Week 5: Changing behavior– Motivation & coaching

1. Week 5: Changing behavior– Motivation & coaching • Housekeeping • Questions on papers? • News • Theories • Expectancy theory • Ob-Mod • Coaching • Team Task

2. Treatment considerations based on expectancy theory & amenability Then…you get Motivation Expectancy Instrumentality Valence Rational + + Belief that effort expended will improve performance & get a better reward The outcome or reward is valued or desirable Belief-expectancy that s/he has the capacity to do it Low self esteem Negative self concept Low self efficacy External locus of control Previous failure • Treatment Strategies • high structure • consistency • uniformity • explicitness • immediate consequences • positive reinforcement • feedback & shaping • reflective learning • positive role modeling & vicarious • experiences • positive self appraisal & persistence • choices • reward effort & persistence • reasonable goal setting • identify intrinsic interests in tasks • learn resiliency • increase constructive self attribution • mastery experiences • verbal persuasion • reduced arousal (relaxation & • reframing) • Reward Structure • initially immediate & continual • toward variable ratio • current preferences • small wins • public recognition No previous experience (no opportunity, no role model, impoverished environment) Limited capacity (unable to plan, integrate learning, transfer or generalize learning, inattention, etc.) Victor Vroom, Expectancy Theory

3. This relatively simple and straight forward approach has been used in a variety of organizations with varying rates of success. For example, B.F. Goodrich has used OB-Mod to increase productivity by more than 300%, and Weyerhauser increased productivity in three different groups by 8%. However, a program initiated by Standard Oil of Ohio was discontinued due to failure to meet objectives, and A Michigan Bell program was considered only modestly successful.

4. Behavioral Coaching • Employees rated their manager’s ability to effectively deal with individuals whose behavior undermined teamwork LAST among 92 elements of effective leadership • People account for 20% of the problems, systems account for the rest– determine which it is • Training increased productivity by 28% while coaching increase it by 88% (Olivero, Bane, & Kopiernan, 1997) • About 60% of Fortune 500 companies offer coaching or other developmental counseling to managers & executives; 20% plan to offer it

5. Top reasons for offering coaching: • sharpening the leadership skills of high-potential individuals (86%) • correcting management behavior problems such as poor communication skills, failure to develop subordinates, or indecisiveness (72%) • ensuring the success, or decreasing the failure rate, of newly promoted managers (64%) • correcting employee relations problems such as poor interpersonal skills, disorganization, demeaning or arrogant behavior (59%) • providing the required management and leadership skills to technically oriented employees (58%).

6. Coaching may not be appropriate when: • The person you’re coaching is not committed and willing to make efforts toward the change • The person has been written off by the company and will get rid of them regardless • The personal lacks the ability, capacity, or intelligence to do the job • The person has the wrong mission, values, direction • The person commits ethical or integrity violations

7. Steps in Coaching for Performance • Information-- Obtain accurate and multiple sources of information on the performance problem • Feasibility-- Determine whether the coaching intervention is feasible & desirable • Investment-- Involve the person in identifying desired attributes for a person in his/her role (consider multiple feedback sources) • Feedback-- Involve the person in determining who can provide meaningful feedback (direct reports, suppliers, peers, customers, supervisors, etc.) • Collect feedback-- written anonymous survey collated and given to the person • Analyze results– discuss the feedback, identify strengths, identify 1-2 areas for improvement of most relevance to the business • Action plan– develop specific alternatives, plan when and how to specifically apply behaviors • Respond to stakeholders– have the person respond to concerned stakeholders and get further suggestions on how to improve. Keep it simple, positive, and focused. Suggest they listen and not judge the suggestions • Follow-up– develop an ongoing process for updating information and checking progress. In 6-months do a brief survey with stakeholders on progress • Review– examine the results and start again for refinements and new goals over the next 12-18 months

8. Criteria for useful feedback • Descriptive rather than evaluative • Specific behavior • Considers the needs of the giver and receiver • Directed toward changeable behavior • Solicited rather than imposed • Timing & readiness • Manageable amount • Checked to insure clarity • Validated by other sources

10. Team Task • Form three teams. • Each team selects one of the following methods: Expectancy model, OB-Mod, and Coaching • Define a clear case to which the model can be applied, then explore how well it seems to work • Group discussion: • In what kind of situation it is approach most likely to work? • What are strengths and weaknesses of the approach? • What would managers need in order to successfully apply it?