Welcome to your SDI & Team Building Workshop.

1. Welcome to your SDI & Team Building Workshop. • We will be starting shortly, so grab a coffee, relax and talk to someone who looks interesting! • Spirax-Sarco Ltd • Did you bring your open minds learn easily.

2. This is adult learning. To maximise your day: • Be comfortable • Take a break when you need to • Pay attention when you want to • Take what is useful to you • Audience participation is required • Be curious – questions help learning • It is your programme – let me know if the pace needs to change.

3. Why are we here? • Increase self & peer awareness • Build stronger relationships with team members • Develop knowledge & understanding to develop stronger relationships outside of the team. • Develop knowledge & understanding of keys to developing high performance • Identify and reduce conflict • Identify areas for change and consider personal and team action points.

4. Keep what you see to yourself.

5. Now that you know it is there, can you not see it?

6. Treat others how you would like to be treated. • Treat others how they would like to be treated for everyone’s benefit.

7. Key Relationships

8. Relationship Awareness Theory Elias H. Porter, Ph.D. 1914-1987

9. PREMISE 1 We all do what we do because we want to feel good about ourselves. “Behaviour is driven by motivation”

10. PREMISE 2 We tend to take two different approaches to life: 1. when we feel that things are going well. 2. when we feel that we are faced with opposition or conflict. “Motivation changes in conflict”

11. PREMISE 3 A “personal weakness” is no more or no less than the overdoing or misapplying of a personal strength. “Overdone Strengths”

12. PREMISE 4 We naturally tend to perceive the behaviours of others through our own Motivational Value System.™ (MVS) “Personal filters influence perception”

13. The Motivational Value System The basis for which a person expects to feel valued:- By self By others In all life situations

14. Behaviour (External) Motivation (Internal) Intentions Motivation Intentions Behaviour Motivation, Intention and Behaviour Your self-perception is based on… Their perception of you is based on… what you are trying to do! what they are seeing you do!

15. BEHAVIOUR Motivation Vs. Behaviour Priorities Values Beliefs Motivational Value System

16. BEHAVIOUR Motivation Vs. Behaviour Priorities Values Beliefs Motivational Value System

17. Open your booklet and write your name on page 3. • Answer the statements honestly – as you are. • Distribute 10 points • 0 doesn’t mean never, it means less than 1 in 10 • Complete page 4 and page 5 in turn • Add the numbers in each column together • Check these add up to 100 • Go no further than page 5!5 Complete the SDI

19. Altruistic-Nurturing - BLUE VALUED RELATING STYLE (how they do it) • Being open and responsive to the needs of others • Seeking ways to bring help to others • Trying to make life easier for others • Trying to avoid being a burden to others • Ensuring others reach their potential • Ensuring others are valued • Defending the rights of others Concern for the Protection, Growth and Welfare of Others

20. Assertive-Directing - RED VALUED RELATING STYLE • Competing for authority, responsibility and positions of leadership • Exercising persuasion • Being alert to opportunity • Claiming the right to earned rewards • Accepting challenges • Accepting risk-taking as necessary and desirable • Demonstrating competitiveness Concern for Task Accomplishment, the Organisation of People, Time, Money and Any Other Resources to Achieve Desired Results

21. Analytical-Autonomising - GREEN VALUED RELATING STYLE • Being objective • Being right • Being principled • Being in control of emotions • Being practical • Being cautious and thorough • Being fair • Being resolute • Being serious • Being their own “judge and jury” • Being their “own person” • Thinking things through before acting Concern for Assurance That Things Have Been Properly Thought Out, Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence

22. FLEXIBLE–COHERING - HUB VALUED RELATING STYLE • Being curious about what others think and feel, open minded and willing to adapt • Experiments with different ways of acting • Proud to be a “member” • Likes to know a lot of people • Likes to be known by a lot of people • Likes to be known as flexible Concern for Flexibility, the Welfare of the Group the Members of the Group and Belonging to the Group

23. Assertive–Nurturing - RED-BLUE VALUED RELATING STYLE • Actively seeking opportunities to help others • Persuading others to ensure maximum growth and development of others • Being open to proposals for creating welfare and security for others • Creating enthusiasm and support in tackling obstacles to success Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Direction

24. Judicious–Competing - RED-GREEN VALUED RELATING STYLE • Providing rational direction that can assess risks and opportunities • Being decisive and proactive when all the facts are in place • Challenging opposition through thoughtful process and strategy Concern for Intelligent Assertiveness, Justice, Providing Direction, Order, and Fairness in Competition

25. Cautious–Supporting - BLUE-GREEN VALUED RELATING STYLE • Building effective processes and resources to protect or enhance welfare of others • Offering assistance for greater self-sufficiency and independence • Supporting activities that lead to growth • Fighting for principles that are fair Concern for Affirming and Developing Self-Sufficiency in Self and Others, Thoughtful Helpfulness with Regard for Justice

26. Charting Template Jack Peter Peter 15 70 15 70 15 15 Fran Chris 15 15 70 32 33 35 Jack Chris Fran

27. The HIGHER the total in any range, the more FREQUENTLY one is motivated by the prioritiesin that range. Frequency is not quality Quality of Behaviour is dependent on the individual

28. E. Z. Arrow 50 26 24

29. Exercise: Make my Day! In MVS Groups

30. Dynamic Triangle What are our strengths? What are our blind sides? How could we improve the working effectiveness of our group? What would a new group member see on their first day with this group? What could you have predicted? What was a surprise?

31. Exercise In your MVS Groups, prepare a 2 minute sales pitch, using cross MVS language, behaviour and styles to sell your selected item to the other MVS’s.

32. “A person’s sense of self worth is enhanced when their feedback is consistent with their value system.”

33. What is conflict? Conflict is a reaction to a perceived threat to self-worth. People are willing to go into conflict about things that are important to them. (conflict triggers) When we see conflict in other people, we can discover what is important to them.

34. The Conflict Style. A way of behaving which is used:- • To defend the Motivational Value Systems and • Results in a return to the Valued Relating Style.

35. Conflict Style

36. Jack Peter Peter 15 70 15 70 15 15 10 10 80 40 30 30 Fran Chris 15 15 70 32 33 35 10 20 70 25 50 25 Jack Chris Fran

37. ( ) Conflict Sequence 20 18 62 B G R 36

38. The Conflict Sequence

39. ( ) Conflict Sequence 20 18 62 B G R 36

40. Internal Experience in Conflict

41. Observable Behaviour in Conflict

42. E. Z. Arrow 50 26 24 10 60 30

43. Exercise In your MVS Groups: What puts you into conflict? In your first stage conflict groups: What we do....Most productive response you can give us...Non-productive responses.... In small groups: Conflict is productive when... Individually: Actions I can take to get out of my first stage conflict