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Transcript of authorization in our koncept, Mindsetter, 6styles, publicprofessional uk
Copyright Relation Technologies. Allrights reserved.www.relationtechnologies.cominfo@relationtechnologies.com
Contact Relation Technologies for information about the retail-networkTelephone: +45 7070 2030
DO YOU NEED A TOOL ..?• Thatmakesyourparticipantsbuy
intothegameandengage,becau-setheyaremetbyrecognizablechallengesandchallengingoptions.
• Thatcanbeadaptedtodifferentenvironmentsandgroups,fromchangemanagementonorganiza-tionleveltotheabilityofindividualemployeestoworkwithfocusedcitizencommunication.
• Thatcanfunctioninadditiontothetoolsalreadyinyourtoolbox.
MULTIPLE PLATFORMS TO PLAY ONRelationTechnologies’learningcon-cepts,suchasMindsetter,6StylesandPublicProfessional,aretypicallyorgani-zedaroundaphysicalrepresentation.Forexample,thatcouldbeacircularboardwithgamepiecesrepresentingstakeholders.Asaparticipant,youareengagedthroughhands,eyes,dialogueandreflections.Thephysicalrepresen-tationcomesindifferentsizes,suitable
foruseinlargegroupsorforthecoa-chingofsmallerunits.Inadditionthereisanonlinesimulatorforeachconcept,wheretheprogressionofthegamecanbefollowedvirtually,andthusthecomplexitiesoftheprocessaremadetransparent.
THE THEORETICAL FOUNDATIONSWebuildourconceptsonimportanttheoreticianswithinthefieldthattheconceptaddresses.Inaddition,throughtime,wehavedevelopedourconceptsincooperationwithourclients.Ifourclienthasalreadyworkedwithchangetheory,managementtheoryorsystemicorappreciativeapproachesoftheirown,wehavecombinedthiswithourcon-cepts,andthusadaptedourconceptstoworkwithapproachesthathaveachievedwidepopularitywithmanybusinessesandorganizations.
THE AUTHORIZATION COURSEAuthorizationtakesplacewithatwo-
Authorization
daycourse,whereyouareintroducedtothetheorybehindtheproduct,andyoulearntofacilitatethevariouslearningtoolsassociatedwiththeproduct.Ithasbeenourexperiencethatatwo-daycourseisnecessarytoensurethattheindividualconsultantlaterfeelsconfi-dentinusingthelearningtechnologiesintheirownteaching.Withyourautho-rization,yougainaccesstoanewsetofdynamictoolsusableforteaching,developmentprocesses,coachingandmuchmore.Thetoolsarebasedonasolidfoundationofprofessional,specia-listknowledgethatcanaidinevolving
Become authorized to facilitate one or more of Relation Technologies’ concepts
Copyright Relation Technologies. Allrights reserved.www.relationtechnologies.cominfo@relationtechnologies.com
Contact Relation Technologies for information about the retail-networkTelephone: +45 7070 2030
1
Kilde: John Kotter
Oplevelse af nødvendighed 3
• Hvem er centrale eksterne aktører for forandringen?
• Hvordan vil de forklare, at forandringen er nød-
vendig?
• Hvor synligt er det for aktørerne, at forandringen er
nødvendig?
• Hvorfor er der eventuelt forskel mellem aktørernes
oplevelser?
• Hvilke tegn kan potentielt fortælle aktørerne,
at forandringen ikke er nødvendig?
MindSetter - CoachingKort Kotter_V3.indd 1
04/11/09 07.06
1
Source: John Kotter
Sense of urgency3
Who are the key internal and eksternal stakeholders
of the change?
How will they explain the necessity of the change?
How visible is the urgency of the change to the stake-
holders?
Why might there be differences between the perspec-
tives of the stakeholders?
What signs can possibly tell stakeholders that the
change is not urgent?
Informations-overvejelser 2
Hvilke spørgsmål bliver stillet af hvilke aktører?
Hvad er forandringen? Hvorfor er den nødvendig?
Hvad er der galt med den måde, tingene fungerer på i
dag? Hvor meget og hvor hurtigt behøver organisatio-
nen at ændre sig?
Hvilke spørgsmål er vigtigst at give svar på? Hvad kan
du fortælle?
Kilde: Ken Blanchard
Source: Ken Blanchard
What questions are being asked by the stakeholders?
What is the change? • Why is it necessary? • What is
wrong with the way things are working today? • How
much and how fast does the organisation have to
change?
What questions are important to answer? • What can
you tell?
2Information concerns
thewayyouworkwithchangemanage-ment,asconsultant,aseducatororwithyourownprocessesofchange.Thetoolsgiveyounewmethodstoworkwith,andcanhelpstrengthenyourprofileasaconsultant.
WHO DO THE CONCEPTS ADDRESS?Asusersofourconceptswehavebothindependentconsultants,consultingfirmsandinternalconsultantsinbusi-nessesandorganizations.
WHAT ARE THE ADVANTAGES OF AUTHORIZATION?Bybecomingauthorizedforoneofourproducts,yougaintheoptionofusingtheassociatedlearningtechnologiesinyourteachingorconsulting.Fortheindividualconsultants,authoriza-tionforoneormoreofourconceptscanbeanexpansionoftheircompetencesthatsupportsandgroundstheprocessesthattheyalreadyworkwith.
Severalofourexternalconsultantsexperiencethatourconceptsenableanentirelynewwayofofferingtheircli-entsaninnovativeandretentivetoolforhandlingboththeirownchangeneedsandthoseoftheirorganizations.Fromourinternalconsultantsinbusi-nessesandpublicorganizations,wehearthatourconceptshelpcreateacommonplatformandacommonlan-guagethathelptheorganizationhandlechanges,diverginginterests,resistanceetc.
Leadersexperiencethatourconceptsgivethemawaytofacilitateproces-sesofchangeinamanagementteam,handleresistanceinanemployeeteamandhandleprocessesacrossstructures.
RELATION TECHNOLOGIESRelationTechnologiesisahighlyspe-cializedbusinessthatcreateslearningdesignandlearningarchitecturefor
businessandorganizationdevelopment.Ourhallmarksarethatwetransformtheoryintopracticebygroundingourconceptsinconcretetools–physicalorvirtual.Ourconceptsareusedforlongerdevelopmentoreducationprocessesorforshorterworkshopsandconsultations,aswellasfore-learning.Ourconceptshaverousedenthusiasmaroundtheworld,andtoday,fiveyearsafterlaunchingourfirstconcept,wearerepresentedonfivecontinents.ThemissionofRelationTechnologiesistomakeiteasier,moreexcitingandmoreeffectivetoworkwithlearning,aswellastakinglearningwithyou–inmanyways.Wearealwaysatworkdevelo-pingnewconcepts.
Areyouinterestedinbeingauthorized?Contact:[email protected]
Readmoreat:www.relationtechnologies.com
The affiliative leadership style
The affiliative leadership style
The experiences from work-
ing with 6styles have shown
that the effect of all six
leadership styles depends
on both the character of the
style as well as the way it is
being used. To create clarity
on these effects we have
added two concepts to the
styles: intended effect and
unintended effect.
The intended effect of the
style contains the depths
All rights to 6stylestm
belong to Relation
Technologies.
and values that the style is
designed to create in the
relation between leader and
employee. The unintended
effect is an expression
of the risk that the style
contains of influencing the
relation in ways that are not
wanted in leadership.
Intended and unintended ef-
fects are not contradictions.
They are more of a total
reflection on the leadership
style, where it becomes
the leader’s ability to reflect
on and talk about what is
going on in the relation that
is crucial to whether the
style affects the intended or
the unintended. Below you
can read about the affiliative
leadership style’s unin-
tended effect. The intended
virtues and values of the
style you can find on the
front of the sheet.
The style in one sentence: People first
The affiliative leader’s
trademark is a ‘people first’
attitude.
The leader that works in this
style focuses on creating
harmony and emotional
bonds.
Affiliative style is also a way
of building more dialogue
and thereby creating a more
open feedback culture. This
style is especially effective
in building team harmony
and increasing moral in the
* The description of the leadership style is developed by Relation Technologies. The categorisation of the six leader-
ship styles takes its starting point in a theoretical foundation, originally developed by the company HayGroup.
** The term refers to a fundamental personal need in the theory FIRO-B, developed by Will Schutz.
Modus operandi*Creates harmony and emotional bonds
The form of the style The leader shows interest and recognition
The leader creates connections between people
The leader is empathetic
The style focuses on The wellbeing of people
Social contact: Security
Closeness: Relations
The style creates resonance By creating an experience of attachment, security and impor-
tance
The style motivates by Creating trust – We support each other …
Empathetic interest – How are you?
Appreciation – You are important!
The style communicates
through
Asking questions
Showing interest: Being in contact!
Recognising the importance of people
The style listens toThe way employees experience and feel the world
Job satisfaction, Attachment, Feedback
The style is bestWhen attachment between group members is required
When different groups have to cooperate
When employees have to be motivated through stressful
times
The style aims atA sense of community.
Openness, Dialogue
The style creates culture Which is harmonic
Which is personally meaningful
In which one can speak of emotions and attitudes
The style relates to power By striving to even out the power relation through a personal
closeness
The style is driven by
(in the leader)
Expressed closeness**
Expressing kindness, sharing, honest feedback, sensitivity,
consideration
The style obligates the
leader
To follow up on the relation and keep the offer of closeness
The style as a metaphor The Humanist
The Familiar
The Mediator
Modus operandiCreates harmony and emotional bonds
Risk of experienced form The leader focuses too little on effort and results
The leader is too ‘soft’
The leader is inhibited by his/her close relations and cannot
execute
The style focuses indirectly
on
People as being the most important value in work relations
Dependence on job satisfaction and relations
The style is at risk of creat-
ing dissonance
By welcoming a degree of attachment that exceeds the em-
ployee’s limits
The style is potentially
demotivating by
Creating dependence – I need you to be close to me.
Giving too few or too small demands – I must not push my-
self!Being clingy – I would like to act more independently!
The style leaves out in the
communication
To place demands on effort
To challenge
The style is at risk of ignor-
ing
The employees’ non-spoken needs for competency develop-
ment or re-orientation
Lack of effort
Subjects that will challenge the closeness in the relation
The style functions poorly When the leader sets too low standards
When the leader does not set goals for the effort
When the leader does not correct for poor effort
The style risks creating Unclear roles
Inefficiency
Dependency/lack of originality
The style potentially creates
culture
That is too ‘familiar’
That is not enough oriented towards effort and results
That can have difficulties creating authority around the leader
The potential power utilisa-
tion of the style
Accidentally uses the personal closeness to obligate the em-
ployee to a potential unwanted interaction
The style risks overseeing
(in the employee)
Not-wanted closeness**
Being reluctant, reserved, avoiding conflict
The style risks capturing
the leader
With employees that are difficult to challenge without violating
the established closeness
With employees that are ‘stuck’ in close relations
The style as a metaphor The Humanist
The Familiar
The Mediator
group.But in its way of focusing
on recognition, the style
can accidentally permit that
poor performances are not
criticised.
Professional) knowledge
Knowledge about professions
and practise field and of glo-
bal and local relations
• Cultural understanding
Professional reperto
The ability to use profes-
sional knowledge in a
relevant practise field
• facilitator competence
Self awareness
Awareness of and un-
derstanding of ones own
emotions and ones own
strengths/weaknesses
Self control
The ability to control and
motivate own action
Social awareness
Awareness of and under-
standing of the emotions and
actions of others
Social skills/abilities
The ability to act in ways that
create appropriate responses
from others
• Communication
• Team spirit
• Cooperation
Democratic style
Increase:
Responsibility
Team spirit
Coaching style
Increase:
Competency
Innovation
Pace setting style
Increase:
Result
Ambitions
Affiliative style
Increase:
TrustInterest
Visionary style
Increase:
Direction Hope
Commanding
styleIncrease:
Professionalism
Adaptation
The democratic leadership style
The democratic
leadership style:
Involvement
Commitment
-60
-60
-60
-60
-60
-60
-60
+60
+60
+60
+60
+60
+60
+60
Flexibility
Responsibility
Standards
Rewards
Clarity
Engagement
Total influence
* The model is a graphic picture of measured results presented in Daniel Goleman: Leadership that gets results, HRB.
** The model is developed by Relation Technologies. The link between leadership style and emotional competences take its
starting point in Daniel Goleman: Leadership that gets results, HRB.
Correlation to organisational climate*
Underlying competences**
Professional competence Personal competence Social competence
Aw
aren
ess
Act
ion
Key persons for help and support
Feedback and input needs
REAl SElf IdEAl SElf
Actions
0-6 monthsMilestones
6-12 months
Learning goals
1-5 years
I think my subordinates must take part in
defining the goals for our unit
2
I focus on building friendly relationships
4
I am good at communicating my own or
other people’s visionary ideas
5
I focus on building friendly relationships
4
0%
100%75%
50% 25%
Stilen i en SætningDen RammeSættenDe Stil
Den tempoSættenDe Stil
Den tilknyttenDe Stil
Den UDviklenDe Stil
Den inDDRagenDe Stil
Den pRoblemløSenDe Stil
Den RåDgivenDe Stil
Den inSpiReRenDe Stil
”Formålet er …”
”nu skal der ske noget”
”Jeg vil gerne lære dig at kende”
”Du kan mere, end du er bevidst om”
”Hvad synes du?”
”Det klarer jeg”
”mit råd til dig er …”
”nu skal du bare høre”
klaDDe
REFLEKSIONSKORT
RÅDGIVENDE
BONUSKORT
BONUSKORT
MÅ
L
MÅ
L
2. S
EKV
ENS
1. S
EKV
ENS
3. S
EKV
ENS
4. S
EKV
ENS
5. S
EKV
ENS
REFLEKSIONSKORT
PROBLEMLØSENDE
REFLEKSIONSKORT
INSPIRERENDE
REFLEKSIONSKORT
TEMPOSÆTTENDE
REFLEKSIONSKORT
TILKNYTTENDE
REFLEKSIONSKORT
RAMMESÆTTENDE
REFLEKSIONSKORT
INDDRAGENDE
REFLEKSIONSKORT
UDVIKLENDE
FOKUSERET
KAOTISK
REALISTISK
FORSTÅR IKKE
HA
R FA
RT P
Å
BREM
SER
ER K
ØRE
NDE
ER I
NØ
D
KAN SELV
KAN IKKE
TAGER STYRING
DELTAGER IKKE
ER ÅBEN
LUKKER A
F
OPTIM
ISTISK
MO
DLØS
UNDERSØ
GENDE
VÆGELSINDET
ER FORVIRRET
HÆ
NG
ER P
Å
ER P
Å SP
ORE
T
KAN LIDT
MEDVIRKER
LUKKER O
P
OVERSKUD
FREMDRIFT
OVERBLIK
RETNIN
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HÅBÅBENHED
ANSV
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Jeg er god til at få borgeren til at forstå, hvad der er det bedste at gøre i den situation, vedkommende står i.
3
Jeg bruger god tid på, at lade borgeren selv finde løsninger til sin situation.
2
Jeg er god til at få borgeren til at fokusere på ting,
der kan ændre sig til det bedre.
12