130

minutes
130 slides
10 X 5
Topics
10
Probable
Questions
25 marks

1. Tree
2. Switch
3. Stool
4. Car
5. Gloves
6. Gun
7. Dice
8. Spectacles
9. Cat
10.Bowling pin

11.Goal posts
12.Eggs
13. Witch
14. Ring
15. Ruggar ball
16. Candy
17. Seventeen
18. Polling booth
19. Golf club
20 .Packet of cigarettes

Four Generations
First generation:
reminders based on clocks and watches, with
possible computer implementation that can be used
to alert a person when a task is to be done.
Second generation:
planning and preparation based on calendar and
appointment books
includes setting goals.

Four Generations
Third generation: Attention ; JB approach
planning, prioritizing, controlling activities on a
daily basis implying spending some time in
clarifying values and priorities
Fourth generation:
being efficient and proactive using any of the
above tools;
places goals and roles as the controlling
element of the system and favors importance
over urgency.

3rd generation time

management
moments based on
past present future
control the 24 hours
based on what when
and how
four levels - goals key areas - major minor Tasks - like the
twigs of a tree

HEALTH

JOB

RELATIONSHIPS

Health

Staff

MAJOR TASKS
weekly meeting
recruitment
training
promotions

Projects

Finance

MAJOR TASKS

MAJOR TASKS
budget
cash flow
insurance sales

Company seminar

Trade Fair

Book a stand
Collect goods
Train the staf

WHAT
HOW
GOALS
KEY AREAS
MAJOR TASKS
MINOR TASKS

WHEN

DIARY
YEARLY PLAN
MONTHLY
PLAN
WEEKLY PLAN
DAILY PLAN

Important and Urgent

Important & Urgent

Do it now and give the time it deserves

Low importance but urgent

Is it important to some one else ?
Is it some one else's problems ?

Important but not urgent

Plan when to do it and give it all the time

Low important & not urgent

Do you have to do it?
Who says so?
Why spend time?

I
Stress
Burn out
Crisis management
Always Putting out fires

II

III

IV

III

II
Vision
Perspective
Balance
Discipline
Control
Free Crisis
IV

II

III
Short term focus
Crisis Management
See goals and plans as worthless
Feel victimized
Out of control
Shallow and broken relationships

IV

III

II

IV
Total Irresponsibility
Fired from jobs
Dependent on
other Institutions for bases

FOURTH GENERATION TIME MANAGEMENT

First generation
strengths and weaknesses

Flexible
Adoptability
Less stressful
More responsive
to people

No structure
Fall through
cracks
Relationships
sufer
Crisis to crisis
What is right in
front of you

Second generation
strengths and weaknesses
Tracks
commitments &
appointments
Better
preparation
Goal setting &
planning increase
performance

Insulated and
isolated
Schedules over
people
Sees people as
enemies
What you want
and not what you
need

Third generation strenths

and weaknesses
Translates values
into goals
Responsibility for
results
Increases efficiency
& personal
productivity
Strengthens skills of
managing time &
self

In control of choices &

not consequences
Imbalance between
roles
see people as things
,resources or obstacles
Less flexible rigid
structured &unnatural
crisis management
not efective
Achieving using people

Strengths of the fourth

generation
Needs fulfilled through goals &
prioritizing
Assumes responsibilities for results
Passion of vision (Gandhi)
Balance of roles
Power of goals
Perspective of the week
Integrity of the moment of choice

Attention Deficit Disorder

Inability to focus attention

Inability to control impulses
Inability to organize thoughts
Inability to adjust behavior when situations change
Inability to learn from past experience
Inability to solve problems
Inability to self monitor

Diagnostic criteria
Trouble getting started
Difficulty getting organized
A sense of underachievement
Many projects going simultaneously
Trouble with follow-through

CONDUCTING
A MEETING

Definitions
Productivity - efficient use of resources,
Outcome of a meeting - number of decisions
made
Man Hours = No of people X time spent
Productivity of a meeting = Outcome of the
meeting/ Man hours spent

Reasons for low productivity

General
Not enough notice is given
Bulky documents
not sent in time

Chairman
Fails to control and manage time

Participants

Not prepared
Discuss outside the agenda
Talk with each other
No clear objective

Qualities of the Chairman

should be diplomatic
should be unbiased
should be tactful
should be able to communicate well

Qualities of the Secretary

should meet the chairman prior to the meeting

should brief the chairman
prepare documents and send in time
give adequate notice to the participants

Qualities of the Participants

should come prepared
should not get involved in cross talk
should obtain permission prior to speaking

Rules for Optimum Productivity

conscious of the time frame and the agenda
do not interrupt & do not criticize
do not allow cross talk and speaking sans
permission
do not allow anybody to dominate and ensure
maximum participation
make compromises whenever necessary

Follow Up

Minutes sent to everybody

Monitor decisions being carried out
Targets and time frames
Make sure same things are not carried forward

Summary

Desired outcomes must be understood whether you call or attend

Have a meeting with yourself first
Remember to respect your and their time
Plan a specific agenda, explaining why and what for
Give ample warning to anyone who is to give a report.
Several days before the meeting supply the documents to the
participants.
Never be afraid to suggest your point of view
Get input, appreciate and thank.
Summarize what happened and discuss follow-ups and next actions
Follow-up note with the major points for review before the next
meeting

Analysis of the 2014 paper

Statistical analysis of results
Of the 650 who sat for the B paper 369 attempted the question (56 %)
Of the 369 that attempted the question 211 passed the B paper. (57%)
Of the 211 that passed 157 got over 50 % (74%) and 54 got less than 50
% (26%)
Of the 158 that failed 42 got over 50 % (26.5%) 116 got less than 50 %
(73.4%)
Theory of probabilities
If you can get over 50% you have 74 % chances of passing the B paper.
If you get less than 50 % you only have 26 % chances of passing
If you get less than 50% you have 73 % chances of failing the B paper.
If you get over 50 % you only have 27 % chances of failing.

MOTIVATION

What is Motivation
A psychological process that gives behavior
purpose & direction
Motivation is a feeling deep within that gives a
driving force and encourages one to behave
towards achieving preset goals

McGregors Theory X
Inherent dislike to work and avoid if can
Most must be coerced, controlled,
directed, threatened with punishment
Average human prefers to be directed,
avoid responsibility, little ambition &
wants security

McGregors Theory Y
Physical & mental effort is natural
Self direction & self control could be exercised
Human learns under proper conditions to accept
but seek responsibility
Intellectual potential is only partly utilized

Hertzberg Theory - Hygiene Factors

Company policy & administration

Supervision- fair, competent, accessible
Interpersonal relations- seniors juniors equals
Salary-salary, pension, car, benefits
Status- position, title , rank
Job security
Personal life
Working conditions

Hertzberg Theory
Motivation Factors

Achievement
Recognition
Possibility of growth
Advancement
Responsibility
Work itself

Motivation Skills

Getting the best from people

Achieving individual & team result
Maintaining high performance
Inspiring oneself (self motivation )
Inspiring others

Need for motivation

Performance = ability X motivation
No difference in ability but huge difference in
performance
Sales people same ability same training top
people are better than the rest

Cardinal rules
Motivators are important to stimulate self
motivation
Demotivators are important as they present
obstacles to self motivation
Self motivation is the real motivation

Motivators
Activity
Action
Fun
Variety

Ownership
Input
Stake holding
choice

Power
Responsibility
Leadership opportunities

Affiliation
Social interaction
Teamwork

Competence
Use of strengths
Learning
Error tolerance

Achievement
Goals
Improvement
challenge

Recognition
Encouragement
approbation

Meaning
significance

De-motivators
Overall

Unclear expectation
Unnecessary rules
Unproductive meetings
unfairness

Work
poorly designed work
Being forced to do
poor quality work
Tolerating poor
performance

Policy
Hypocracy
Dishonesty
With holding info

Management

Constant change
Over control
Taken for granted
Criticism
Discouraging responses
Lack of follow up

The Game of Golf

Terrain
Diversity of clubs
Aesthetic pleasure of the game
Exercise
+ ve social reaction
Challenge faced by obstacles
Unique score keeping system
Healthy competition
Unlimited potential for improvement
Immediate feedback
Frequent recognition
Joyous celebration at the 19th hole

Communication skills
1.
2.
3.
4.

Reading
Speaking
Writing
Listening

Ignoring
Pretending
Selective
Attentive
Empathic

1. Blending
Visual
Verbal
Conceptual

2.
3.
4.
5.

Back tracking
Clarifying
Summarizing
Confirming

MAKING A
DECISION

DECISION & PROBLEM

Decision is a choice between two or more
options
Problem is something difficult to deal with or
solve
Problems are usually solved by decisions

CONSTRAINTS
Present situation
Future situation
Availability of resources
Acceptance by others
Feasibility of options
Time factor

TYPES OF DECISIONS

Operational
Strategic
Routine
Urgent
Problematic
Consultative

STRATEGIC

Long term
Deciding on goals & objectives
Planning to achieve the objectives
Monitoring plans and remedial actions
Looking for ways to improve the performance

BELIEFS ON DECISION
MAKING
Who when and how
Beliefs about people
McgregorX
Mcgregor Y

STYLES OF DECISION
MAKING

Authoritarian approach
Democratic approach
Thinking approach
Intuitive approach

AUTHORITATIVE &
DEMOCRATIC

Manager makes and announces

Manager sells the decision
Presents the idea and invites questions
Presents the problem gets input before
Defines the limits and ask the group to
Allows team members complete freedom

THINKING & INTUITIVE

Emotional involvement
Closeness to the decision
Lack of time
Pressure from others

Intuition instinct gut feeling based on past

experience in contrast to rational
& logical

SYSTEMIC APPROACH

Setting objectives
Gathering information
Identifying alternative solutions
Evaluating options
Selecting the best option

GATHERING INFORMATION

Relevant
Appropriate
Accurate
Complete
Timely
Why who what when where how

TYPES OF INFORMATION
External information
Corporate information
Internal information

DECISION MAKING
1. Your needs

Symbolic

Short and long term

Emotional

2.

Behavior to change

3.

Steps to follow

BEHAVIOR TO CHANGE

Fear of the unknown

Fear of the unexpected impact
Fear of failure
Fear of closing something

STEPS TO FOLLOW

Identify the Change

Clarify motivation
Plan & design public relation campaign
Personalize benefits and losses
Watch & listen for signs of resistance
Set an example
Revise stand back and admire

Leadership
Leadership is communicating to people their
worth and potential so clearly that they can
come to see it in themselves
Leadership is the ability of a single individual
through his actions to motivate others to
higher levels of achievement
Leadership is an influence and not an
authority.

Leadership
Leadership takes more than a fancy title.
Leadership cannot come from the heads , it must
come from the heart as well
Being a good leader takes judgment, vision, courage,
to do the right thing.
Every policy great or small has a person at the end of
it, not just an anonymous a stranger.
Someone who has the same rights and dignity and
worth as u and me.

Organization Effectiveness Efficiency

7 +1- Effective Habits
1.
2.
3.
4.
5.

BE PROACTIVE
BEGIN WITH THE END IN MIND
FIRST THINGS FIRST
THINK WIN WIN
SEEK TO UNDERSTAND BEFORE YOU ARE
UNDERSTOOD
6. SYNERGIZE
7. SHARPEN THE SAW
8. FIND YOUR VOICE AND INSPIRE OTHERS TO
FIND THEIR VOICE

4 Intelligences & their

Manifestations

Mind - Vision
Heart - Passion
Body Discipline
Spirit -Conscious

Freedom and Power in People to Choose

Creative Excitement

Meaning
Love

Leadership
(Moral Authority)

Heartfelt Commitment

Duty

Reward

Fear
Anger

Cheerful Corporation

Willing Compliance

Malicious Obedience
Rebel or Quit
CHOICES

Management
( Formal Authority)

Four Chronic Problems

High Cost of Low Trust
Non sharing
information
Infighting
Backbiting,
Victimize,
Defensiveness

Ambiguity Hidden
agenda Chaos

MIND/
NO SHARED
VISION/VALUES

SPIRIT
LOW TRUST
HEART
DISEMPOWERMENT

Apathy
malingering Anger
fear Boredom

BODY
MISALIGNMENT

Interdependent rivalry Co
dependency

Managing People as things

Leader knows
best and make all
decisions

RULES

Dont need to see

the future need
only to do what is
told and follow
the rules

BOSS

Workers cannot
be trusted
without the
carrot and stick

CONTROL

EFFICIENCY

Systems must
be designed
to get work
done
efficiently

Four Roles of Leadership

Inspire others to find their voice
MIND
PATH FINDING
H2

SPIRIT
MODELLING

HEART
EMPOWERING
H 456

H 1 -7

BODY
ALIGNING
H3

Modeling
Be a trim tab
7 levels of initiative

Be trustworthy
Character and competence

Build trust
Openness ; honesty ; integrity; courtesy ; seek to
understand; forgiveness ; win-win ; keep
promises ;clarify expectations; loyalty to absent

Search for 3rd alternative - communication

A Trim Tab
Trim tab is the small rudder that turns the
big rudder in a ship, which in fact turns the
entire ship.
You must try to be the trim tab in an
organization.
Ghandi was, who lead with moral authority,
with no appointment, no elections, no
labeling, so was Mother Theresa.
The PRINCIPLES THE CHANGE THE
CHOICE

Circle of
Concern

What you
care
about
What you
can do
something
about

Circle of Influence

7 Levels of Initiative / Self Empowerment

Do It

Do it & report periodically

Do it and report immediately

I Intend to do
Make a Recommendation
Ask
Wait until told

Synergy
Empathy

TRUSTWORTHYNESS
CHARACTER
Integrity
Maturity
Abundance mentality

COMPETANCE
Technical
Conceptual
Inter-dependency

BUILD TRUST

Honesty
Integrity
Openness
Loyalty to the
absent
Seek to understand
before u are
understood

Clarify
expectations
Keep promoses
Forgiveness
Win win
arrangements

Win -Win Arrangements

GUIDELINES

Goals

ENCESCONSEQ

Desired
results

RESOURCES

ACCOUNTABILITY

Commissioning the right person to the right job

with the right tools and support

Listening Continuum
The Sweet Spot

5. Empathic Listening

Within
the others
frame of
references

4. Attentive Listening
3. Selective Listening
2. Pretend Listening
( Patronizing )
1. Ignoring

Within
ones own
frame of
references

Path Finding & Alignment

Path Finding
Reasonable involvement
Paralysis by analysis
Announce vision

Alignment
Create systems to institutionalize your strategy
Create escalating goals
Adjust and align

Empowerment
Janitors story
Three keys
Share information
Clear boundaries and create autonomy
Replace heirachy with teams

Six conditions
Trustworthiness ; trust ; self directing teams ; win
win ; styles and structures ; Accountability self
evaluation 360 degree

Types of Leaderships

Action centered leadership

Situational leadership
Empowerment
Performance Leadership
Principle centered leadership

ACTION CENTRED
LEADESRSHIP

Authority of Leadership
Derives From
Position
Personality
Knowledge

Three Variables of Leadership

The leader
The situation
The group

The 3 Needs
Task help to achieve common task
Team build the synergy of teamwork
Individual- respond to individuals

Action Centered Leadership

Defining the task

Planning
Briefing
Controlling

Evaluating
Motivating
Organizing
Providing an example

SITUATIONAL
LEADERSHIP

The Two Factors

Competence
Knowledge or skills gained from education
training & experience

Commitment
Confidence & motivation
Confidence is self assuredness
Motivation is interest & enthusiasm

Situational Leadership Behaviors

Directive
Directing the subordinates

Supportive
Building personal relationships

The Three Dimensions

The amount of direction the leader provides
The amount of support and encouragement the
leader provides
The amount of subordinate involvement in
decision making

The Four Styles

High
D
i
r
e
c
t
i
v
e

Low

Directive (1)

Coaching (2)

(enthusiastic beginner)

(disillusioned learner)

High Directive
Low Supportive

High Directive
High Supportive

Structure Control Supervise

Delegating (4)

Supportive (3)

(peak performer)

(reluctant contributor)

Low supportive
Low Directive

High Supportive
Low Directive

Supportive

High

Development Level
Style of leadership
High
competence
High
commitment

High
competence
Variable
Commitment

Some
competence
Low
Commitment

Low
Competence
High
Commitment

D4
Delegating

D3
Supporting

D2
Coaching

D1
Directive

Peak
Performer

Reluctant Disillusioned Enthusiastic

Contributor
Learner
Beginner

Delegation
Gofer Delegation
Steward ship Delegation
Upward delegation

PRINCIPLE
CENTRED
LEADERSHIP

If an egg is broken by outside ..a life

ends .
If an egg breaks from within.life begins.
Great things always begin from within.

Primary Greatness
INTEGRITY
MATURITY
ABUNDANCE MENTALITY

Secondary Greatness

SOCIAL STATUS
POSITION
FAME
WEALTH
TALENT

The Two Processes

SEQUENTIAL
LAW OF THE FARM

QUICK FIX
LAW OF THE SCHOOL

Types of Power
Position Power ( manager)
Legitimate power
Reward power
Coercive power

Personal Power ( leader)

Expert power
Referent power

Power
Types
Coercive
Power

Utility
Power

Principle-Centered
Power

Fear

Fairness

Honor

Temporary Reactive
Control

Functional Reactive
Influence

Sustained Proactive
Influence

PO

POWER
PLE
A

SI
T

SU
R

IO

WORK

GUIDENCE

EY
N
MO

N
S

FAMILY

PRICIPLE

FRIEND

SPOUS
E
LF
SE

CENTRE

CHUR
C

WISDOM

PARADIGMS

EN
EM
Y

SECURITY

4 Dimensions In
Principle Centered Leadership
Security

self esteem / personal strength

DEPENDANT

Wisdom

Judgment / comprehension

REPEAT PAST MISTAKES

Guidance - Principles/ Spiritual Conscious

FAIL TO FINISH

Power

Capacity to act

REACT TO EXTERNAL CONDITIONS

4 Levels of
Principle Centered Leadership
Personal
Interpersonal
Managerial
Organizational

Four Principles of
Principle Centered Leadership

Trustworthiness
Trust
Empowerment
Alignment

PERFORMNACE
LEADERSHIP

Three Categories and Eleven Practices

Category 1:
Create the
Performance
Framework

Practice 1: Articulate
the organisation
mission

Practice 2: Identify the

organisation
performance deficit

Category 2:
Driving
Performance
Improvement

Practice 1: Monitor and

report progress frequently
personally and publicly

Practice 2: Build
operational capacity

Practice 3: Take advantage

of small wins to reward
success

Category 3:
Learning to
Enhance
Performance

Practice 1: Check for

distortions and mission
accomplishments

Practice 2: Analyse a large

number and a wide variety
of indicators

Practice 3:Adjust mission

target theory monitoring
and reporting...

Practice 4: Clarify the

theoretical link between
target and mission

Practice 4:Create
esteem opportunities

Articulate the organization Mission

Mission Statements are:

generally vague
may be inspirational
lacks specificity
fails to provide guidance

To proclaim clearly and frequently what has to

be accomplished

Identify the Organizations most

Consequential Performance Deficit
Specific problems that should be solved to
improve performance which could be in

Inputs
Process
Outputs
Outcomes

Establish a Specific Performance

Target
Understandable detailed specification of target
Specific deadline attached to target
Input performance target
Increase number of T / Introduce a new computer system

Process performance target

New curriculum / Strategic mechanism of BP testing and
education

Output performance target

Improve the average test scores / no of measles immunization

Clarify your Theoretical Link

between Target and Mission
Target is not precisely the same as
mission
Meeting the target should help to
accomplish the mission
Should not be indirect, vague, poorly
understood or non existent
Output of immunization is connected to
the outcome of health not only in
theory but also empirically

Monitor and Report Progress

Frequently Personally Publicly
All should know that the leadership knows
how everybody is doing
It should dramatize
Organization leaders are paying attention to its
progress
How well different teams are contributing to
the overall target ( 2 columns those who made
and those who did not )
Driving Performance 1

Build Operational Capacities

Setting targets itself is not suffice
A road map to create the operational capacity
necessary to achieve the target
Operational capacity
Money / People / Training
Technology / Production systems
Corporation of essential partners
Driving Performance 2

Take advantages of small

wins to reward success
The deepest principle of human nature is the
craving to be appreciated ( Thank you )
Not to create one annual target but quarterly or
monthly ( strategy of small wins )
Create targets that people can hit
Get them hooked onto success
Everybody should be made to know the
achievements
Driving Performance 3

Create Esteem Opportunities

Need includes the desire for achievement, for
adequacy, for confidence in the face of the
world
Need includes the desire for reputation,
prestige, recognition, attention, appreciation
Satisfying self esteem need leads to self
confidence, worth, strength, capability,
Create opportunities for individuals to earn
this esteem
Driving Performance 4

Learning to Enhance Performance

Check for distortions and mission
accomplishment
Analyze a large number and a variety of
indicators
Adjust mission. target theory, monitoring and
reporting, operational capacity, rewards esteem
opportunities and/or analysis

Authentic Leadership
(NOT CHARISMA- ORATORY POWER OF INSPIRATION)

Self Awareness
Seeks feedback to improve interactions
Accurately describes how others view capabilities
Balanced processing
Solicits views that challenge deeply held beliefs
Listen to differentiate points of view before coming to conclusions
Relational Transparency
Says what you mean
Is willing to admit mistakes when they are made
Internalized Moral processing
Demonstrates beliefs that are consistent with actions
Makes decisions based on beliefs

Authentic leadership

influence relationship, Without relationships there is unlikely to be

much influence and without influence there is unlikely to be leadership

Great leaders have been those with outward charisma, excellent oratory
and the ability to inspire transformation.

sincerity refers to the extent to which ones outward expression of feelings

and thoughts are aligned with the reality experienced by the self.

Ones sincerity is judged by the extent to which

one is represented accurately and honestly to others, rather than the
extent to which one is true to the self

1
&
2

1
&
2

sincerity refers to the extent to which

ones outward expression of feelings and
thoughts are aligned with the reality
experienced by the self. (1)
2

Ones sincerity is judged by the extent to

which one is represented accurately and
honestly to others,(2) rather than the
extent to which one is true to the self

CONFLICT
RESOLUTION

Conflict
A state of incompatibility between two parties in
Ideas
Values
Opinions
The conflict isn't the problem - it is when conflict is poorly managed

Needs Interests and Positions

Needs are disclosed and discussed openly when
Times are stable, trust is high, relationships are
good
Interests are looked at abstract level when
There is mistrust
Needs reveal our vulnerability
There are changes of perception on each other
Positions are taken up and defended when
The interests are under attack

The Doughnut : Needs Interests and Positions

Positions
Interests
Interest
Remaining
British
Position
Resist
involvement of
Irish
Government
No surrender

Basic
Needs

Interest
Remaining
Irish

Position
Resist
involvement of
British
Government
Brits out

Types of Conflict

Inter personal
Intra personal
Inter group
Intra group
Competitive
Destructive

Stages of Conflict

Pre conflict
Confrontation
Crisis
Outcome
Post conflict

Weaknesses of Conflict

Surfaces lack of harmony

Hampers productivity.
Lowers morale
Lack of resources ; opportunities and career
development

Strengths of Conflicts
Help to raise and address problems
Helps to recognize and benefit from
differences
Motivate people participation

Effects

Stress
Absenteeism
Staff turn over
De- motivation
Lack of productivity

Conflict Management
Within yourself
Name write your thoughts
Perspective how important
Identify one thing u can do of 3 options

With another
Seek to understand before u are understood
Ask where u agree and disagree
Issues and not the personality
Identify actions that can be done by one or both

Conflict Transformation
Change relationships attitudes and behaviors
Address the deep rooted causes
Requires timely interventions

Steps in Conflict Resolution

Assure privacy
Listen actively
Empathy more than sympathy
Focus on issue and not personality
Encourage feed back
Identify alternate solutions
Feed back and your action plan

Purpose of Conflict Resolution

Address the conditions that led to the dispute
Foster + ve attitude and reduce mistrust
Help parties to understand each others needs
issues and sources and assist to find lasting
solutions

Resolution

Interests and working relations are important

Facilitation
Mediation
Arbitration
Litigation
Negotiation

CONTROLLING

Do it my way
Strategies
Control, compete, force,
fight
Impatient with dialogue
and information
gathering
Prefers others to avoid
or accommodate

Low Concern
for
Relationships
AVOIDING
Conflict what
conflict
Strategies
Flee avoid deny
ignore withdraw delay
refuse dialogue or
gather information
Prefer others to avoid

High
Concern
For
Personal
Goals

COMPROMISING
I will give little you
do the same
Strategies
Reduce expectation
bargain give and take
split the diference
Prefers others to
compromise or
accommodate

Low
Concern for
Personal
Goals

PROBLEM SOLVING
Lets try to solve this
together
Strategies
Information gathering
dialogue looking for
alternatives seeking
win win solution
Prefers others to solve
problem or
compromise

High Concern for

Relationships

ACCOMODATING
What ever you say would
be fine with me
Strategies
Agree, give in, smooth
over diferences, ignore
disagreements, interested
in others information and
approval
Prefers others to control

Conflict tree
Effects

Core problem

Root causes

Analyzing conflict : the square

COMAPTIBILITY OF GOALS AND BEHAVIOR
GOALS

B
B
E
E
H
H
A
A
V
II
O
O
R
R

COMPATIBLE GOALS
GOALS
COMPATIBL
E BEHAVIOR

IN HARMONY
WITH

INCOMPATIBLE

Roots
LATENT
CONFLICT

INCOMPATIB
LE
BEHAVIOR

SURFACE
CONFLICT

OPEN CONFLICT

TO
SIR
WITH
LOVE
Productivity
Improvement Concepts

130

03/19/16