Chapter 6 - Stakeholder conversations Flashcards
Leary-Joyce and Lines (2008) - six lenses of board dynamics
- The individual director
- The inter-personal director relationships
- The board team relationships
- The board team tasks
- The board’s stakeholder interfaces
- The board’s wider systemic context
Life roles: Work-life balance conflicts
- TIME CONFLICT – for example spending long hours at work might conflict with the role of a parent
- STRAIN CONFLICT – stress from another role, for example marital problems might leak into work
- VALUES CONFLICT – one’s personal values might conflict with that one is expected to do as a director.
Maister et al. - four characteristics that contribute to trust
- Credibility – what you say and how much others believe you
- Reliability – how dependable you are
- Intimacy – how safe people feel sharing things with you
- Self-orientation – the more the other person perceives your self-interest in the interaction, the less they will trust you.
Eric Berne (intimacy) - different levels of conversation
- Ritual and cliché – where we go through the motions, for example “How are you?”
- Facts and information – characterised by following a standard agenda, and which forms the majority of business transactions
- Values and beliefs – the more information we are able to share with others the greater the risk, but also the possibility of greater trust. This is especially true of the next level.
- Emotions and feelings – the leaders who are able to share these effectively generate the most trust
Tuckman’s stages of group development
FORMING: the individuals are thrown together and enter a process of establishing rules, tasks and methods. Goals are unclear and members unknown to each other.
STORMING: is characterised by intra-group conflict as leaders are established, goals set and personalities and emotions resolved.
NORMING: a period of settling down in which the norms and rules have been established around what everyone is doing and how.
PERFORMING: group performs at the highest level of efficiency.
Adjourning: a stage of confusion, sadness and anxiety as a group breaks up. The formation of a new group will require a return to the forming stage.
Five Dysfunctions of a Team developed by Lencioni (2002)
- ABSENCE OF TRUST - unwilling to be vulnerable within the group. Role of the leader: go first by admitting your mistakes and weaknesses.
- FEAR OF CONFLICT - seeking artificial harmony over constructive passionate debate. Role of the leader: mine for conflict by keeping an eye out for potential conflicts and address these early
- LACK OF COMMITMENT - pretending to buy-in to group decisions creates ambiguity throughout the team Role of the leader: force clarity and closure
- AVOIDANCE OF ACCOUNTABILITY - ducking the responsibility to challenge peers on counter-productive behaviour which sets low standards, Role of the leader: confront difficult issues
- INATTENTION TO RESULTS - focusing on personal success, status and ego before team success. Role of the leader: focus on collective outcomes
David Kantor: four ways of relating within a group context that must exist for that group to be in what he called productive ‘dialogue’
- THE MOVER-provides direction, discipline, commitment, perfection and clarity.
- THE FOLLOWER-provides completion.
- THE OPPOSER who provides correction.
- THE BYSTANDER who provides perspective.
3 main sources of team conflicts
- RELATIONSHIP CONFLICT, which involves personal issues such as dislike among group members and feelings like annoyance, frustration, and irritation.
- TASK CONFLICT, which is related to differences of opinion on how the team should go about the task; it does not have the negative feelings that can accompany relationship conflict.
- PROCESS CONFLICT, which is more about using resources, such as who has responsibility for which deliverable.
Team tasks: 4 P’s
- purpose (mission and values),
- picture (vision),
- plan (strategy, objectives and targets, systems and processes, charter, etc.)
- parts (roles and responsibilities).
