The Managerial Grid Seminar Leadership for Team Results

The Power to Change

R1

Resources

R3

Results

R2

Relationships

R2

R1 Resources Relationships

R3 Results

R2
33%

Unsound R2

R2 100%
Sound R2

Seminar Goals
Personal Learning Increasing Team Effectiveness Managing Intergroup Conflict Achieving an excellent Back-home organization culture

Scientific Method Model Of Learning

Generalization Critique Action Expanded Theory Application Generalization Critique Action

Application

Theory

The Four Fundamental Differences of Synergogy from other approaches of Training and Learning are
Replacing authority figures with learning designs and instruments managed by learning administrator Enabling learners to become proactive participants who exercise responsibility for their own learning

Applying to education the concept of synergy in which the learning gain that results from team work exceeds the gain made by individuals learning alone
Using learners colleague affiliation to provide motivation for learning

Production Efficiency (PE)

+ 105
Possible Improvement = 90 45 15 0

(All items correct)

Team Score

Gain = +30

Individual Score

30 100 = PE = 90 * - 105 (All items incorrect)

+33 %

Production Efficiency (PE)

+ 105
Possible Improvement = 60 45

(All items correct)

Avg. Ind. Score

Loss = - 20

25
0

Team Score

-20 100 = PE = 60 * - 105 (All items incorrect)

-33 %

Production Efficiency (PE)

Possible Improvement = 90 85 40 15 0

(All items correct) + 105 Team Score

Synergy

Gain = +70

High Ind Score

Avg. Individual Score

70 100 = PE = 90 * - 105 (All items incorrect)

+77.77 %

Start Pathway Goal Critique R2

R3

Team Interaction

Goal

Pathway

R1

Start

Critique

What is critique

Why critique

A tool we use to improve individual and team performance

To examine the efficiency of our use of all resources To get a clear picture of the quality of results achieved to learn what is needed for improvement

Quality Critique
is based on trust & confidence must be open and candid must include active listening

is constructive

When can you critique?

Pre plan procedures and examine expectations Periodic at pre determined intervals to examine progress and quality

Concurrent to focus on a problem that is observed during action

Post to examine the results and determine what can be done to improve

What to critique?
R1 Resources : Who (people) and what (data and equipment) is available for use R2 Relationships : individual and team behaviour and process R3 Results : the quality of the outcome (a product, a plan, an idea) achieved.

Critique Grid
Praise & Compliments, with criticism avoided

1,9

9,9

Objective feedback & constructive criticism

5,5

Vague implied criticism kept in balance with compliments; sandwich approach

Indifference, avoidance of examination

1,1

9,1

Blame, fault-finding unconstructive criticism

9+9
Critique and feedback are one way with admonishment for shortcomings and praise for compliance

Developing the skill of critique

Candor
Jim, when you make your point five different ways, it wastes time and makes it difficult for the team to finish the activity

Confront You made your point five different ways I held back because it sounded like others were Personalize really convinced about their answer Generalize Some people are not participating

Global Statement Some teams dont even work as a team Externalization They did not give me enough time

Task

discuss, evaluate and judge the relative quality decide which report is better and to what degree

Issue

How does team membership influence decision making? Ownership Loyalty

Potential Problems

ASSUMPTIONS

BEHAVIOUR

CONSEQUENCES

ASSUMPTIONS = COMPETITION
Loyalty vs Logic Whats right

Who is right

vs.

Hero

vs

Traitor

BEHAVIOUR = WIN / LOSE

Win or minimize losses Stereotypes Distorting differences Downgrading other solutions Polite / Impolite

CONSEQUENCES = WIN / LOSE

COLLABORATION : NONE
HIGH COST WINNERS : REALATIONSHIPS : FAT & HAPPY

NO CRITIQUE
LOSERS : LEAN AND MEAN IN-DEPTH CRITIQUE

ASSUMPTIONS = COLLABORATION

BEHAVIOUR = WIN / WIN

CONSEQUENCES = IMPROVED RESULTS

ASSUMPTIONS = COLLABORATION

Awareness of win / lose conditions

Identify (or create shared objectives Be less willing to compromise Develop new working relationship

Conflict is inevitable and agreement is

Impossible Power Struggle W/L(9,1) Outside Party W/L (5,5) Fate W/L (1,1) Stakes are High Medium Low Possible Problem Solving W/W (9,9) Compromise L/W (5,5) Peaceful Coexistence L/L (1,9)

Orientation
Win / Lose
Drive hard to win Two Valued orientation
Win / Lose

Win / Win
Multi Valued orientation Intention to solve Flexibility Intellectual Freedom Alternative Approaches Exercising statesmanship Mutual Respect Trust Solutions and resolutions

Either / or
Black / white Give / take Good / Bad Hero / Traitor Friend / Adversary

Suspicion

Facilitating Collaboration
1. 2. 3. 4. 5. 6. Problem solving based on facts Range of alternatives vs fixed positions Avoiding traitor threat through increased participation of members in problem solving Value clarification through norm setting conferences Dealing directly with tensions through inter-group design Replacement of symptom of inter-group pathology by inter-group cooperation

1 2 Low

9 High

Concern for Production

High

9 8

7
Concern for People 6 5

4
3 2 Low 1

The Managerial Grid

High
9 8 7 6 1,9 Country Club Management
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Team Management
Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationship of trust and respect

9,9

Concern for 5 People

4

Middle of the Road Management

Adequate organization performance is possible through balancing the necessity to get out work with miantaining morale of people at a satisfactory level.

5,5

3
2 1

Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

Authority-Compliance
Efficiency in operations results from arranging conditions of work In such a way that human elements Interfere to a minimum degree.

Low

1,1 1 2 3 4 5 6 7 8

9,1 9

Low

Concern for Production

High

Motivational Dimension
+

Motivational Dimension on the Grid

+
1,9
Desire to Please

+
9,9
Fear of Selfishness

Desire for Fulfillment Through Contribution

Fear of Rejection

5,5
Fear of Humiliation

+ Desire to Belong

+
1,1
Desire to Stay uninvolved

+
9,1

Desire to for control, mastery, & domination

Fear of Termination

Fear of Failure

Authority Compliance Management

Authority-Compliance
Efficiency in operations results from arranging conditions of work In such a way that human elements Interfere to a minimum degree.

9,1

9,1 Motivation

to for + Desire control, mastery,

9,1

& domination

Fear of Failure

Dealing with conflict

Boss thinks RED

Subordinate thinks YELLOW

Boss

Consequences

Conflict

Subordinate

9,1 Conflict Solving Boss

Conflict

Fighting

Subordinate

9,1 Conflict Solving

Boss

Suppression

Subordinate

Recognizing 9,1 behaviour

Overbearing
Ultimatums Intimidating Black / White

Impatient
Argumentative Rejects Feedback Interrogator

Sarcastic
No Rationale Cuts people off Stubborn Hard Driving

Intolerant
Fault Finding Suspicious Win / Lose Distrustful Punitive

Country Club Management

1,9
Country Club Management
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

1,9 Motivation
+ Desire to Please
1,9

Fear of Rejection

1,9 Conflict Solving

Boss

Yielding

Subordinate

Recognizing 1,9 behaviour

Love conquers all Warm togetherness Harmony Complementary Sympathetic Excessive Praise Over-solicitous Over Trusting Highlights the good Withholds negative Dislikes conflicts tells jokes Caves in Easily Hurt Sensitive Remorseful

Yielding
Overly Helpful

Dejected
Self-pity

Middle of the road Management

Middle of the Road Management

5,5
Adequate organization performance is possible through balancing the necessity to get out work with miantaining morale of people at a satisfactory level.

5,5 Motivation
+
5,5
Desire to Belong

Fear of Humiliation

5,5 Conflict Solving

Boss

Compromise

Subordinate

Recognizing 5,5 behaviour

Knows whats in Me too! Watches others Status conscious Good Member Team player Reasonable Majority viewpoint Accommodates Compromises Straddles the issue Uncertain Waffles Doesnt rock the boat Doesnt make waves Cautious

Middle ground
Tried and true

Avoids risks
Dont be a loner

Impoverished Management

Impoverished Management
Exertion of minimum effort to get required work done is appropriate to sustain organization membership.

1,1

1,1 Motivation

+
1,1

Desire to Stay uninvolved

Fear of Termination

1,1 Conflict Solving

Boss

Neutrality

Subordinate

Recognizing 1,1 behaviour

What I dont know wont hurt me Cant do Volunteers little Abdicates responsibility Robot Invisible Goes through the motions Discharges obligation

Delays action
Minimal follow-up Non committal Non contributor Message passer Mental Walk out

Little impact
Enough to get by Keeps out of trouble Innocent by stander Pleads ignorance Stays clear

9+9: Paternalistic Management

1,9
1,9

+ 9,1

9,1

9+9 Motivation
1,9 +
1,9 Desire for Veneration

+ 9,1 Fear of Repudiation

9,1

9+9 Conflict Solving

Boss

Boss-Think

Subordinate

Recognizing 9+9 behaviour

Missionary Zeal Blind Loyalty Graciously Demanding Patronizing Leads the flock Gives advice Carries the world Preachy Moralistic

Stunts growth
Resents challenge Issues warnings For your own good Disapproving Gilt-inducing Withholds rewards

Stern
Condescending

Judgmental
Disowns bad children

Opportunistic Management
1,9 9,9

9+9

5,5

1,1

9,1

Opportunistic Management Motivation

+
Fear of Exposure
1,9

9,9

Desire to be on top

9+9
5,5

1,1

9,1

Opportunist Conflict Solving

Ingratiation

With Boss

Opportunist Conflict Solving

Obligation

With Colleague

Opportunist Conflict Solving

Subjugation

With Subordinate

Recognizing Opportunist Behaviour

Self-serving Manipulative Bosss helper Out foxes Maneuvers position Creates obligations Schemer

Disarms opponents
Sows seeds of doubt Two-faced Rationalizes Cagey Double talk Half-truth Dishonest Conniving Sabotages others

One-upmanship
Pulls strength Street Smart

Team Management
9,9
Team Management
Work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationship of trust and respect

Team Management Motivation

+
9,9
Fear of Selfishness Desire for Fulfillment Through Contribution

Boss

9,9 Conflict Solving

Confrontation

Subordinates solution best

Boss

9,9 Conflict Solving

Confrontation

Bosss solution best

Boss

9,9 Conflict Solving

Confrontation

Synergy

Recognizing 9,9 Behaviour

Visionary leadership Management by principle Standards of excellence Inspires creativity Problem-solver Clear expectations Issues in the open Challenging goals Confrontation Thinks ahead Perspective Thorough Two-way Tests own thinking Cause and effect Whats right

Synergy
Candid

Open to reason
Avoids self-interest

Basic Dimensions in R2
Power / Authority
Morale / Cohesion Structure / Differentiation

Goals / Objective
Feedback / Critique

P/A

Closed

Open

N/S

Inhibiting

Enabling

M/C

Alienation

Team Spirit

S/D

Overlapping

Interdependence

G/O

Divergent

Shared

F/C

Isolated Opinion

An isolated opinion has no impact

An opinion which is different stands out

An opinion which is different stands out

An opinion which is different stands out

The Person with the different opinion yields to pressure by changing opinion

Rejection of Low Producer

10

10
5

10

10

Low Producer induced to conform

10

10

10

10

10

High Producer

15
10 10 10 10

High Producer conforms

10

10

10

10

10

10

How much ?

?
R3

How much ?

?
R1
1 2 3 4

R3

Time

R2

R1

R3

Time 1

R2
15
12

R1

10 10 8

R3

5
Time 1

R2
15
12

13
11 10 10 9

R1

10 10 8

R3

5
Time 1

7
2

R2
15
12

15
12 10 10 8

11 10 10 10 10 9
3

R1

10 10 8

R3

5
Time 1

5
2

R2
15
12

15
12 10 10 8

11 10 10 10 10 9
3 4

R1

10 10 8

10

R3

5
Time 1

5
2

New Member

R2
15
12 10 10 10 8 5
Time 1 New Member 2 3 4

10

10 10 10 10

10

10

R3

What Is Culture?
INDIVIDUAL Assumptions Attitudes Values Expectations ORGANIZATION Past Practices Traditions Rules Rituals

Teams
Habits Styles Practices

Organization Culture
Organization culture is reflected by the collective attitudes, values, and beliefs of the individuals and teams in the organization

Culture can be characterized by:

Indifference
Social & Friendly Status Quo

Produce or Perish Reward for Loyalty

Achievement & Excellence

Open / More Risk /

Innovation IDEAL

GAP

ACTUAL

Closed / No Risk

Change Strategies
Revolution

Evolution

Systematic Development

Systematic Development
Characteristics Top Led Line Managed Staff Supported

Managers learning Grid by team building and intergroup development

Motivational Strategies

Agreement on ideal corporate culture

Agreement on characteristics of current (actual) corporate culture

Using the steps of change to shift from actual to ideal

Organization Diagnosis or Readiness Assessment

Organization Diagnosis or Readiness Assessment Individual Development

Sales Grid Supervisory Grid Employee Grid Advanced Grid

Managerial Grid Team Building

Change by Design

Intergroup Strategic Model

Consolidation Implementation

Organization Diagnosis or Readiness Assessment Individual Development

Team Building

Team Building without Theory Based Training for Participation

No Teamwork Theory or skills Team Building Implementation Fade out

Theory Based Training for Participation

Teamwork Skills Team Building Effective Implementation

Diffusion Dilemmas of Development

Bottom Led

Development Efforts stops

Diffusion Dilemmas of Development

Middle Led

Development Efforts Does not Flow up

Diffusion Dilemmas of Development

Top Led

Development Efforts Flow Down

Organization Diagnosis or Readiness Assessment Individual Development

Team Building

Interface Conflict Solving

Application of intergroup Development

Management vs Union Production vs marketing head Quarter vs. Field Sales Force Line vs Staff Manufacturing vs. Quality Control

Development Steps
Develop ideal relationship Assess actual relationship Determine ways to bridge the gap

Organization Diagnosis or Readiness Assessment Individual Development

Team Building

Interface Conflict Solving

Designing the Ideal Model

High

What does organization performance mean?

Organization Performance Indicator

Low Past Present Time Future

High

What does organization performance mean?

Organization Performance Indicator

Low Past
Own Organization Competition

Present Time

Future

High

What does organization performance mean?

Organization Performance Indicator

Low Past
Own Organization Competition

Present Time

Future

High

What does organization performance mean?

Organization Performance Indicator

Low Past
Strategically Feasible Performance Own Organization Performance

Present Time

Future

Forces Compelling Action Towards Excellence

High ++ + + + ++ + + Ideal + Strategic+ + + Model + + +

Effectiveness

Low

- - - -

Existing

Situation

- -

Organization Diagnosis or Readiness Assessment Individual Development

Team Building

Interface Conflict Solving Implementing the Ideal Model Designing the Ideal Model

Organization Diagnosis or Readiness Assessment Individual Development

Consolidating the Ideal Model Team Building

Interface Conflict Solving Implementing the Ideal Model Designing the Ideal Model

Criteria for evaluating Effectiveness

Productivity Creativity Satisfaction Health

Effectiveness
Grid Style
Productivity Creativity Satisfaction Health Other Services

9,9 9+9 9,1 5,5 1,9 1,1

+ + + 0 -

+ 0 -

+ 0 0 0 -

+ +/-

+ 0 0 -

Error Rate
Routine Flying United Airlines
8 7 6 5 4 3 2 1 0 0 1 2 3 Pre CRM Training Post CRM Training

Principles of effective management

Underlying the 9,9 approach
1. Fulfillment through contribution
2. Open communication 3. Conflict solved through confrontation

4. Responsibility for ones own actions

5. Shared participation in problem solving and decision making

6. Management by objectives
7. Reward for merit 8. Critique is used to learn from experience

9,9 Grid Style

Fundamental to Effectiveness
In terms of Blake & Mouton managerial grid, high achievers showed high task and relationship orientation the classic 9,9 position. high achievers were seen by their subordinates to be considerably more participative than low achievers.

Source: High Fliers by Cox and Cooper. A study of 45 successful managing directors in the UK. 1988.

Quality Management
Role of Grid OD
One noteworthy effort that we embarked on was a corporate wide quality process. this has been very successful although we still have much to do. I do not think this effort would have been nearly as successful without the changes in our culture that came about as a result of the Grid.

Michael Simpson Chairman of the Board Castle Metals Franklin Park, Illinois