion, remain on the Leadership Score Screen 1 (do not press the space

bar yet)

Debrief scenario 1 (14 minutes) www.simulearn.net/video/FLV/vLBC2/vLBC2.html




Scenario One Results

When you have completed Scenario One, you will be taken to the results screens. Do not

hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -

Leadership Style. Answer the questions below

Given the total number of dialog turns, was your scenario short or long? Check the length

of your play below:

Short Scenario (less than 40 turns)

Medium Scenario (40 to 60 turns)

Long Scenario (greater than 60 turns)

Given the % of your dialog turns for Scenario One, were you passive, active, or

dominating? Check your style below:

Passive/Delegating (less than 30%)

Active/Participative (30% to 65%)

Dominating/Directive ( greater than 65%)

What do you think these two scores convey about your leadership style during this play?

To help self-diagnose your performance after each scenario and to better understand the

feedback screens, view

• http://www.simulearn.net/metrics.html

Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as a guide to the gestures displayed.

Non-Verbal Communication In vLeader

Click pen quickly

Strum fingers rapidly

Cough several times

Squirm in chair

Tense Neutral Relaxed

Rest chin in one hand

Pick up cup

Stroke chin

Examine pen

Look at finger-nails

Slump in seat

Yawn, Stretch

Shake head

Exhale deeply

Walk behind chair

Bang fist on table

Oppose Neutral Support

Shrug

Drink coffee

Scratch nose

Smile broadly

Take notes

Lean forward to listen

Nod in agreement

Opinion-Driven

Gestures

Tension-Driven

Gestures




What challenging or negative behaviors did you see in this scenario and how did you deal with them?

Describe a leadership challenge or team performance issue working with people in the real-world. Describe it in terms of people, ideas, opinions and impact on the business results (financial performance, customer satisfaction, employee morale). If possible comment on where the personal influence lies, the group’s opinion of you, and the tension level of each person.

Do you know anyone like Oli in your workplace? What motivates or de-motivates this type

of person? What can you try differently when interacting with your real-world “Oli”? How

can you lower tension, build rapport, increase your influence in this type of situation?

Have you ever felt like “Oli?” How could you have changed your own behavior?What Kind of Leadership Style Did You Use in Scenario One?

You spoke most of the time

The scenario was short

You did most of the work on every idea

You tightly controlled the conversation

Directing Participating Delegating

You spoke about half of the time

You spoke far less often than Oli

The scenario was long

You did some of the work on some ideas

Oli seemed in control of the ideas



Session Two

Leadership and the Communication Lens


Completed all plays of „Learning the Principles‟ Completed all reflection activities on pages 8 to 13 for course credit


Do not pass this idea because it will pre-empt strong ideas

like Get Nortic Cards and Computer Set Up

Consider passing Look for Apartment because of the

effect on the balanced scorecard

+15+15+5- 5-5Employee Morale

-5+5+10+20+25

Customer

Satisfaction

-10-15+25+20Financial

Performance

Finish MeetingTeam Coffee

Break

Idea Net Value +40 +40 0 +20 0

Complete this Idea?

Yes/ NoYes Yes No Yes Maybe

Incompatible Ideas

0

Yes

Get Nortic Cards,

Computer Set UpDo Filing Today None None None

To Be Completed Before Session Three

“Rules” for Scenario One

vLeader has “rules”; use the most effective and ethical methods to get the best possible

business results. To understand an idea‟s value to an organization, you can look at its

impact on the three stakeholders of the business – the shareholder, the customer and the

employee. Satisfying these three equally tends to lead to well balanced, successful

organizations. This table has been completed but subsequent scenarios will require your

input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact).

Do Filing Today

Pass these ideas because they have a

very strong Idea Net Value

Look for ApartmentDo Filing TodayGet Nortic Cards Computer Set Up



Using Different Leadership Styles

Understanding the principles of power, tension, ideas (the social system), and business

results is critical to recognizing and influencing what is happening in a leadership situation.

By using three very different styles of leadership, you will experience a wide spectrum

of cause and effect on the principles. Those styles are:

Directing Leadership Style

The directing leadership style is leader-centered; they have formal authority; they have all

or most of the ideas; they do not solicit ideas from subordinates; they want productive

tension and quick results; they dominate the conversation, giving detailed instructions on

how, when, and where they want a task performed. When would you use a directing

leadership style? What are the trade-offs?

Participating Leadership Style

The participating leadership style centers on the leader and team. When teams receive

assignments, the leaders encourage colleagues to participate by asking for ideas, such as

input, information, and recommendations. Leaders might push tension to an extreme

(relaxed, tense) to generate new ideas. When would you use a participating leadership

style? What are the trade-offs?

Delegating Leadership Style

In the delegating leadership style, leaders encourage colleagues to solve problems and

make decisions without clearing it through them. Leaders should only make a few decisive

comments to keep the team from straying too far. When would you use a delegating

leadership style? What are the trade-offs?

How does the social system impact getting the best business results? How do the business

results impact the social system?


Directive Style Delegative Style

Participative Style Great Scenario

Master Play (optional)

You need a Total Score of 70 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 80% or higher

You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 40 and 70, and where your dialog percentage is between

30 to 80%.

You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 40% or less.

You need a Business Results Score of 90 or Higher

You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 50 and 200, and where your dialog percentage is less

than 35%


See How Many Scenario One Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 7 times in

„Practice Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores

are recorded for your and your instructor‟s review.

How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice a few more times.



Reflection and Application To The Workplace

Have you ever helped someone with their priorities? Perhaps it was a colleague, a

subordinate, someone on your project team, or your boss. Consider the following

questions and check off the statement that appears consistent with your real-life scenario.

What style did you use?

Directing

Participating

Delegating

Other

How did it feel?

You communicated more to ideas than people

You communicated more to people than ideas

You balanced communicating to people and ideas

You dominated the conversation

You listened to and discussed ideas that you did not introduce

You listened for the intent (positive, negative, neutral communication)

You noticed body language that was consistent with the conversation

You noticed body language that was inconsistent with the conversation

What was the outcome?

The person or group you spoke with bought into the new priorities

The person or group you spoke with did not buy into the new priorities

The person or group executed the new work with high quality

The person or group did not execute the new priority work with high quality

The person or group tried to execute both the old and new priorities

What trade-offs did you make in your approach?

You used formal authority in order to economize on your efforts

You took more time to consider all options and make the decision together

You had to compromise on the quality of work

Other



Scenario Two (The New Person)

From your computer‟s desktop, double click on the “Launch vLeader” icon. Select

“Applying the Principles”

Select Scenario Two (The New Person)

After the introduction, select the “Practice” mode button

• With the program paused, use the next page‟s grid to help you plan your work

Scenario Two Results

When you have completed Scenario Two, you will be taken to the results screens. Do not

hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -

Leadership Style. Answer the questions below:

Given the total number of dialog turns, was it a short or long scenario?

Short scenario (Less than 50)

Medium scenario (51 to 75 turns)

Long scenario (greater than 75 turns)

Given the % of your dialog turns for Scenario Two, were you passive, active, or

dominating?

Passive/Delegating (less than 30%)


Dominating/Directive (greater than 65%)


To help self-diagnose your performance after each scenario, review this link:


Your Goal – to monitor, direct and influence the conversation and improve the

outcome.




Your Objective in each Scenario

Assess the situation and characters

Optimize Power, Tension and Ideas to focus the group on the Right Work

Plan your work – Work your plan

• Select and use the most appropriate leadership skills, strategies and styles to

achieve the best possible outcome

Make decisions aligned with the strategic business goals:

• Financial Performance, Customer Satisfaction, Employee Morale

Complete the following idea sheet to determine which ideas are best for Business

Results

VerbalNon-Verbal

Body Language

Communicating Non–Verbally in vLeader (Optional)

vLeader Tip: Use the right mouse button when clicking on an opinion bar to change your

body language toward an idea or person without speaking

-10+10+5+10-5+10Employee

Morale

+25-10-5+15Customer

Satisfaction

+15-5+15-5+5+15-5Financial

Performance

Finish M

eeting

Raise R

etention

to 65%

Fix E

nvironment

Use A

utomation

Coffee S

hop

Stop C

omplaining

Crisis Loom

ing

Fix M

orale

Idea Net Value

Complete this Idea?

Incompatible Ideas

Yes

0

0 0 0

Supported by?


See How Many Scenario Two Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in „Practice

Mode‟ before selecting an „Advanced Mode‟ to unlock the next scenario. All scores are

recorded for your and your instructor‟s review.



30 to 65%

You Need a Business Results Score of 90 or Higher


than 30%



Master Play (Optional)

You need a Total Score of 90+ in Advance mode, with less than 80 dialog turns, and where your dialog percentage is 40% or less. HINT: You might want to use non-verbal communications to help you (see bottom of page 20).





Scenario Two – Tips for Improvement

Find common ground and avoid divisive ideas in favor of uniting ideas:

• Avoid “Stop Complaining” idea in favor of “Fix Morale”

• Avoid “Coffee Break” idea in favor of “Fix Environment”

Support “Crisis Looming” idea only when Oli and Rosa are not in conflict

Build influence and the group’s opinion and then strongly introduce “Raise Retention to 65%”

Strongly Support “Retention to 65%” idea; use your power to support your idea and rally the team

Remember to communicate directly to people as well as ideas

• Debrief scenario 2 (10 minutes) www.simulearn.net/video/FLV/vLBC3/vLBC3.html

positivenegative

The vLeader Perspective

vLeader scenarios are not real meetings

The virtual characters are not real people

The dialog is not real conversation

However:

Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader

Real characters are affected by the ideas and people involved in the discussion

Real conversations are supporting, opposing, and neutral comments towards people and ideas

You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking.




Key Learning Points - Scenario Two

The leadership styles that you have used impact the leadership principles in different ways. Use

these questions to being thinking about how you could approach a scenario.

Mission

What was the most important idea(s) to pass in this scenario?

What trade-offs did you have to make to get that idea passed?

Awareness

What is the relationship like between Oli and Rosa?

What effect does that have on the most important idea(s) you identified above?

Strategy – Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in

this scenario

Tactics – Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?

Execution

If you have not completed four of the Scenario Two goals, play this scenario at least once more to

effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give

yourself time to assess the best place to click to execute that strategy.

Helpful Hint – if the virtual meeting feels confrontational or a struggle to keep on task (constantly

switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension,

Ideas or Work strategies. Try a different approach to optimize your personal influence, the group‟s

opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.



What challenging or negative behaviors did you notice in the simulator and how did you deal with them?

Describe a situation where it is difficult to prioritize yourself or other people, and/or a scenario where a conflict stifles the productivity of the team.

Consider the following questions: Who are the people involved? What are the ideas? What is the group’s opinion of you? What is the group’s tension level? What is your level of personal influence? What is the right work?

What have you discovered about the style of leadership you most often use?



Session Three

Your Effect on the Leadership Principles


Completed all plays of Scenario One and Two Completed all reflection activities on pages 16 to 24 for course credit Reviewed the Metrics Analysis training module located at www.simulearn.net/metrics.html



To Be Completed Before Session Four

Scenario Three (Status Quo)

Getting Started

Select Scenario Three (Status Quo)


Scenario Three Results

When you have completed Scenario Three, answer the questions below:

Given the total number of dialog turns, was it a short or long scenario?

Short Scenario (less than 40 turns)

Medium Scenario (41 to 70 turns)

Long Scenario (71+ turns)

Given the % of your dialog turns for Scenario Three, were you passive, active, or

dominating?

Passive/Delegating (0% to 30%)


Dominating/Directive (greater than 70%)


Oli

Rosa

You / Corey

Will

Herman

Alan

Remember that you are no longer the person with the highest authority. How

does this affect how you interact? How should it affect you when you interact?



Scenario Three Strategies

Ideas Strategy: Raise the group‟s tension to think of new and better ideas

Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority

figure, Herman

Work Strategy: Identify and complete the critical ideas like the Call Center Work


Results (plan your work)

To help self-diagnose your performance after each scenario, review this link:


+10-10+5-10+15+20

+5-5-5+10+30

-10+5+5+5+20

Finish

Meeting

Will's Sales

Retreat

Cut

Expenses Go to Party

Minutes on

Website

Rosa on

Sales Call

Call

Center

Work

Supported by

which Characters?

0

0

Employee

Morale

Customer

Satisfaction

Financial

Performance

Idea Net Value

Complete Idea?

Y/N

Incompatible Ideas





Master Play (Optional)



30 to 65%

You need a Total Score of 90+ in Advance mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 40% or less.

You need a Business Results Score of 90 or Higher


than 30%


See How Many Scenario Three Goals You Can Complete

Try to accomplish these in order. You should play this scenario at least 6 times in „Practice

Mode‟ before selecting „Advanced Mode‟ to unlock the next scenario. All scores are

recorded for your and your instructor‟s review.




Scenario Three Tips

Ideas Strategy: Excite the Group to Think of Hidden Ideas

Tactics: Introduce and Focus on “Cut Expenses”

Tactic: Raise Herman‟s tension and he will bring up “Call Center Work” idea

Power Strategy: Build Factions and Partner with Authority

Tactics: Support Rosa, Oli, and Herman after “Call Center Work” idea is introduced

Work Strategy: Identify and Complete the Critical Work

Tactic: Pass “Call Center Work”, “Cut Expenses” and “Rosa on Sales Call”

Tactic: Do not let Will pass the “Sales Retreat” idea

vLeader Tips

Use the right mouse button instead of the left mouse button to introduce an idea, and you will introduce it “negatively,” bringing it up without investing your personal influence

Remember that your business score is impacted only by the ideas completely passed

What challenging behaviors did you see in this scenario? How did you effectively deal with them?

Write in the space below observations about what does and does not work in this scenario for discussion with your group:


Positively Introduce an Idea

Negatively Introduce an Idea




Key Learning Points - Scenario Three

Mission:

What was the most important idea(s) to pass in this scenario?

What trade-offs did you have to make to get that idea passed?

Awareness

Who has formal authority in this scenario?

What impact does this have on the scenario?

What non-verbal communication have you seen in this scenario?

Strategy – Plan Your Work

Write down how you would plan to affect the principles in order to get the most effective results in

this scenario

Tactics – Work Your Plan

Where will you click in order to successfully execute the various parts of your strategy?

Execution

Play this scenario at least one more time to effectively execute this strategic approach to Scenario

Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to

execute that strategy



Scenario Four (Two Cultures)

Select Scenario Four (Two Cultures)


Scenario Four Strategies

Power Strategy: Build Alliances and Partner with Authority

• Your Intent: You cannot pass critical ideas by yourself

• Your Intent: You need a power base that involves either Alan or Herman

• You may have to support an idea that you don‟t necessarily like (Who‟s

Downsized) to gain a critical alliance (with Alan) and increase your personal

influence to use later on. Does this ever happen in real life?


Tension Strategy: Keep tension at productive levels


Results

+10+10+15-5+15-10-5

Employee Morale

+20+15-5+10-5Customer

Satisfaction

-10-5-5-5+5+10+10+20

Financial

Performance

Finish M

eeting

Senior M

eeting

More C

lient Contact

Keep H

R P

olicies

Keep V

endors

Elim

inate Vendor

Netw

orks

Consolidate IT

Who’s D

ownsized

Com

bine Sales

Idea Net Value

Complete Idea?

Y/N

Incompatible

Ideas

Yes

0 0

0

0

Supported by?



See How Many Scenario Four Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this

scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock

the next scenario. All scores are recorded for your and your instructor‟s review.

Consensus Scenario Strategic Success

You need all characters to agree to at least one idea

You need to build an alliance with one or more characters for a strategic purpose. Try to

optimize your informal power

Great Scenario Great Scenario Again

You need a Business Results Score of 90 or higher without the conversation (use less than

40% of dialog turns)

You need a Total Score of 90 or higher immediately after a previous Business Results

Score of 90 or higher

vLeader Workbook - Page 32

How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 6, practice more.

What trade-offs do you have to make to accomplish these goals?



Scenario Four Strategy and Tactics

Power Strategy: Build Factions and Support

Tactics: Introduce and support “Who‟s Downsized?” and support Alan directly (click in

Alan‟s green zone). Write down as many different places you can click to execute this.

Tactics: Introduce and support “Consolidate IT” and “More Client Contact”. Write down as

many different places you can click to execute this

Tactics: Support Herman and Will when they are tense by clicking in their green zone

Write down as many different places you can click to execute this.


Tactic: Pass “More Client Contact,” “Consolidate IT,” “Combine Sales,” “Keep HR Policies”

and “Keep Vendors” ideas. Write down as many different places you can click to execute

this.

Tactic: Do not let either “Senior Meeting” or “Fire Nortic Vendors” pass. Write down as

many different paces you can click to execute this.



What challenging behaviors did you witness in this scenario? How did you deal with them?

Describe a team situation at your workplace where others want to continue with old ways of doing things when new ways are required, and/or describe a situation where you are challenged with leading people above you or from other departments.

You are now ready for the next webinar or class discussion.




Session Four

Developing Your Skills


Completed all plays of Scenario Three and Four Completed all reflection activities on pages 27 to 34 for course credit Reviewed the Scenario Analysis training module located at www.simulearn.net/metrics.html



To Be Completed Before Session Five

Scenario Five (Crisis and Opportunity)

Select Scenario Five (Crisis and Opportunity)

After the introduction, select “Practice” mode

Scenario Five Strategies

Idea Strategy: Relax the group to think of new ideas

• Your Intent: Uncover hidden ideas


• Your Intent: Pass the right mix of ideas that best meet the organizational

objectives


Results

+25+20+5+5-10+10-10

+20+25+25+5+5-10+15+10-10

+10+10+25+5-10-5+15

Finish M

eeting

Best S

ervice

Best P

roduct

Low cost provider

Will talks to press

Alan talks to press

Do N

othing

Move to S

tates

Rebuild F

acility

Dow

nplay to Press

Yes

Employee

Morale

Customer

Satisfaction

Financial

Performance

Idea Net Value

Complete Idea?

Y/N

Incompatible

Ideas

0

0

0

0

Supported by?



See How Many Scenario Five Goals You Can Complete

Use different strategies to see which of these you can accomplish. You should play this

scenario at least 6 times in „Practice Mode‟ before selecting an „Advanced Mode‟ to unlock

the next scenario. All plays and scores are recorded for your review.

Great Scenario Great Scenario Again

You Need a Business Results Score of 90 or Higher

You need a Business Results Score of 90 or higher without the conversation (use less than

40% of dialog turns)

Idea Play

You need to get all of the ideas on the table

Efficient Play

Complete the scenario within 85 total dialog turns

How many times did you play this scenario in PRACTICE and ADVANCE modes?If less than 8, practice more.

What trade-offs do you have to make to accomplish these goals?



Tips for Scenario Five

Idea Strategy: Relax to think of new ideas

Tactics: Support and quickly pass either “Alan talks to press” or “Will talks to press” to get

the issue off the table so that the group can feel they are accomplishing something

Tactic: Support “Do Nothing” idea repeatedly and click on everyone‟s “green zone” until

“Low-cost provider” idea appears. Do not pass “Do Nothing” idea, just discuss it to lower

tension


Tactic: Pass either of “Low-cost Provider,” “Best Products,” or “Best Service”

Tactic: Pass either of “Rebuild Facility” or “Move to States”

Tactic: Prevent “Downplay to Press” or “Do Nothing” from passing

The last scenario is mostly about bringing the group together and lowering tension to help

the group generate new ideas. Forcing the discussion of “Do Nothing” can lower the

group‟s tension considerably, but do not let it be completed. Everyone in the room will be

annoyed at you for focusing on it, but part of being a leader is doing the right thing, even

when it is unpopular.

Try using the right click on the idea of "Do Nothing" to introduce it negatively

Do not introduce any „revealed‟ ideas until all ideas are „revealed‟ to you

Consider whether you need power (influence and alignment) in this scenario


What challenging or negative behaviors did you see in this scenario?

How did you deal with them?



Question

Describe a situation where your team has suffered a crisis, extreme duress or chaos:

Perhaps they were immobilized by high stress or fear; perhaps they were unable to generate new ideas; perhaps people were more worried about keeping the blame from themselves

Describe what you have done across the entire vLeader program

What have you learned about styles, power (personal influence, group‟s opinion) tension, ideas, the right work, and balanced business results? Did you play the same situations from different approaches? Did you apply a communication framework of supporting and opposing people and ideas? Did you learn about and respond to how your communication affects the social system? Did you apply a thought process around business results?

Are you now ready to try using what you have been practicing in the simulator in your real world situations?



Session Five

Applying Your Skills


Completed all plays of Scenario Five Completed all reflection activities on pages 36 to 39 for course credit Completed the “Post” column on Page 2

Documents

Student Workbook - University of Torontophanira/WebSkills/Student_Workbook.… · vLeader Workbook Page 12 vLeader Workbook - Page 12 To Be Completed Before Session Two Scenario One