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Presenters

Timothy M. Chester, Vice President for Information TechnologyUniversity of Georgia

Lynn Wilson, Director of Planning and Engagement

University of Georgia

Melissa Woo, CIO/Vice Provost for Information ServicesUniversity of Oregon

Patrick Chinn, Director of Strategic Communications,Information ServicesUniversity of Oregon

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Poll

Which one of these best describes you?

• Likes to make quick decisions, accepts challenges, takeaction

• Likes to interact socially, stimulate others into action,optimistic

• Likes to work in teams, systematic, focus on relationships

• Likes to use data, provide well thought-out plans, follow rules

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IT Communication Culture

• The framework emphasizes:

• All of us have different behavior styles.

• These different styles have strengths and blindspots

• Effective team relationships are built by team membersunderstanding each others styles and adapting (rotatingthe iceberg)

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Poll

Do you consider how the other person is going to receive theinformation you are sharing?

Yes

No

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Behavior Styles

Analyzer

Major Focus: QualityStrength: Uses factsBlindspot: Declaring a position

Controller

Major Focus: ResultsStrength: Uses ConflictBlindspot: Listening

Stablizer

Major Focus: Relationships

Strength: Maintain harmonyBlindspot: Initiating quickly

Persuader

Major Focus: People

Strength: Uses verbal skillsBlindspot: Following systems

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Comparison of Styles

Major Focus Strength Blindspot

Tim

Controller-Persuader

ResultsPeople

Uses conflict toget actionUses verbal skills

ListeningFollowingsystems

Lynn

Stabilizer-Analyzer

RelationshipsQuality,accuracy

MaintainingharmonyUses facts, data

Initiating quicklyDeclaring aposition

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Case examples —Rotate the Iceberg

Example 1 - LynnDiscuss how I have rotated my iceberg to focus discussionon result, ask direct questions. Keep emails shortfocused. Discuss more topics in person.

Example 2 – TimRelying on the strengths of the team to deal with different

types of negotiations with external customers on campus

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Tips for Effective Conversations

• Know your goal• Consider what your CIO really needs to

know• Focus on key facts, insights, and stories• Align yourself with the needs of campus

credit: Paul Glen

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Scene from:

A Bad Conversation with the CIO

credit: Sharon Drummond (CC BY-NC-SA 2.0)

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Reflections on A Bad Conversation…

credit: Phil Shirley (CC BY-NC-SA 2.0)

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Choose Your Own Adventure!

credit: Sharon Drummond (CC BY-NC-SA 2.0)

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Choose Your Own Adventure!

Karen has attempted to change the subject.

Should Dan:

A. continue talking about the wireless project?

B. discuss how the implementation of changemanagement is going for his staff?

A

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Choose Your Own Adventure!

Karen has shifted the conversation back to changemanagement.

Should Dan:

A. express his frustration with the implementationof change management?

B. discuss ways to address staff concerns?

B

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Choose Your Own Adventure!

Dan and Karen have started identifying possiblesolutions.

Should Dan:

A. try to reinforce the high levels of stafffrustration?

B. continue discussing ways to shift feelingsabout change management?

C

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