Building Alliances. PNSQC 2009 Karen N. Johnson

Transcription

1 Building Alliances PNSQC 2009 Karen N. Johnson

2 Building Alliances Alliances or Adversaries Collaboration or Collusion Beautiful Results or Ugly Realities Reduce Tension Build Reciprocal Relationships Foster a Collaborative Energy

3 ALLIANCES

4 Instinctive Collaboration The most important single central fact about a free market is that no exchange takes place unless both parties benefit. Milton Friedman

5 Shared Interest In this new wave of technology, you can't do it all yourself, you have to form alliances. Carlos Slim Helu

6 COLLABORATION

7 Conducive atmosphere Collaboration equals innovation. Michael Dell

8 Teamwork Alone we can do so little; together we can do so much. Helen Keller

9 BEAUTIFUL RESULTS

10 Joy We choose our joys and sorrows long before we experience them. Kahlil Gibran

11 Balance Live a balanced life - learn some and think some and draw and paint and sing and dance and play and work every day some. Robert Fulghum

12 ADVERSARIES

13 Secret Battles Never yield to force; never yield to the apparently overwhelming might of the enemy. Winston Churchill

14 Open Battles You have enemies? Good. That means you've stood up for something, sometime in your life. Winston Churchill

15 COLLUSION

16 The Dirty Dozen by Robert Sutton Personal insults Invading one s personal territory Uninvited physical contact Threats and intimidation, both verbal and nonverbal Sarcastic jokes and teasing used as insult delivery systems Withering flames Status slaps intended to humiliate their victims Public shaming or status degradation rituals Rude interruptions Two-faced attacks Dirty looks Treating people as if they were invisible

17 Gossip, Secrets, and Lies In an age of universal deceit, telling the truth is a revolutionary act. George Orwell

18 and Politics By sending a brief memo to a colleague or a superior, you have a paper trail that Backstabber's can't erase. Les Parrott

19 EXERCISE

20 Exercise: The Unspoken Alignment Map Irrational behavior can be understood. It only requires that you understand the map being used and the "survival" issues that surface on that particular map. Annette Simmons, Territorial Games

21 no man s land Legend ~ Circles = cubes Squares = mahogany row Box seats = executives Crown = boss Caped figure = project manager Squiggles = icy road Grid = brick wall No cover, no roads = me

22 each to their own Legend ~ 3 people = parent company rainbow = client Jagged path = nonspecific path Straight line = old fashioned hierarchy Little circles = field of users Big Crown = project manager, level 1 Small Crown = project manager, level 2 bumblebees = programmers Island = me

23 Exercise: The Unspoken Alignment Map Irrational behavior can be understood. It only requires that you understand the map being used and the "survival" issues that surface on that particular map. Annette Simmons, Territorial Games

24 Map Debrief What observations can you make from your map? Do you know who your alliances are? Do you know who your adversaries are? Does seeing your environment visually in the way you sense it, help you?

25 BUILDING ALLIANCES: PART II

26 UGLY REALITIES

27 Ten Territorial Games by Annette Simmons Occupation Information manipulation Intimidation Powerful Alliances Invisible Wall Strategic Noncompliance Discredit Shunning Camouflage Filibuster

28 Backstabbing Backstabbers ooze anger. Les Parrott

29 Shunning Shunning is a childish, primitive way of branding someone as an outsider. Annette Simmons

30 REDUCE TENSION

31 Cool Down Let your soul stand cool and composed before a million universes. Walt Whitman

32 Slow Down The master of strategy does not appear fast. The Book of Five Rings

33 Seek Clarity Clarity affords focus. Thomas Leonard

34 BUILD RECIPROCAL RELATIONSHIPS

35 Teams in Alignment Coming together is a beginning; keeping together is progress; working together is success. Henry Ford

36 Sphere of Influence The secret of my influence has always been that it remained secret. Salvador Dalí

37 Detect Change If you're in a bad situation, don't worry it'll change. If you're in a good situation, don't worry it'll change. John A. Simone, Sr.

38 EXERCISE

39 Exercise: Shared Experience Stories are the creative conversion of life itself into a more powerful, clearer, more meaningful experience. They are the currency of human contact. Robert McKee

40 Exercise: Tell a Story Introduce yourself to someone in the room. Choose someone you don't know. Choose a personal story that involves either an alliance or adversary. Take turns telling your stories to each other. Don't include names; don't identify the company or any specifics.

41 FOSTER A COLLABORATIVE ENERGY

42 Virtual Team It shows 'us vs. them,' and I'm on the 'us' side. Dan Quayle

43 Focus Success is focusing the full power of all you are on what you have a burning desire to achieve. Wilfred Peterson

44 Shared Success No person will make a great business who wants to do it all himself or get all the credit. Andrew Carnegie

45 Resources Following are books and references I have found helpful: Territorial Games, Annette Simmons A Safe Place for Dangerous Truths, Annette Simmons A Book of Five Rings, Miyamoto Musashi Inspiring Others: What Really Motivates People, Duke Corporate Education Care Packages for the Workplace, Barbara Glanz Toxic Emotions at Work, Peter Frost In the Line of Fire: How to Handle Tough Questions When It Counts, Jerry Weissman Tao Te Ching, Lao Tzu Working Through Language, Time, and Cultural Differences, Karen N. Johnson, Difficult People: Working Effectively with Prickly Bosses, Coworkers and Clients, John Hoover The No Asshole Rule, Robert Sutton

46 THANK YOU FOR YOUR TIME. CAN I ANSWER ANY QUESTIONS? Karen N. Johnson karen@karennjohnson.com