Common Points of Tension/ Managing Negative Limits Flashcards
Cognitive Scale
5 - Innovator – “Your idea is wrong… impractical… unnecessary”
4 - Strategist – “That isn’t how it works / You need to get real here”
3 - Planner – “We don’t need to discuss it”
2 - Organizer – “We can’t do it like that”
1 - Refiner – “You did it wrong”
Relational Scale
5 - Nurturer – “You care too much about people”
4 - Empathizer – “You take on too much responsibility for a group’s positive energy”
3 - Negotiator – “You don’t understand me”
2 - Verbalizer – “You are insensitive”
1 - Observer – “You don’t care enough about people”
Goal Achievement Scale
5 - Director – “When people do not respond to taking direction”
4 - Determined – “You are too harsh, overly demanding”
3 - Manager – “You lack persistence and are preferential with goals”
2 - Responsive – “You are trying to get everyone to ‘buy in’ too much”
1 - Ready – “You need to take more of a lead here”
Detail Scale
5 - Controller – “You are a control freak” / “You are over-controlling”
4 - Driver – “You are overly analytic… analyze information to death”
3 - Juggler – “Your contribution (or management) is inconsistent”
2 - Recruiter – “You don’t finish things / You don’t produce excellence”
1 - Delegator – “Your work is sloppy and/or messy”
Managing Negative Potentials Cognitive
5 - Innovator – Support, value, recognize and/or accept ideas that are incomplete, imperfect, or not generated by you.
4 - Strategist – Ask questions without them sounding like an attack on ideas and presenting objections in a way that is not an obstruction to progress.
3 - Planner – Communicate about trade-offs without sounding like complaining or whining, or with an ‘overwhelmed’ attitude or tone.
2 - Organizer – Present plans of action without them appearing to be inflexible; don’t come across as dogmatic, rejecting “best practice” categorizations and preferring the more exclusive “right way”.
1- Refiner – Verbally and demonstratively communicate questions, corrections, and improvements without a critical, flippant, or passive tone.
Managing Negative Potentials Relational
5 - Nurturer – Don’t avoid or shut down interactions when there is negativity involved – it’s ok to “clear the air” publicly.
4 - Empathizer – Don’t allow the emotional needs of others to take so much precedence over yours that you don’t share your feelings.
3 - Negotiator – Don’t insist on creating “emotional balance” in interpersonal exchanges; be aware of tendency to become “moody”.
2 – Verbalizer – Don’t contribute to disharmony or destroy positive morale by driving for authenticity in emotional presentation.
1 - Observer – Don’t withdraw – aware that could allow distressed people to create morale problems – seek a “rational perspective” for the sake of corporate responsibility.
Managing Negative Potentials Goal Achievement
5 - Director – Submit to the chain of command even when you don’t have the authority to choose the priorities or the tasks associated with your work.
4 - Determined – Lead and direct with the clarity you have, even when organizational authority and/or scope of impact is ambiguous.
3 - Manager – Regulate activity around priorities without reserving resources or critical decision making authority through territorialism.
2 - Responsive – It’s ok to be directive with others, especially when authority has been given or your expertise could be an asset in the situation.
1 - Ready – Request clarity regarding an objective, authority or direction when it has not been specifically given for a task.
Managing Your Negative Potential Detail
5- Controller – Delegate, without extremes, and don’t create complexity where it is not necessary.
4 - Driver – A preference to delegate to “professionals” only will limit versatility in those around you; you may tend to “micro-manage” projects or people, so don’t.
3 - Juggler – Be aware that you can create “controls” on the task process and get trapped in them, seeing them as “real” or “core” to the activity.
2- Recruiter – Emphasize expediency and excellence (don’t compromise the integrity of the project, potentially producing a corporate liability).
1 - Delegator – Don’t create over-simplification where a more detailed process should be allowed, and follow through!
