1. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Strengthening Teams from within. Karly Pulcinella, City Year Program Manager (kpulcinella@cityyear.org)kpulcinella@cityyear.org Marissa Johnson, School Transformation Facilitator (mbjohnson@jhu.edu)mbjohnson@jhu.edu

2. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OKObjective Participants will better understand the communication and working styles of diverse people in order to effectively problem solve and have a collegial relationships.

3. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Partners City Year Communities In Schools TDS Impact Director Impact Manager Team Leader Corps Members Field Manager Site Coordinator Interns Field Manager STF’s Instructional Facilitators S4 DNIST SCHOOL Principal Coaches Counselor Dean of Students Students Parents

4. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Workplace Conflict

5. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Which image best describes your current work environment?

6. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Have you ever asked the question? Why am I not informed about what is going on in building? Do my partners know and understand my role? You do realize that Diplomas Now is one of many reform models across the country. I’m in charge of 25 corps members, do you think I have the capacity to help you with your job? Why is he/she ignoring my e-mails? I don’t feel involved in the school community. Why is that? Why didn’t the teacher just approach me if he/she had a concern?

7. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Whatever the question is we’ve all been there…

8. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK -At your table share different conflicts you have had at work. -Choose one conflict to share out with the bigger group. -Give this conflict a name, write it on your poster paper along with a brief description of the conflict and who was involved without using any identifiers. DISCUSSION

9. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK The Four Styles of Communication

10. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Understanding Behavior Platinum Rule “Do unto others as they would have you do unto them” OR “treat others the way they would want to be treated.” Recognizes that people are different Allows for individual differences/preferences Requires you to be able to “read people” –observing, active listening etc. Golden Rule “Do unto others as you would have them do unto you.” Based off the assumption that people want to be treated the same way One-sided Can hinder relationships

11. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Understanding Behavior You can begin by classifying an individual’s behavior on two dimensions: o Supportingness: The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships. Characteristics: warm, relaxed, responsive, informal o Directness: The amount of control and forcefulness a person attempts to exercise over situations or others’ thoughts and emotions. Characteristics: assertive, fast-paced, confident, take risks We all express some level of openness and some level of directness

12. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Supporting vs. Controlling Supporting o Relaxed and Warm o Opinion oriented o Flexible about time o Relationship oriented o Shares personal feelings o Feeling oriented Controlling o Formal and Proper o Fact oriented o Disciplined about time o Task oriented o Hides personal feelings o Thinking oriented The Dimensions Supporting Very Supporting- Somewhat Supporting- Somewhat Controlling- Very Controlling- Controlling

13. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Direct vs. Indirect Indirect : o Avoid Risks o Meditative decisions o Less Assertive o Easygoing o Listens o Reserved Direct: o Takes Risks o Swift Decisions o Confronting o Impatient o Outgoing o Expresses opinions readily The Dimensions Indirect Direct Very Indirect Somewhat Direct Somewhat Indirect Very Direct

14. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Your own Behavioral- Style Evaluation You must understand yourself before you can begin to adapt to others This evaluation is a selected list of statements and adjectives derived from managerial, psychological, and sociological literature describing these observable behaviors By completing your evaluation and plotting your score on the grid, you will develop a behavioral “self-portrait.”

15. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK The Four Styles Reflective Supportive Directive Emotive

16. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Break-out groups

17. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Behavior Under Stress With each style comes differences in pace (in actions, words etc.) and priorities When tension is high, each style tends to manifest symptoms of behavioral stress, often called “back- up behavior” Behaviors result from a need to reduce tension immediately o Supportive: tends to gives in or “submit” o Reflective: tends to withdraw from a situation o Directive: tends to become overbearing, pushy, uncompromising o Emotive: tends to verbally attacks the person causing the stress

18. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK What causes you stress at work?

19. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Behavioral Flexibility The willingness to exercise behaviors not necessarily characteristic of your own, for the benefit of the relationship Involves making strategic adjustments to your methods of communicating and behaving, based on the particular needs of the relationship at that particular time You can reduce tension by providing what they need most at that given time

20. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK What does the research say? 79% of employees who quit their job site that a lack of appreciation by the manager, by management and their colleagues is one of their primary reasons for their leaving. Money is not the other reason. 65% of North American workers say that they have received no recognition or appreciation in the last twelve months. ~Paul White

21. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK The Objective of Appreciation Is to improve performance but to support and encourage a person. Appreciation is not directional it can be communicated from anyone to anyone else. As partners we should know how to encourage and motivate our colleagues, partners and students.

22. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK We have to Appreciate/recognize people Individually and personally You have to take the time to get to know people and communicate in away that is meaningful to them for what they have brought to this situation. It absolutely has to be viewed as authentic.

23. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Benefits of Appreciation They like coming to work more They are on time Absenteeism is reduced. Decrease staff turn over Diminish tension and conflict Improve customer satisfaction

24. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Determining your Language of Appreciation In The Work Place Please take some time to complete “The languages of Appreciation Quiz”

25. SUMMER INSTITUTEJULY 7-8, 2015 | TULSA, OK Sources: Four Styles: The Art of Better Communications, Dr. Tony Alessandra. The 5 Languages of Appreciation in the Workplace, Gary Chapman and Paul White