Themes:

-Building effective teams
-Work allocation based on work preferences
-Understanding and adapting to others social styles
-Understanding and adapting to others work preferences
-Meeting people half-way to build understanding and rapport

Issues:

-Broken relationships due to misunderstandings of style
-Building trusting relationships
-Learning to adjust personal style to create understanding
-Unbalanced teams attempting to get work done effectively

Concepts:

Conversation
Social systems
Social styles
Work preferences
Learning
Relationships
Rapport
Listening
Understanding
Empathy
Unspoken communication

Skills:

1. Define how to build rapport with others who have different styles
2. Build teams that will be able to effectively do the work envisioned
3. Recognize other's social styles and know how to adapt
4. Recognize other's work preferences and know how to adapt
5. Coach team members on how to recognize other's social styles and work preferences
6. Teach others how to adjust to other's social styles and work preferences

Materials

Time

Process

 
Flipchart:

Markers

Segment time:
15 minutes

Running time:
15 minutes

Introduction

Introduce the outcomes expected from self-study learning assignments five and six. Have outcomes pre-written on flipchart. Tape outcomes on wall for rest of session after they are introduced.

Discuss objectives for today's session. Ask for managers objectives for today's session. Have objectives pre-written on flipchart. Capture manager objectives on flipchart as well and post both on wall for the rest of the session.

Flipchart

Markers

Masking tape

Segment time:
1 hour 40 minutes

Running time:
1 hour 55 minutes

Note to trainer: Review the jig saw strategy if needed before proceeding.

Purpose of this exercise is to have managers teach each other about social styles. 

• Have the group separate into the categories defined below based on how they tested in the MBTI online test. These will be the matching pair in the middle. Have signs up on the wall for each of the following categories.

Those categories are:

1. NF
2. NT
3. ST
4. SF

• Have a copy of each social style description printed out for reference.
• Each group is going to meet separately and discuss what it means to be a member of that group. Capture specific extroversion and introversion characteristics which we will talk about first.
• How does being an introvert or extrovert change how you relate given your other characteristics are the same?
• What is positive and what is challenging about membership in the group?
• How do you relate? 
• How do others relate to you?

These conversations are to last for 20 minutes.

• When the conversations are done, each group will train the rest of the group about themselves.
• The rest of the group will ask questions and explore stereotypes and reality and reflect on their own experiences. 

Each presentation is to last 10 minutes.

• Capture key ideas that arise during the conversations on a flipchart and post after the exercise. 

Segment time:
15 minutes

Running time:
2 hours 10 minutes

During the break, assess where you are in respect to the schedule. 

• If the group is interactive and responsive and the session is running over, complete the exercise and then break.
• Negotiate a shorter break if possible. 
• If  the group is reserved and you end early, take the break when finished and then continue with the next exercise after the break. 

Flipchart

Markers

Masking tape

Segment time:
50 minutes

Running time:
3 hours

Note to trainer: Review four corners strategy if needed before proceeding.

The purpose of this exercise is to provide a forum for managers to talk about their topic of interest and then share their learning with the rest of the managers.

• Have managers select and group at one question from the four posted questions.
• Questions will be used to frame the conversation that follows.

1. How do we apply our understanding of linking skills to improve how we work together? How are our relationships effected?
2. How does the makeup of a team based on work preferences impact the teams ability to get the work done? Improve the work or diminish the work?
3. Why do your perceptions of your styles conform to or differ from how others perceive you? What is the impact on your relationships?
4. In what ways are social styles and work preferences similar or different? Provide examples of both.

• Managers invest 25 minutes talking with each other about question that they have selected.
• Managers present to the group what they learned and their insights for 5 minutes. 
• There are a few extra minutes if someone goes over a bit.

Flipchart

Markers

Masking tape

Segment time:
45 minutes

Running time:
3 hours 45 minutes

Note to trainer: Review conversation as a strategy if needed before proceeding.

The purpose of this exercise is to generate sharing, understanding, and critical thinking based on what we have learned during the prior exercises. 

• Open conversation in circle with a story about either social styles or work preferences that paints a picture of what we have been talking about..
• Use the talking stick and go around the circle and let each person share a story, express an insight, reflect on what they have learned, or simply share what they have experienced today.
• Then open up the conversation to the group about  similarities and differences between the experiences.

Note to trainer: Review questioning stratages to explore a variety of questions other than those below before proceeding.

Ask:

1. What is similar?
2. What is different?
3. What stands out?
4. What impact on our ability to deliver value does this have?

Capture thoughts on flipchart. 

Flipchart

Markers

Masking tape

Segment time:
15 minutes

Running time:
4 hours

• Review objectives and outcomes and see if they were fulfilled. 
• Talk about assignments for next two weeks and go over expectations. 
• Direct to notices for updates, assignments, discussion for online conversation, and feedback.
• Questions?