COMMUNICATION FOR CHANGE Lorie Richards, PhD, OTR/L Chair and Associate Professor, Division of Occupational Therapy, University of Utah Presented at the UOTA annual conference 10/03/2013

INTERPERSONAL COMMUNICATION  According to Albert Mehrabian (renowned expert in human communication): 7% Words - Literal 38% Tone of Voice – Subject to Interpretation 55% Context, Body Language – Subject to Interpretation In other words…  Communication is 7% about WHAT you say and 93% about WHO you say it to!

WHAT IS A “FRAME”  “A frame is a mental model-a set of ideas and assumptions- that you carry in your head to help you understand and negotiate a particular “territory.” A good frame makes it easier to know what you are up against and, ultimately, what you can do about it.” (Bolman, L. G., & Deal, T.E. (2008). Reframing Organizations: Artistry, Choice and Leadership. San Francisco: Jossey-Bass, p. 11)

WHY REFRAME?  Gain clarity  Generate new options  Widen scope  Find viable strategies  Consider multiple viewpoints/voices  Demonstrate flexibility and inclusion  Create new opportunities

4 MAJOR FRAMES Structural Human Resource Political  Symbolic

STRUCTURAL  Depicts a rational world  Emphasis: organizational architecture, organizational charts,  Clear goals, structure, specialized roles  Rules, policies, procedures  Hierarchies or formal relationships to coordinate activities  Metaphor: Factory, bureaucracy

HUMAN RESOURCES  Individuals find meaningful and satisfying work and organizations get the talent and energy they need to succeed  Invest in people  Empower employees  Provide information and support  Quality problems are cross-functional  Metaphor: Extended Family

POLITICAL  Coalitions  Decisions involve allocating scarce resources-who gets what – competition & parochial interests  Conflict at the center of day-to-day dynamics; power becomes the most important asset  Bargaining, negotiations and compromise  Solutions arrive from political skills and acumen  Metaphor: Networking; Jungle

SYMBOLIC  Emphasis on culture, symbols, spirit as keys to organizational success  Emphasis on rituals, ceremonies, stories, heroes and myths rather than rules, policies and managerial authority  Culture forms the superglue that bonds an organization, unites people, and helps an enterprise accomplish desired ends  Metaphor: temple, theater, tribe

OVERVIEW OF ALL 4 FRAMES AspectStructuralHuman Relations PoliticalSymbolic Metaphor for organization Factory or machineFamilyJungleCarnival, Temple, Theater Central concepts Rules, roles, goals, policies, technology, environment Needs, skills, relationships Power, conflict, competition, organizational politics Culture, meaning, metaphor, ritual, ceremony, stories, heroes Image of leadership Social architectureEmpowermentAdvocacy, political savvy inspiration Basic leadership challenge Attune structure to task, technology, environment Align organizational and human needs Develop agenda and power base Create faith, beauty, and meaning

WHY SHOULD I CARE ABOUT ALL 4 FRAMES? Frame:Some Strengths:Barriers: StructuralFormal patterns and policies; analyze and design Rigid, lack of flexibility, need to know who is in charge Human ResourceTrain to build new skills; participation and involvement; team building Multiple group meetings that produce little PoliticalCreate arenas for negotiating issues, forming new coalitions Conflict between winners and losers SymbolicTransition rituals, mourn pass, celebrate future, build a culture Loss of meaning and purpose; clinging to the past

NEGOTIATION  NEGOTIATION is a COMMUNICATION PROCESS we use when we want something from someone or someone wants something from us.

NEGOTIATION STYLES  Competing  Collaborating  Compromising  Avoiding  Accommodating

COMPETING  Description:  Knows how to work the power part in any negotiation  Let’s make a decision  Focus on the money, outcome  Behavior:  Will do and say anything that can grant the person the capability of winning at all cost, even if it means defeating others  Know how to open, position, leverage,

COLLABORATING  Description: Facilitate the process The question asker Looks at different alternatives Out of the box thinker  Behavior:  Very engaged and highly interactive during a negotiation  They gain pleasure from solving the problems facing a committee, group, etc

COMPROMISING  Description:  Operates in the “you take a turn” approach  Splits the difference to gain an agreement  Always looking for ways to close the gap  Behavior:  Engaged and very aware of their surroundings and others in order to figure out the answer on how to close the deal

AVOIDING  Description:  Don’t like to talk about it  Use technology to their benefit ( s, voice mails)  Behavior:  Has figured out how to defer or miss any type of discussion that may be controversial

ACCOMMODATING  Description:  Team player  Helping others  Focus on interaction  Behavior:  Very sensitive to others’ emotions, actions, etc  Excellent listener; but lacking the courage to speak up

MANAGING THE STYLES  Competing You List ~ Develop a list of the needs and wants of the OTHER party. Refer to this list when you have your conversation Help ~ Identify 3 ways you can help the other person Others Listen ~ Don’t act competitive Caucus ~ Try to work with the other party off line to determine what are their fears and help them identify what is a must and what is not

MANAGING THE STYLES  Collaborating You List ~ Write down and refer back to your needs and wants. COMMUNICATE them to others. Questioning ~ Don’t just ask questions for the sake of asking questions Others Keep it Simple ~ Re-state the questions into a more simplistic approach in order to peel back any unnecessary complexities. Summarize ~ What has been decided?

MANAGING THE STYLES  Compromising You List ~ Develop a list of questions to ask during the conversation. (Ask 25+%) Identify ~ Figure out what are the items you will not give into. Refer to them during the meeting. Others Question ~ Ask the necessary questions that will help the party not just give in on the first option identified

MANAGING THE STYLES  Avoiding You List ~ Develop a list of questions to ask during the conversation Script ~ Write out the script you will use to begin the talk. Read it, if necessary! Others Face-to-Face ~ Don’t engage into a technology driven discussion. Go in person for discussion.

MANAGING THE STYLES  Accommodating You List ~ Write down and refer back to your 1 to 3 expectations you would like to communicate about your work/responsibilities Others Engage ~ Ask the person to share with all how they would benefit from the discussion/negotiation

STYLES TO USE WHEN OTHERS ARE….  Competing:collaborating, avoiding  Accommodating:collaborating  Avoiding:collaborating, competing

STYLES TO USE WHEN OTHERS ARE….  Collaborating:Competing  Compromising:Collaborating, accommodating

PERSONALITY STYLES (INSIGHTS DISCOVERY SYSTEM)  Understanding yourself  Understanding others  Learning to adapt to better connect with others In Order To…. Build stronger interpersonal relationships Value and integrate our differences Increase leadership, team and influence effectiveness

JUNGIAN PREFERENCES  Three pairs of preferences: Introversion and Extraversion: The way we react to outer and inner experiences Thinking and Feeling (Judging): The way we make decisions Sensing and Intuition (Perceiving): The way we take-in and process information

HOW WE EXPRESS OUR ENERGY IntrovertExtrovert QuietTalkative ObservantInvolved Inwardly focusedOutwardly focused Depth focusedBreadth focused IntimateGregarious ReservedFlamboyant ReflectiveAction oriented ThoughtfulOutspoken CautiousBold

HOW WE MAKE DECISIONS ThinkingFeeling FormalInformal ImpersonalPersonal AnalyticalIllogical DetachedInvolved ObjectiveSubjective Strong-mindedFlexible CompetitiveAccommodating ParticularAmbivalent Task-focusedRelationship focused

HOW WE SEE THE WORLD SensationIntuition SpecificGlobal Present-orientedFuture-oriented RealisticImaginative ConsistentUnpredictable Down-to-earthBlue-sky PracticalConceptual PreciseGeneral FactualAbstract Step-by-stepSpontaneous

“BLUE” ENERGY “DO IT RIGHT”  Approach to life: High standards and correct  Goals: Understanding  Seen by others: Analytical and distant  Strengths: Knowledgeable & detailed; Air of competence; Asks probing questions; Thorough follow-up  Liabilities: Initial interaction may be difficult or stuffy; Questions may be seen as critical & insensitive; May overlook others’ feelings; May focus on inconsequential details

“RED” ENERGY “DO IT NOW/GET IT DONE”  Approach to life: Inner certainty; Focus on action  Goals: Personal achievement and meeting challenges  Seen by others: Impatient  Strengths: Confident, determined; Loves challenges; Focused; Influencing others  Liabilities: Poor listener; Can be seen as arrogant; May push too hard; Doesn’t wait for feedback

“GREEN” ENERGY “CARING & SUPPORTIVE”  Approach to life: Focus on stability, values & supporting others  Goals: Harmony  Seen by others: Mild & docile  Strengths: Builds deep, long-term relationships; Natural listener; Sincere & warm; Persistent  Liabilities: Slow to adapt; May lack enthusiasm in asking for a decision; Avoids rejection; Takes difficulties personally

“YELLOW” ENERGY “FUN & CREATIVE”  Approach to life: Fun & interaction  Goals: Big picture; Creativity  Seen by others: Disorganized  Strengths: Quick to build relationships; Friendly & sociable; Adaptable, imaginative; Skillful presenter  Liabilities: May lack focus; Too casual for some; Poor planning and follow-up Can lose interest

4 INSIGHTS ENERGIES  We have ALL four ALL the time  Which we use depends on who we’re working with and what we’re working on Less conscious persona – at home, the instinctive you Conscious persona – how you see yourself and way present at work

HOW TO INTERACT WITH A…  Blue Do Be well prepared and thorough; Put things in writing; Give them time to consider all the details Don’t Be flippant on important issues; Change routine without notice; Call a meeting without an agenda

HOW TO INTERACT WITH A…  Red Do Be direct and to the point; Focus on the results and objectives; Be confident and assertive Don’t Hesitate or dilly-dally; Try to take over; Say it can’t be done

HOW TO INTERACT WITH A…  Green Do Be patient and supportive; Slow down and work at their pace; Ask their opinion, give them time to answer Don’t Take advantage of their good nature; Push them to make quick decisions; Spring last minute surprises

HOW TO INTERACT WITH A…  Yellow Do Be friendly and sociable; Be entertaining and stimulating; Be open and flexible Don’t Bore them with details; Tie them down with routine; Be gloomy or pessimistic; Ask them to work alone

TAKE HOME MESSAGE  When you want to persuade a person to buy in to a change, think about: What frame (s) to use to make your argument What negotiation style (s) will be most effective for the person in this situation What personality style is the person mostly likely to be with whom you’ll be communicating.