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HomeMy WebLinkAbout2003 03-03 CCP Planning Session with Facilitator 0 COMPANY CITY OF BROOKLYN CENTER, MINNESOTA CITY COUNCIL LEADERSHIP TEAM- BUILDING WORKSHOP March 3, 2003 3:00 9:00 p.m. ©Neu and Company and the Center for the Future of Local GovernanceTm, 2003 CITY OF BROOKLYN E TER MINNESOTA C N ,MIN ESO A CITY COUNCIL LEADERSHIP TEAM- BUILDING WORKSHOP March 3 2003 3:00 9:00 p.m. 1. Objectives: Upon completion of this worksho p participants the artici ants will have: a. reviewed the strategic leadership governance process used by the City and the habits of highly effective councils and council -staff teams. b. identified the major issues and challenges facing the City and their potential impact in achieving he council's adopted goals for 2003. C. clarified the respective roles, and desired working relationships among, the mayor, council and council members and between council and the city manager and department heads within the Brooklyn Center council -staff partnerships. d. assessed their personal strengths and approaches in relating to others within council and the council -staff partnership under two conditions: when everything is going well and when conflict arises between individuals and groups (Strength Deployment Inventory). e. discussed other issues raised by the participants pertaining to how this council is "going to conduct its business and function" in addressing the challenges facing the city and with the city's professional staff. f. identified topics to be addressed in the August 23 workshop. 2. Agenda 3:00 p.m. Welcome and Introductions Review of objectives and agenda Participation of city manager in this workshop. 3:20 .m. The strategic v p egic go ernance leadership process and habits of highly effective councils and council -staff partnerships. 3:50 p.m. Major issues and challenges facing this council and its goals including strategies for dealing with these issues and challenges. 1 4:45 p.m. Clarifying the roles and working relationships within council and between council and staff. 6:00 p.m. Personal strengths and approaches in relating to others (Working (Strength Deployment Inventory) Dinner) 7:30 p.m. Issues raised by participants. 8:15 p.m. Summary of ideas and conclusions developed by the participants. 8:45 p.m. Topics to be addressed during the August 23rd workshop. 9:00 P.M. Conclusion 2 Thinking about and creating the 1 1 T FL TL RE 3 OPENING REFERENCE POINTS (Recalibrating Our Thinking) CHALLENGE: What will take us, our succeeding generations, and our communities responsibly and successfully into the future (the next threshold in the 21 st Century CHANGE: The rate of change is not going to slow; if anything, it probably will speed up for the next several decades if not for the remainder of human existence. LEADERSHIP: Leadership is the means for making successful change occur; it is the "force" that puts quality into the future, vision into our lives, and purpose into our actions. Without quality, vision and purpose, people forsake the destiny that could have been and succumb to fate and, in the words of Henry Thoreau, lives of quiet despair regenerated only through crisis. LOCAL GOVERNMENT IN THE 21ST CENTURY: MEETING THE CHANGE FRONTIERS' A large number of potential change forces indicate that significant differences will occur in how local government will operate as it enters the 21st Century. These changes will affect the entire process of governance, the role and working relationships of elected officials and their professional staffs and the constituencies they both serve, the nature of issues they must address, and the degree of accountability and authority they will have to address these issues. Probably the most important change frontier will be the mindsets that elected and public officials bring to their offices in the 21st Century. Change mastery and leadership effectiveness in the 21st Century will require that all leaders put the needs of the future over the demands of the present as the basis for human understanding and effective action. The best way to achieve this is to anticipate changes and to be vision driven in the leadership one brings to their respective local government institutions. 4 LEADERSHIP PERFORMING ART We do know that leadership s all about making g things happen that might not otherwise happen and preventing things from happening that ordinarily might happen. It is the process of getting people to work together to achieve common goals and aspirations. Leadership is a process that helps people transform intentions into positive action P p vision into reality." Thomas A. Cronin The Christian Science Monitor February 16, 1990 "As local officials, we are caretaker of our communities' public life. Not only can we improve local government, but we can also improve local governance, strengthening the capacity of our communities to solve problems and build a brighter future. NLC Conference Brochure �I 1 s I� i The Prerequisites of P q Peak Leadership Performance The major new reality in governance and performance of organizations is whether or not we as individuals and as a team demonstrate an understanding of and an ability to apply the fundamental prerequisites of peak performance in leadership. A Time of Assessment and Learning I Do we have a clear mission statement? 2. What is our vision for the organization and its future? 3. What are the emerging trends and issues affecting the future? 4. Have we consciously pchosen a leadership perspective and commitment. p 5. Do we have goals, strategies, and action plans to manage issues effectively? 6. Have we defined roles and relationships for performance? 7. Do we have sufficient momentum and commitment to achieve inspired performance and leadership /management excellence? 8. Do we demonstrate a sense of stewardship that clearly accepts accountability for the future and our performance? Seven Essentials For Your Success In the 21" Century An effective governance team A strong board executive partnership 0 Mental and organizational g onal agility 0 Communications A sense of adventure and stewardship 0 Extraordinary rformance from ordinary people rY p rY p ple Tenacity 6 The Governing Body (a force for excellence and leadership) What do we see our role to be within the community? What do w we for what is our set of guiding principles and values? r What is our vision for the future what are we trying to achieve? How do we choose to achieve that vision what are our strategies? What specific ends ds or goals must we pursue to attain the vision? What are our linkage and relationships to others? Given the organization we intend to be, what are the appropriate structures, systems, people and values for this intent? How do they differ from what we are presently? What must we do to move from "here" to "where" we want to be? i i 1 7 A Better Way to Govern "Management of our cities and counties have improved greatly! But, what about 1 governance The internationally recognized local government leader who asked this question at a recent conference observed further that most governing bodies, regardless of the good intentions of each member, routinely just continue to perform out of tradition in the same ways governing bodies have for decades; same room /seating arrangements, same procedures, same mindsets, same board/council -staff interaction protocols, same methods for citizen input, same decision making techniques, same focus on the "here and now" agendas evident at typical board /council meetings, same focus on immediate issues brought to board/council members' attention. Some governing bodies, however, actively are seeking and practicing better ways to govern. Great "world-class" s governing bodies, and each of their members, focus on three pathways to extraordinary performance as governing bodies: perspective, process, and performance results. Perspective. World -Class boards see themselves existing to: think about and plan for the future for their cities /counties, establish vision and strategic priorities, define ENDS/RESULTS to be achieved, ensure /empower management and employee performance to produce those results sustain relationships with citizens that instill confidence in the board's /council's trusteeship /leadership, demonstrate a sense of stewardship for the city's /county's future and provide the leadership to ensure that actions taken today will produce the future desired for tomorrow. Process. Governance is more than individuals having the courage, traits, and desire to lead. Governance emerges in every community through engaging in processes that enable the governing body to function as a group (team) in providing the leadership required to make a better community for tomorrow (focusing on the future) and today (outstanding operational city and county performance). 8 Performance Results. RESULTS which truly produce citizen satisfaction and position the city /county for continuous performance excellence, a better future, and a more business -like manner for dealing with the challenges it faces. There are established role model governance and performance processes reflecting the learning and experience of numerous extraordinary organizations and cities /counties. One example: The Carver Policy Governance model. Three other role models are: The Baldrige National Quality Process, the Florida Sterling Quality Process, and the Community Values -Based Governance Model. All are pathways to a better way to govern and wholly new levels ofperformance excellence in. governance that match the levels of management excellence enjoyed currently in our cities /counties. 1 9 1 I A BETTER WAY TO GOVERN 3 p athways to extraord�nar y perf o rmance 1 Pe Process 1 4 Perf ormance Resu ts t� 10 RSPECTIVE Plan for future 1 Establish vision &strategies 1 Define ENDS /RESULTS Empower performance Sustain relationships instill confidence Demonstrate stewardship 1 PROCESS Team work 1 Focus on future 1 i Focus on ENDS rather than MEANS 1 1 Businessmlike approaches 1 1 i r I" 1 PERFORMANCE RESULTS Citizen Satisfaction Performance Excellence I 1 Q uality of Results 1 I� i I 1 13 1 New "Community" Modes* Virtual communities Decentralization Joint Venturing HIERARCHY OF COMMUNITY Webbing GOVERNANCE Level 6 Perspective, Relationships, and Leadership Capacity Level (Passage) 5: Leadership Drive for: full attainment of community and its potential and Characteristics: vision, consensus, synergy, mutual sharing of "Community" �Leve responsibility, power sharing, partnering /collaborating between council and citizens a well -led city). 5 Level (Passage) 4: Transformation Drive for: vision, achievement, good leadership, sound and Level decision/policy- making tools. Emergence of Characteristics: strong vision, good plans and goals with the Leadership 4 focus on community values, results, and teamwork. Level (Passage) 3: Strategic Level Drive for: long -term focus, high quality performance, strategic Perspective plan and goals 3 Characteristics: good performance plans, detailed goals; good staff organization (well- managed city) and performance measurement Level (Passage) 2: Tactical Level Drive for: defined and well- managed services; response to Perspective identified, immediate needs, multi -year budgeting 2 Characteristics: approved and acceptance from public, citizen c satisfaction with services -d 0 0 Level (Passage) 2: Service Level Focus: basic services -safety needs and Characteristics: survival (a responsive reaction without vision Reaction 1 or goals) "We are poised to transform ourselves into something perhaps quite different from what we imagine." Robert Kaplan Was Democracv Just a Moment? 14 1antic Monthlv: December, 1997 City Governance The 7% Solution for the future Governance: Administration: Leadership Services Policy Direction Programs Etc. Etc. 24 -48 Meetings Staff (3%2 hours each) Volunteer "work" as a Council (As an organization) 168± Hours f 2400 Hours How the Council operates How the Council Manager -Staff Team operates Positioning the City /community for the Future 15 CITY GOVERNANCE Environment Key Challenges and Relationships 2 5 Strategic Planning Human Resources 0: Developing strategic People potential objectives Addressing challenges Action plans Performance Leadership Critical 7 Role of Leaders "Success" Results Vision Link Goals (Outcomes) (The (Results Outcomes in key Priorities Leadership Triad) "Success" areas Performance Assessment Triad) Perfonnace Leadership Effectiveness (Benchmarks) �1 3 6 Customer/Communit Process Management Focus Customer /community Key processes critical to expectations achieving results requirements Relationships Customer satisfaction 4 Information and Analysis Bases for "Fact- Based" Decision Making Acquisition and use of information Infonnation and performance management systems Availability of information 16 Strategic A COMMUNITY Vision POLICY PLANNING MODEL Plan (Modified) Feedback Adjustment I Evaluation/ Comments Citizen Feedback Workshop for Plan "Adjustments" Long -Range Annual "retreat" y Goals or "advance" Priorities Evaluation of Internal Performance A Objectives: City Manager Performance Annualized Goals and Evaluation Performance Process Targets Ratification 1 Strategies Resource Adoption t. Allocation, r of budget(s) Budget Policv Tools for Comprehensive Plan Decision Making Capital Improvement Plan Long -Term Financial Plans Develop /Redev. Plans Master Plans: Programs /Services 17 10 HABITS OF HIGHLY- EFFECTIVE GO VERNING BODIES 1. Think act strategically. 2. Respect "shared constituency what do the people need? 3. Understand demonstrate 1 m e e ents of teams &teamwork. 4. Master small group decision making. 5. Have clearly defined roles relationships. 6. Honor the board -staff partnership. 7. Allocate governing body time energy appropriately. �I 8. Have clear rules s. rocedures for board meetings. g 9. Conduct systematic and valid assessments of policy implementation. 10. Personal learning!!! N1 -,a2©)q R: 12/2002 18 STRATEGIC DECISION MAKING Vision Key Goals Major Issues to be Addressed Strategies for Addressing Each Issue Criteria for Tactical Decisions Resource Allocations Performance Planning Monitoring /Evaluating Outcomes 19 r I I \\.Six Axioms for Governan Success i Much is written and spoken about how to be a "successful" council or board. The truth: six axioms, easy to articulate, difficult to practice. I The axioms are: 1. Issues confronting us require "big picture long range" i (strategic thinking). i 2. Time, for elected officials, is precious and limited. 3. The governing body -staff partnership functions best when it is vision driven and goal based. 4. Providing leadership, a governing body, requires speaking 9 p, 9 g Y� q p 9 with "one voice" brilliantly. 5. Strategic decision making is a disciplined process combined with a desire to lead well. 6. Citizens expect us to engage their passions not just provide outstanding public services. The latter they take as a given. Putting these six axioms into practice involves insights, skills and discipline; all of which are addressed in this article. I 20 Creating a Balanced Scorecard GOVERNANCE Step 1 Create a vision Step 2 Clarify mission Ste 3 Step Identify Strategic Focus Areas a.k.a. Critical Success Factors Step 4 Establish long -term goals i IMPLEMENTATION 21 A STRATEGIC LEADERSHIP AND GOAL SETTING PROCESS There are a number of approaches to conducting goal- setting sessions for a community. A particular approach, that has proven to be very popular, is designed to address the following key areas: 1. Definition of a STRATEGIC VISION for the community which serves as the ,basis for goal- setting and performance planning to be used by the governing body and the administrative staff. 2. Identification of major "CONSENSUS POINTS" held by a majority of the governing body relative to its vision for the future of the community. 3. Identification of STRATEGIC FOCUS AREAS which are the "destiny shapers" of the community. These focus items represent areas that must be addressed or managed by the governing body and the city's executive team if the community is to attain its vision for the future. 4. Defining specific OUTCOMES that the council wishes to achieve relative to each of the strategic focus areas. Once these specific outcomes have been defined, a careful identification needs to be made of all forces and factors working "for" and "against" attainment of these critical outcomes by the governing body, the city administration, and other leadership groups within the community that can contribute to the attainment of these specific outcomes. 5. Establishing specific PERFORMANCE GOALS that will lead to the attainment of the desired outcome and define eneral policies, leadership directions and g p p performance priorities. 6. Establishing REVENUE AND RESOURCE ALLOCATION POLICIES to ensure the continuous availability of the necessary resources to achieve specific performance goals established by the council. 7. Assigning, if appropriate, SPECIFIC RESPONSIBILITIES that must exist within the council, between council and administrative staff, within the administrative staff, and between the city and other significant leadership groups throughout the community if each of the goals is to be achieved. This also includes establishing a Performance Management and Evaluation Process by which the council defines and assesses City Manager Performance. 8. Establishing for each goal a set of annualized performance objections and supporting MANAGEMENT ACTION PLANS (MAPs) designed to ensure achievement of community -wide goals in a systematic manner that guides operating programs and priorities for the council and administrative staff. 22 9. Establishing a goal-management and MONITORING PROCESS which e g permits the governing body and administrative staff to have a comprehensive and coordinated view of all of its strategic, tactical, and operational efforts. 10. Identification of `BREAKTHROUGH LEADERSHIP TARGETS" which reflect significant issues that do not seem to lend themselves to traditional decision making practices and administrative procedures. These issues, frequently, are really ones that require extraordinary insight and commitment for their resolution As such, these issues require whole new levels of thinking and perspective which must be integrated back in to the goal- setting and MAPping process. 11. Conducting an initial assessment of the current uali and extent of q ty board- executive staff TEAMWORK essential for goal achievement. Frequently, a community will have an outstanding set of goals and supporting objectives. However, difficulties may arise in the implementation phases due to factors reflecting the level and quality of teamwork existing between groups that must work in a collaborative manner. 12. Establishing COMMUNICATIONS PROCESSES through which the critical issues, specific performance outcomes, goals, and MAPs are communicated throughout the community so that all leadership groups and citizens have a full appreciation for the direction the city is taking and the role they have in the achievement of its goals. R: April 30, 2002 23 ADAPTIVE WORK and LEADERSHIP CHALLENGES (Heifetz) s Technical -routine (Policies, programs, systems, operating procedures, etc.) Adaptive where new insights, mindsets, and behaviors are required Learnin and adaptation are absolutely g p Y essential for success) 24 ADAPTIVE LEARNING EXERCISE 1. My community /organization. 2. Adaptive challenges we face. 3. Specific adaptive learning that must occur for mastery of these challenges. 4. Strategies for achieving this adaptive learning /work. 25 CRITERIA FOR GOAL STATEMENTS 1. Goals are written statements of general leadership directions, policies, and priorities which serve to guide the council/board and staff decision- making and resource allocation processes. 2. Goals should be written from a perspective of three to five years. 3. Goals should be related to the council's/board's vision for the organization /community and produce a major impact on outcome(s) yielding future benefits and not dust reactions to crises. f 4. Goals should deal with factors that are "above and beyond" routine operation or service delivery. 5. There must be a reasonable probability of attainment. 6. Goals statements should be clear, focused, and precise. 7. Each goals statement should begin with an action word (verb) unless the focus is on critical outcomes that must be achieved. 26 VISION MISSION LEADERSHIP /OPERATING PHILOSOPHY KEY STRATEGIC ISSUES &CRITICAL OUTCOMES GOALS STRATEGIES REVENUE/RESOURCE POLICIES MANAGEMENT CITY MANAGER ACTION PERFORMANCE PLANS (MAPs) EVALUATION PROCESS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 (Annualized Operating Plans Budgets, Etc.) Feedback Evaluation Procedures TIME 27 t i The setting: Where we live COMMUNITY (Municipality) 81 1 I Mayors; Citizens Leadership Service Perform ce Managers Councils Administrators What Values do we share and hold dear? How are those values manifested in our Vision, Priorities, and Goals? (ENDS we wish to achieve) How does our local government performance provide the MEANS to the ENDS? i 28 RESO C.D. No. 2001 -136 RESOLUTION A RESOLUTION RATIFYING EIGHT CITY COUNCIL VALUE STATEMENTS, GOALS AND OBJECTIVES. WHEREAS, the City Council and staff initiated a process in 1990 to establish goals for the City; and WHEREAS, City Council ratified goals and objectives in 1991, 1992, 1992 and 1995; and a WHEREAS, City Council and senior staff teams have developed eight value statements, goals and objectives based on public input from a variety of forums; and WHEREAS, City Council has reviewed the eight value statements, goals and objectives and desires to ratify these to serve as the basis for developing the City budget and other priorities for the City. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF THORNTON, COLORADO,'AS FOLLOWS: That the Thornton City Council hereby ratifies the attached Thornton City Value Statements, Goals and Objectives dated August 27, 2001. PASSED AND ADOPTED at a regular meeting' of the Thornton Cit Council of tY the City of Thornton, Colorado, this 27` day of August, 2001. CITY OF THORNTON COLORADO Noel I. Busck, Mayor ATTEST: r Nancy A. Vincent, City Clerk 79 1 BIOGRAPHY Carl H. Neu, Jr. Carl H. Neu, Jr. Executive Vice President of Neu and Company is a consultant to commercial and governmental organizations. In addition to Neu and Company, he cofounded two corporations serving the leadership development and training needs of the banking, hospitality, and healthcare industries. He is a graduate of the Massachusetts Institute of Technology and holds an M.B.A. from Harvard University. He served on the Lakewood, Colorado, City Council from 1975 to 1980 completing two terms as City Council President. He served as Chairman of the Lakewood City Charter Commission and currently is President of the Lakewood Public Building Authority. He has been a lecturer at the University of Colorado's Graduate School of Public Affairs, a faculty member for its Center for the Improvement of Public Management, a faculty member for the Rocky Mountain Institute for Public Officials and currently is a member of the faculty of the University of Arizona's Southwest City /County Leadership Program. Carl Neu is a consultant to numerous municipalities, county governments, and state municipal leagues and associations throughout the country. He is a frequent speaker and workshop leader at governance conferences. His writings on governance and strategic leadership have been published nationally. His professional work emphasizes the development of those strategic leadership, policy development, long -range planning, and teamwork skills required on the part of elected and appointed officials and community leaders for truly effective governance and for dealing with the forces and popular trends that are redefining government and governance, especially at the local level, for the 21" Century. For more information, contact our website at www.carineu.com. 30 M l� man mm�m Mon t 10 HABITS OF HIGHLY EFFECTIVE COUNCILS Carl H. Neu, Jr. Lakewood, Colorado Local government operations directly affect our daily existence and experiences and the quality of life we perceive we have within our communities. No local government deserves, nor should its citizens tolerate, councils and elected and appointed public officials who don't exhibit extraordinary effectiveness, integrity and competence in leading their community's public institutions. Thomas Cronin, a recognized authority on public policy, defines leadership as, "making things happen that might not otherwise happen, and preventing things from happening that ordinarily might happen. It is a process of getting people together to achieve common goals and aspirations. Leadership is a process that helps people transform intentions into positive action, visions into reality." The quality of leadership effectiveness demonstrated by a governing body and its ability to be highly- effective are not attributes bestowed upon it by a swearing -in ceremony. They are the result of disciplined adherence to a set of fundamental principles and skills that characterize highly- effective councils. Listed below are 10 "habits" of highly effective councils based upon the author's observations of hundreds of city, county, special service district and school district councils over the last twenty years. 1. Think and Act Strategically A overnin body's primary responsibility is not just to make policy or do its "Roman g g Y p rY p y J p Y Emperor" routine (thumbs up or thumbs down) on agenda items at public meetings. It is to determine and achieve citizens desires for the community's future. Councils and their administrative teams must accept responsibility for shaping the future of the community by expanding their mental horizons to identity and meet the challenges that must be addressed through decisive leadership and goals for the attainment of that future. A strategic leader always comes at you from the future and takes you "back to the future" from the present. This leadership adventure starts with vision, and evolves to defining the strategic issues that must be mastered to achieve the vision. The next step is the development of long -range goals that address these strategic issues and which provide decision making and budgetary focus for the successful implementation of these goals. Living from one annual budget to another, and from one meeting to the next, condemns your community and its future to happenstance and the type of thinking that befuddles national governance and policy. For this reason, polls show an overwhelming majority of citizens want important issues affecting their gives to be decided at the local, "home town" level. Here, they expect leadership, sound thinking, decisive action, and accountability for results. ©Neu and Company and the Center for the Future of Local Governance, 1997,2002. All rights reserved. Winword 9/97 /Word 8.012/02 32 I 2. Respect "shared constituency what do the people need? No city, own count local government jurisdiction or non-governmental community Y> Y� g J g Y entity is an island. The actions and decisions of any one affects all others. But, there is an even more profound reality: most governmental jurisdictions and non governmental entities overlap in representing and providing service to the same people, i.e., shared constituencies. For example, any given citizen is represented and served simultaneously by the federal, state, county, and city governments plus the school district, special purpose districts, neighborhood associations, chambers of commerce, newspaper publishers, non profits, etc. These governments and community entities usually see themselves as separate institutions, often with conflicting and competing agendas rather than as components contributing in a coordinated and integrated manner to seamless service delivery meeting the citizens' needs. Frequently, local governments and community entities operate as special interests advocating their particular institutional needs and prerogatives They fail to define how a public service category meeting the needs of a community of shared constituents (public safety, transportation, community development, human services, health care, education, etc.) is defined and functions in a seamless manner with each jurisdiction and entity ensuring its appropriate r contribution to the effective and efficient performance of the whole service system. An example of a service category system is roads. A citizen expects to be able to get from point a to point b on good quality roads that make this possible. That citizen does not want to think, nor cares about, "whose road am I on now; a federal, state, community or city road To that citizen "roads are roads" and it is up to all the government entities to make the system work! The same for public safety, and all services. When a sheriffs deputy can not communicate with a city police officer due to different radio systems and frequencies, it is a service system breakdown which doesn't meet the citizen's need for seamless effective service. Effective councils recognize they must horizontally (local government with local government with community entities) and vertically (local government to federal and state government) coordinate and integrate to ensure citizens' needs are met. They also recognize that collaboration and integration work best if it originates at the local government, city and county, level. It is at this level where needs are best defined and responded to by service providers. In reality, all government, as it touches peoples daily lives and existence, is local. i 1 1 33 3. Understand and Demonstrate the Elements of Teams and Teamwork Councils by law, exist and have authority only when their members convene as a 'body" to do business. Each member is a component of a corporate being which must speak, act, and fulfill its commitments with one voice, in a mature, effective and reliable manner. Councils are collections of diverse individuals who come together to constitute and act as an entity, and only when operating as that entity do they exercise authority and perform in fulfillment of their purpose. This is a classic definition of team. Carl Larson and Frank LaFasto, two preeminent authorities on teams and teamwork, define team as an entity comprised of two or more people working together to accomplish a specific purpose that can be attained only through coordinated activity among the team members. In short, a team is an entity that exists to fulfill a specific function, or purpose, made up of disparate, interdependent parts (individuals) who collectively achieve a capacity that none of its members could demonstrate individually. Teams always have two components that one might call their "S" components: systemicness and synergy. All teams are systemic, by definition, being made up of interdependent parts (people) who affect each other's performance and that of the team. Synergy is the ability to achieve an effect, when working together as a team, that is more than the sum of the team members' individual efforts. While all teams are systemic, relatively few are synergistic unless their members understand, master and demonstrate the fundamentals of teamwork which are: o a clear sense of purpose and goals; o clearly define roles and relationships that unite individual talents and capacities into team performance; o integration of members who have basic technical, interpersonal, and rational decision making competence; o a commitment to team success and quality performance; o a climate of trust, openness, and mutual respect; o clear standards of success and performance excellence; o the support, resources and recognition to achieve success; and o principled and disciplined leadership. Highly- effective councils spend time building their sense of being a team and their skills for productive teamwork. I 34 4. Master Small Group Decision Making Most local government councils are classic small groups, with fewer than a dozen people. Small groups demonstrate certain skills and behaviors that "link" their members together. They also have clearly defined processes for making decisions in fulfillment of that group's purpose. Figure 1 summarizes the "skill sets" essential to small group effectiveness. EFFECTIVE Small Group Decision Making 1 Interpersonal Skills Task Skills Rational Skills The ability to work and Knowledge to do a job Ability to deal with issues interact with others and problems rationally *Listening to /understanding of Knows form and role of Selecting and prioritizing the views of others organization issues to be addressed •Constructively confronting Knowledge of law, policies Analysis of issues and related and resolving differences and procedures facts Supporting others and Civility and manners Identifying objectives showing respect for their ideas Professional- technical outcomes Participating actively in knowledge Considering alternative discussions strategies/courses of action Taking "`time outs" to discuss Assessment of obstacles and how well group members consequences interact with each other Consensus decision making Evaluation follow -up Figure 1: Effective Small Group Decision- Making S. Have Clearly Defined Roles and Relationships Each team member's contribution to the team's efforts and success must be defined in terms of roles to be assumed (functions) and how that role is to be carried out through one's behavior (performance). Role has two elements: function, the specific responsibilities of that role, are irrespective of incumbency, and. performance, how one occupying the role is expected to behave and fulfill his /her responsibilities. Most councils, whether through charter, statute or ordinance, have clear definitions of their function. The performance component must be defined within the team through discussion and mutual definition of those behaviors and practices expected of the governing body's members in the conduct of their duties and interactions. Vince Lombardi when asked, what makes a winning team, replied, "start with the 35 fundamentals. A players got to know the basics of the game and how to play his (her) position. The players have to play as a team; not a bunch of individuals. The difference between mediocrity and greatness is the feeling the players have for each other," (relationships). Teams talk about and define expected roles and relationships and give constructive feedback to their members on the degree to which they are fulfilling these expectations. 6. Honor the Council -Staff Partnership We have all heard the popular phrase, "the governing body makes policy, staff implements policy This is a total misconception of reality. Policy making and policy implementation are not distinct and separate functions. Policy making- implementation is a continuum of thought and relationships that transforms ideas and abstractions (visions, policies, goals, and plans) into defined, observable ends or outcomes (results, programs, projects, deliverable services). Council members and staff share this continuum as partners ensuring each other's success. Each person plays an important role in creating sound policies and ensuring their effective implementation through reliable administrative practices and performance. Figure 2 depicts this partnership and continuum. COUNCIL'S SPHERE GOVERNANCE- POLICY PROCESSES ADMIN /MGR SPHERE OCommunity P A oPolitical O D KoPerformance Implemento oFactors L .4 Issues oValues I M oValues- Expertise oGratification C I oGratification N Y A continuum interaction I \11� G A A B O D D O A M M M A M L I A I R T­ ......•S P N N N D S '''a•...... S A I S R L G S I E I E T O S C A J\4 R N U Y T E' A L I N T T O T I S N O N Figure 2: Council -Staff Partnership 36 To what degree is this partnership understood discussed and respected p p p by council members? John Carver, a widely acclaimed author who writes about councils that make a difference, describes this partnership as one in which councils define what needs are to be met and ends (outcomes) achieved. He believes that councils should allow staff, within council established 1 limits, to define the means for achieving these ends. He sees a Council -staff linkage that empowers staff to do its tasks and be evaluated on the results produced. The Council staff partnership functions best when it is vision -driven and goals based. Councils that accept and abide by this partnership focus their energy on establishing vision and goals, on good policy, and on empowering effective staff performance. Those that do not do this, frequently fall prey to micromanaging; that is, they will perceive a need to become involved in, or retain approval over, staff activity and plans. A critical element and important Council task in this partnership is the evaluation of the manager or administrator, based upon clearly defined goals, policies, and established guidelines on executive performance. 7. Allocating Governing Body Time and Energy Appropriately Time, especially to elected officials, is a critically precious and limited, commodity. The typical council operates as a governing body, providing governance, for relatively few hours; usually less than 200 hours annually, as compared to the typical 2400+ hours per work year for senior administrators. How councils allocate and use their time is vital to their leadership effectiveness and performance. Councils, like teams "play" in a number of settings or "arenas" to achieve over g all, peak performance. There are four council -staff arenas, and each must be appreciated for its purpose and contribution to a council's effectiveness. Goal setting (retreats or "advances o Exploration and analysis (study sessions) o Disposition/legislation (regular public meetings) o Community relations (interactions with constituencies and other agencies) Figure 3 identifies the purpose, typical setting, g p rp yp g, and key characteristics of each arena. All four arenas are essential to highly- effective governing body's fulfillment of its leadership, policy making, goal setting, and empowering responsibilities. 37 ARENA GOAL- SETTING EXPLORATION DISPOSITION- COMMUNITY ANALYSIS LEGISLATION RELATIONS Purpose Establish vision Understanding Official action Interaction with Explore potentials the issue(s) Vote on items constituency- Set goals Problem Resolutions citizens Direction/Priorities identification Ordinances Building alliances Community Selecting "best Public input Outreach- liaison Services options" Mobilization of Coordination with -Staff action Building support other entities Budgets commitment Retreat/Advance Study Session Public Numerous Typical Setting informal off -site conference room formal council diverse formats workshop meeting in chambers Future of county, Developing Agenda formality Communication 1 Focus city/community knowledge for "Show of Problem solving Evaluation of decision making authority Collaboration -Needs Sorting of options Ratification/ coordination Trends Examine Adoption Partnership Strategic issues consequences Political pressures Acting as a Community desires Set strategies Psychological community values Ability to make needs Leadership competent informed decisions Key Characteristics Informality Council -staff Formal meetings Being "outside" city Sharing of options dialogue Rules and hall Open dialogue Questioning procedures Responding to Creative thinking testing of ideas Public requests Humor adventure Information input/involvement Joint ventures Face -to- face /Group exchange High visibility Interagency activity interaction Negotiating Pressure /advocacy Multiple interaction consensus building from groups modes and No voting Voting communication Face -to- face /group Group interaction techniques interaction Figure 3: Arenas for Council -Staff Performance Highly- effective councils will hold at least one goal- setting retreat or "advance annually. They also will hold two study sessions monthly, usually between regularly scheduled public hearings. Here they confer with staff and other experts on significant items under consideration requiring eventual official actions. While these study sessions are open to the public, as observers, the public should not participate in the council -staff dialogue. Many councils short- change this arena, pushing the opportunity for learning into the formal public hearing, which is not designed to promote much in -depth analysis of complex issues. The arena of disposition /legislation is designed to get to a vote, not promote careful analysis of complex issues. 38 The fourth arena, community relations, is becoming more important. It is rapidly transforming the role of council and how it spends its time. Communities today are more dependent upon sophisticated alliances and partnerships among groups, public and private entities. All jurisdictions are subject to multiple, profound changes in how public officials operate as they deal with complex multijurisdictional and regional issues and the growing popularity of citizen democracy and community renewal. Today, the community arena requires more time spent in interactions outside city hall and puts greater time pressure on mayors and councilmembers. 8. Have Clear Rules and Procedures for Council Meetings Council meetings exist for the purpose of doing council's business. Literature on how to conduct effective and productive meetings specifies the need for, adherence to clearly defined rules and procedures. Many councils, however, drift from these rules and procedures in pursuit of informality, collegiality, and "just being nice." They let their meetings drone on with lack of focus, redundant comments and endless discussions. Rules and procedures do not preclude citizen input, courtesy or sensitivity to public concerns and viewpoints. They respect all these elements and the necessity to conduct business in an orderly, disciplined and productive manner. 9. Get a Valid Assessment of the Public's Concerns and Evaluation of the Council's Performance Elections are contests among ndividuals in to become a member of the council. The g vying Y are not valid, objective assessments of the public's feeling about the quality of council's performance as a governing body and about whether or not it is addressing issues effectively. Highly- effective councils seek feedback through a number of proven market research tools such as focus groups, surveys and questionnaires. Typically, the phone calls a councilmember receives, or the comments made in public hearings, are not valid or accurate reflections of the entire community's sentiments about issues and council's performance. "Market research feedback" should be ongoing and included in the annual goal setting retreat or advance. 10. Practice Continuous Personal Learning and Development as a Leader Leaders read, attend workshops, and constantly seek information, understanding and insight. Highly- effective councils are comprised of members who honestly know they don't know it all. They take advantage of the myriad of opportunities to learn and perfect their skills by reading, going to state and national municipal league workshops, and every forum that can expand their skills to lead and govern well. A highly- effective council also learns as a council. It works closely with the manager to 39 improve its leadership skills and the council- manager relationship. Councils should assess objectively their performance relative to each of the 10 habits. This assessment should include the observations of council members, the manager, key department heads, and selected members of the community who have occasion to work and interact with council. Council should then decide where gains can be made and then set up the opportunity through council workshops and other forums to learn the skills to make these gains. Mayor, Margaret Carpenter, and City Manager, Jack Ethredge, of Thornton, Colorado, started a process with the council in 1990 incorporating these 10 habits as the means to increase council's leadership skills and effectiveness. The process started with council conducting a careful reexamination of the city's mission and the role council must assume to ensure fulfillment of that mission. Next, council, in discussions with the city manager, made a commitment to leadership innovation and excellence that focused on long -term and strategic issues vital to the community's future. The process involved advances, close attention to community feedback through focus groups and surveys, and frequent self evaluation of council's and staff's performance and sense of partnership. Council now holds multiple advances each year to define and validate its strategic perspective and policy leadership. Council skill development workshops accompany these advances and focus on defined needs identified by council. Council takes specific "time- outs" to evaluate how it functions as a team within council, with staff, and with the community. The continuous quest for effectiveness always starts with the question "Is there more we should be doing" to improve our leadership performance and ensure a quality future for our community? Jack Ethredge observes "The entire process has helped council identify those issues essential to achieving our community's goals and building collaborative relationships with citizens and city staff to sustain agreement on the goals and the critical steps the entire community must take to attain these goals. Thornton is now a community of partnerships all focusing on our vision and using our combined resources to become the city we want to be in the future. There has been a real breakthrough achieved in the amount of creative energy that is moving Thornton forward." Numerous other councils engage in a similar process as they hone their abilities to deal with highly complex and rapidly changing community needs and challenges. The last, and probably most important, point: Keep your sense of humor. Governance is a serious business dealing with the vital issues affecting our communities and the quality of life we experience within them. Humor reduces friction and stress, lets others know that we and they are human, and brings a pause that refreshes our insight and commitment. It is essential to creating and maintaining good relationships. Every community deserves nothing less than a highly effective council that embraces accountability for the community's performance in creating its future and in effectively addressing, in the present, those challenges vital to attaining that future. That is what is at stake: our communities' future. With few exceptions, every council can be highly effective and can provide strong leadership, but to become effective will require a good governance model and disciplined adherence to the fundamental habits of effectiveness. PM 40 Carl Neu, Jr., is executive vice president of Neu Company, Lakewood, Colorado. All rights reserved to Neu Company and the Center for the Future of Local Governance, 2002. Winword 9/97.r:4/98, Word 8.0,12/02. Revised 12/2002 41 APPENDIX B STRENGTH DEPLOYMENT INVENTORY 42 maw m tm Mon mo TIONSHIP ENESS t f i O ec eve life choices 3 through self- discovery s 1 ®1997, U.S. and Worldwide Copyrights, Personal Strengths Publishing, Inc., P.O. Box 2603, Carlsbad, CA 92018 800.624.7347 or 760.602.0086. May not be reproduced br any form. #1310.) 43 M Wx wt' as W M M M a Iwo an WK M MW M i i f Where behavior typologies restrict E themselves primarily to the person's MOST P STYLE OF BEHAVING. Relationship Awareness® Theory adds another dimension: it focuses on the person's MOST PREDICTABLE MOTIVE FOR B in one style most of the time and for shifting to other styles at other times. E ®1997, U.S and Worldwide Copyrights, Personal Str•englhs Publishing, Inc., P.O. Box 2605, Carlsbad, CA 91018. 800.614.7347 or 760.601.0086. May not be reproduced br any form. #1310.) 44 i TRADITIONAL BEHAVIORAL TYPOLOGIES Past Predicted Performance Performance RELATIONSHIP AWARENESS THEORY Past Predicted 3 Performance Performance 1% Demand &Reward 4P Motives, Priorities, Structure of the Value System Environment ®1997, U.S. and Worldwide Copyrights, Personal Strengths Publish ing, inc., P.O. Box 2605, Carlsbad, CA 92018. 800.624.7347 or 760.602.0086. May not be reproduced in any form. (#2310.) 45 Ma io MR E k� �4v�,u da� I I E' h r t� d 7 j 4p' z F F 5 47 r $r. t i s s i I 9 48 RS a i. E^ D i 3 49 F Asser Uw-Nurturin g M0 tion PI E ,c J S E B S O WS z E E s z R. sa a r f LjZ C 9 Autononitzing Motivatio 50 f MOTIVATIONAL VALUE SYSTEM TM is a unifying set of motivational values which serve as the basis for judging ourselves and others, for engaging in behavior that enhances our sense of self worth and focusing our attention on certain things while ignoring others. The Motivational Value System acts as an internal filter through which life is interpreted and understood. s VALUED RELATING STYLE is the style of relating that a person normally prefers to use. It can be used when the person is neither blocked nor coerced, but is free to act in a way that makes them feel good about themselves. This is the external expression of the Motivational Value System. ®1997, U.S. and Worldwide Copyrights, Personal Strengths Publishing, Inc., P.O. Box 1605, Carlsbad, CA 92018. 800.624.7347 or 760.602.0086. May not be reproduced in any form. #1310.) 51 M' ��'a���'� "'a'�i�e'� a,�� «e� X IN NINE i l) mgg O A IVffffsvffFffffArm IV ih �9�b`dl,il'.B.i A9Y k114>4 '444W'4 ffiA� i'�1� K7L�9Y SYA4.M`pt'M4, a mp aw D� e e i BORROWED RELATING STYLE E is a style of relating in which the behavior does not enhance feelings of self- worth but is personally acceptable because it is a tool used in pursuit of a desired goal. In a Borrowed Relating Style, one's behavior is chosen from outside the Motivational Value SystemT" but is still supportive of one's underlying purpose. MASK RELATING STYLE is a style of relating in which a person learns to put on a Mask because it is expected of them or because it may be the only means of survival. It can be a short or long term behavior pattern. Masks may be required in any area of life a highly regulated environment, a job, a marriage, etc. ®1997, U.S. and Worldwide Copyrights, Personal Strengths Publishing, Inc., P.O. Box 1603, Carlsbad, CA 92018. 800.624.7347 or 760.602.0086. May not be reproduced in anyform. (ti2310.) 53 ORTRA OFPERSONAL,= STRE MGT H S W se er b "a tren'gth frern every caI 'to` build �ou�r�s� f -worth andh "self�uvOrth of others A: ook 6t" "the beha ©rtrait we', e ioy end a t e pr or it es 1 �e give' them A i tur -of ho�nr vue, see urselves ®1991, U. S. and Worldwide Copyrights: Personal Sirehgihs Ablishidg Inc, P.6. Boti 2605, Carlsbad, lid 9201 4004244DIS(730). =May M61 be reproduced iri any farm. (#4530.0IENG) Zl 54 POINTS TO��.ONCJE�: portrait of Personal Strengths ♦The uniqueaway you deploy your' Persor�aF Strengths °is your Valued Relating .Style. The risks,of ster'eotyping �dme`of your most va ued, strengths May be di��rent colar'than your Motivations Va ue:bystqm. r r rr rr r �r r rr rr rr it rr r �r r �r r rr rr S eif Worth Mode wo 10 A R IP O ff is 3 t Copyriaht 0 2001 Personal Strengths Publishing. Inc. All ri hts reserved A� s. r r »r�? ;g ei: `""yy. y.} 'H'ry'r"S�!",i 'r" ,t, c x ;y."•� ,a 8 "h. e t�� r ��'s i�,, v 1 N� L ^d, aa� t y i �T9" a '2� n 3 t�: -m„#,rt. 2,. 's v'�'}: hEt'� t M'�Rx ��s x f £'r' �i'�'J` -Et ^i #r�t z�LTN�tv'�� n�"`tY .E �,1 W�ld'#��"' a wr 4 d 8 t� k I:`3 re^ L,, °�-}'6 ,y t:.. Yr�, rd?7r c, t# f. r,�' #t •'`y.': w m: h.a::5 ,.U4. 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V tr a 5 6y a. 5 a�lA w x h •1 Maintaining self -worth Focus on self, problem and other E Stage 2 Preserving self -worth Focus on self and problem Protecting self -worth Focus on self CONFLICT AREA OF METHOD OF MANAGING CONFLICT STAGE FOCUS IN DEFENSE OF SELF -WORTH BLUE RED GREEN STAGE 1 -Self Maintaining Problem Self -Worth •Other STAGE 2 Self Preserving *Problem Self -Worth STAGE 3 •Self Protecting Self -Worth F J I 9 h 4 7 i 63 Conflict Model fi O 3 w Copvriqht 2001 Personal Stren the Publishinq, Inc. All ri hts reserved 64 A U a a CONFLICT RESOLUTION 66 PHASES IN THE PROCESS OF TRANSFORMING LEADERSHIP DIRECTION INTO MANAGERIAL /ORGANIZATIONAL PERFORMANCE Phase 1 Phase 2 Phase 3 Leadership Actions Goat /Strategy/Policy Management/Organizations Statements and Directions Actions and Performance 0 P 1. Identification of I Statement of intent(s) and 1. Management actions and behaviors U R opportunities, problems, rationale T 0 and needs C B 0 L 2. Identification of 2. Statements of goals 2. Employee behaviors ranging from M E M alternatives (strategic outcomes) resistance to wholehearted support to E achieve the "new levels" of S I S performance desired N 3. Selection of "alternative(s) 3, Statements of courses of E of choice" desires action E D 4. Formulation of goals, S strategies, and policies to achieve desired outcome Feedback Feedbacl-. Conflict resolution 0 Clarity of goals 0 Degree of crisis Compromise and 6 Clearly defined 0 Prior successes failures building consensus strategies and courses of 0 Organizational and managerial adaptability Building support and action 0 Financial support ownership 0 Degree of change 0 Adequacy of human resources and talents Management required a Ease of integration into present management involvement a Managerial flexibility objectives and activities Building trust 0 Clarity of responsibility 0 Openness of decision'making Checking for and authority Ability to deal with ambiguity understanding of goal/strategy/policy statements Maintaining realistic expectations 67 Basic Idea Essay PRESSURES AND CONFLICTS PROCESSES TO BE MANAGED Pressure as defined in Webster's New Collegiate Dictionary is, "a constraining force, influence, or impulse of any kind," resulting in stress, a clouding of one's perspective, and a perceived limitation upon the alternative courses of action open to a person. This pressure reflects the conflicting influences, impulses, and loyalties all experience as they try to respond to the ever present, and often contradictory, demands of the community, f constituents and interest groups, families and friends, their professions, their personal values, the organization's long -range well- being, and their own personal aspirations. Pressure and resulting conflict are natural human experiences which are really political in nature. After all, politics is a process of influencing, gaining, using, sharing, and relinquishing power and control over one's choices and decisions. How well a person manages pressure and conflict is a key determinant of that person's effectiveness as a leader. As we address these pressures, consider these assumptions: Conflict is an inevitable and important human process Conflicts are likely to increase in times of change Conflicts can lead to creative or destructive results Those who understand the processes and dynamics of conflict are better able to mange this important process, increasing the chances for creative outcomes and minimizing destructive results. In recent years these considerations have led a growing number of managers and scholars, leaders and social scientists to study conflict more carefully. The cost of unmanaged conflicts can be high but the gains from using differences effectively can also be great. The purpose of this "basic idea" essay is to help you think about conflict in a systematic way -to unpack this important process so its component parts can be better understood. Adapted from Citv Council Leadership and Performance, copyrighted jointly by Neu and Company and XICOM, Inc. 68 SOURCES OF PRESSURES EXPERIENCED By INDIVIDUALS Self Generated Personal and individual individual l�rofasaI. oil aI Desires values and interests experiences Job profession rami ly and f r i e is -lsli i t�s These influences 6 Employer demands spouse pressures affect: Per formance Peers /assocLates children •Perceptions -Perceived choices *self image Direct reports' Other family members •Deciaiona Behavior Clients mends anti customers I Group .Membership Group's demands /expectations Media Special intereat:s 69 A Definition i "Conflict" is one of those words that is used in different ways. We have found the following definition helpful: Conflict occurs when two or more parties believe that what each want is incompatible with what the other wants. The "parties" can be individuals, groups, organization or nations. Their wants may range from having an idea accepted to gaining control of a limited resource. The definition specifies that conflict is a condition that exists when these seemingly incompatible concerns or drives exists. It may be very temporary of long duration. It may be a condition that results in vigorous activity or an internal ferment that reveals itself only indirectly. Fighting is only one way of dealing with conflict. There are often more productive ways. The Positive and Negative Potentials of Conflict Like any other important human process, conflict can produce both desirable and undesirable results. When we asked groups of managers and leaders of organizations to reflect on recent conflicts they had observed and to identify the results, the following common themes emerged: A Partial List of Positive Results of Conflict: People were forced to search for new approaches tong- standing problems surfaced and were dealt with People were forced to clarify points of view p fY p i The tension of conflict stimulated interest and activity People had a chance to test their capacities Better ideas were produced Properly managed, conflict can help to maintain an organization of vigorous, resilient and creative people. A Partial List of Negative Results of Conflict Some people may feel defeated, demeaned The distance between people may be increased A climate of distrust, anxiety, and suspicion may develop Turbulence may cause some good people to leave their jobs I People or departments that ought to cooperate may become concerned only with their narrow interests 70 Various ind 'v r passive resistance may develop where teamwork is ous s of active o p y p needed 1 The oal of understanding and conflict is to reduce the likelihood that such negatives 9 9 managing 9 9 will occur or become excessive. Unr)ackina the Conflict Process Obviously the positive or negative consequences of a conflict depend upon how well the conflict is managed. In turn, the ability to manage a conflict requires that one understand what goes on during a conflict. Conflict occurs in episodes. Within any episode, there tends to be a common sequence of events, as diagramed below: i C'A=AS RES ?cr+sE CONFLICT EPISODE 1 CONFLICT EPISODE 2 1 Looking at these events: occurs when a person or group feels blocked from satisfying a goal-directed activity Frustration: o Y 9 9 P 9 P or concern. The concern may be clear or only vaguely defined; it may be of casual or critical importance. But there is a clear feeling that some one or group is getting in the way of movement toward a desired objective. Examples You may frustrate me when you do not agree with my ideas You may frustrate me when you prevent me from getting the information, the money, or the time I need to accomplish something I want to do You may frustrate me when you undermine my power or influence with someone 1 else 71 Conceptualization: involves answering the questions, "What's going on here?" Is it good or bad?" "What's the problem -what issues are at stake "What are the causes This conceptualization may be almost instantaneous, or it may develop from considerable thought; it may be very sharp and clear, or fairly fuzzy. Regardless of its accuracy or clarity, however, the conceptualization forms the basis of one's reaction to frustration. You may conceptualize a disagreement with another person as being the result of "ignorance" (on his part of course) or "willful deceit" or you can stereotype: "that kind of person always takes that stand." A labor dispute with management can be conceptualized as "deciding who is really going to run this plant" or "showing workers who can do the most fore them" or simply "determining what is a fair share of profits for the workers." 0 A dispute between a marketing department and a production department can be conceptualized as determining whether "customers are more important than a production schedule" or whether "salespeople should be expected to adhere to realistic company policies." Obvious) Y, way the parties define the problem has a great deal of influence over the chances Y p for a constructive outcome and the kinds of feelings that will be mobilized during the confrontation. Behaviors: Behaviors and intentions flow out of conceptualization and strategizing and set in motion a pattern of interaction between the parties involved. During this process of action-reaction- reaction, the way each party conceptualizes the conflict may change or may become further entrenched. The longer the pattern continues, of course, the more the actions of the participants themselves may create new frustrations, reasons for hostility and continued resistance. Outcome: Outcome is defined as the state of affairs that exists at the end of the episode, including decisions or actions taken and the feelings of the parties involved. Residual frustrations from conflict episodes can start new conflict episodes. Some people have found it helpful to assess the outcome of a conflict episode along three dimensions: 1. The auality of the decision or action that results. (How creative, realistic and practical 2. The condition of the conflicting parties at the end of the conflict. (How psychologically and physically healthy; how good do the parties feel about themselves.) 3. The quality of the relationship between the conflicting parties. (How much mutual respect, understanding, willingness to work together versus hostility, determination to hurt, etc. All three criteria need to be considered in determining how to behave in a conflict situation. Some Guidelines for Diaonosina a Conflict the key to a group's ability to conflict is conceptualized is often g p Y manner in which a Y The ma p manage conflict constructively- -i.e., to arrive at positive outcomes. The parties are not likely to i unless III reach an outcome which truly resolves the conflict and leaves them satisfied less y have a clear understanding of the differences between the concerns of the two parties and the sources 72 of those differences. Thus, before responding to a frustrating situation, it is useful to pause and ask two questions: 1. What is the nature of the differences between us? 2. What might be the reasons for our differences? The Nature of the Differences People may differ on the following four aspects of an issue: We may differ over FACTS (the present situation, the present problem, etc.) We may differ over GOALS (how things ought to be, the future conditions we want) We may differ over METHODS to reach goals (the best, the easiest, the most economical, the most ethical route to follow) We may differ over VALUES (the long range beliefs about the priorities which should be observed in choosing goals and methods) Differences over.facts are usually easierto manage than differences overvalues, which are the most difficult. The latter come much closer to the fundamental beliefs of the parties and are thus much more threatening. Disagreements that begin over facts sometimes persist until they appear to be conflicts over goals or values and become almost impossible to reconcile. The implication is that is pays to identify the area of disagreement as quickly as possible. The chances for managing conflict effectively increase if you-can say something like: "We seem to agree on what the problem is and what we would like to achieve, but we disagree over the best way to reach that goal." The Reasons for the Differences As part of the conceptualizing process, it is useful not only to identify the nature of the differences, but to seek the reasons for it as well. Among the most common reasons are these: Informational: The two parties have been exposed to different information -and thus have arrived at a different understanding of what the problem or issue is and what course of action makes the most sense. Perceptual: Sometimes people have been exposed to the same data, but their past experience causes them to interpret it in two different ways, since the past of each causes ahem to attend to different aspects of the same situation or to arrive a t a different meaning. Role: sometimes the different roles (e.g., boss, mother, volunteer) of people cause them to take different positions. The representatives of labor are expected to look at things differently, advocating different positions and priorities than the representatives of management. The roles of each cause them to attend to different data and to perceive it differently, as well as to advocate different goals and values. 73 Practical Values of This Analvsis What is the practical value of going through this kind of diagnostic process? Like solving any problem, the conflict problem solver is likely to do a more effective job is he knows the parameters of the situation with which he is dealing. A key process in conflict is that of influence- the effort of each party to get the other to understand, appreciate, and accept the validity of its own particular points of view or sets of objectives. If parties want to influence each other, obviously it helps if they have a clear picture of where they stand and how they got there. If the two parties realize that they have probably been exposed to different data, they may view the job to be done as one of mutual education, rather than conflict. The task is to increase the pool of information to which both are privy. If they determine that their informational base is very similar but they have just perceived it differently because of differing past experiences, these perceptions need to be re- examined. Then the question becomes: "Why is it that we view the same information in such different ways If the parties suspect that the principle reason for different views grows out of their different roles, they can often take a less personalized view of the conflict. If each can say, "If I were in his place I would probably be advocating the same point of view," they will deal with the other party in a somewhat different and more understanding way. The task then takes on an added dimension: e.g., "How can I help a person in that role better understand and appreciate my concern, and what does he need from me By recognizing the constraints within which the other party must operate, you can be more realistic in knowing what to expect and what posture makes the most sense. 74 I A PERSONAL CONFLICT SITUATION Select a conflict situation you have been, or are, involved: The conflict was between me and and was about .1. Frustration a. I was trying to satisfy the following concern(s) r and felt blocked because of b. The other person was trying to satisfy the following concern(s) and felt blocked because of 2. Conceptualization a. I felt the issue at stake was 75 b. The other person probably felt the issue at stake was 3. Behavior a. My behavior may have contributed to the conflict and outcome in the following way b. The other person's behavior may have contributed to the conflict outcome in the following way 4. Outcome a. The final outcome was b. Its impact on our relationship was C. Its effect on the efficient and effective accomplishment of the organization's objectives was 5. The reasons for these differences might have been: 76 6. Which of the five conflict handling modes might you have used to produce a better outcome? 7. What might the outcome have been if you used this conflict- handling mode? 77 CON FLICT that what When one p arty erceives p r it wants is incompat with what the other art wants. p Y F� 78 1 1 t A CONFLICT MODEL A basic model of the process and possible outcomes fo low: STRESS /PRESSURES 1 CONFLICT Which CAN be managed toward POSITIVE Negative Outcomes OUTCOMES (ineffective Results) (Effective Results) i 79 THE CONFLICT PROCESS The conflict process can be depicted as follows; FRUSTRATION f RATIONALIZATION (Developing a reason that explains "why" i the frustration exists) 1 A �r BEHAVIOR OUTCOME If the outcome If the outcome increases the reduces th e frustration the frustration, the conflict tends to conflict moves toward R esolutio n. utlo n. recycle and intens R Y Y 80 COOPERATIVENESS COMPETING COLLABORATING E_ w co cn a COMPROMISING w 'I c� w cn cn a z AVOIDING ACCOMMODATING UNCOOPERATIVE COOPERATIVE 81 i 1 1 APPENDIX D THE COUNCIL -STAFF PARTNERSHIP 1 82 r r THE POLITICAL- POLICY "WORLD" r `Buzz Confusion" Ambiguous Positions Generalized- Global Viewpoints AND What frames board's COUNCIL'S IL'S council's SPHERE perspectives? r CHOICES: Transmit the "buzz" ADMINISTRATION'S Amplify the SPHERE What frames staff "b"=" perspectives? Absorb redirect Translate "Real World" Performance Issues Operating Realities and Constraints Focused/specific Viewpoints "Expert" Opinions r ADMINISTRATION SERVICE DELIVERY i r 83 I ZD> JN SI w ww-ILPwR *Pr, W M ADWIMMSPIAM M M P A Community Staff Implementors •Political Factors G D Performance Issues Values L M Values- Expertise Gratification I I Gratification C i N Y A continuum interaction C G A A How do we keep O D board /council members involved B O M L M' A D in a meaningfiil O U I S/ P N N M way, once strategic plan and budget are R S O I A adopted, in A N S E S G Y implementation of E. goals, i.e., �M N connecting R C O U C R N L y A board /council and staff to long -term D I T T N views? S I T L O N 1. To what degree is this relationship understood, discussed, and respected by Board /Council members. 2. What does each do to influence the effectiveness of the other? a. What things do Board/Council members do that increase and decrease staff's effectiveness: Thines Board /Council does that increases staff's effectiveness Thines Board/Council does that decreases staff's effectiveness b. What things does staff do that increase and decrease Board /Council's effectiveness: Thines staff does that increase Board /Council's effectiveness Thines staff does that decreases Board /Council's effectiveness 84 THE BOARD /COUNCIL -STAFF PARTNERSHIP fo r SUCCESS Expectations Contributions Success QUID pro QUO (Wants/Needs) (Willing to give) BOARD /COUNCIL STAFF Wants Needs (Expectations) What Board/Council What Staff Wants/Needs Wants/Needs from Staff from Board/Council What Board/Council Wiling to Give What Staff is is Willing to (Contributions) Willing to Give Give to Staff to Board/Council Ada P ted from the work of John Nalbandian University of Kansas SUCCESS for both partners 85 Board /Council members': Dreams Goals Issues Concerns What are elected officials and staff members needs for success (collectively and individually)? o 86 Board /Council Leadership Administration (Politics) (Policy) (Management) (Chair Manager Linkage) Elements Focus ".Game" Problem Solving Role: Representatives Experts Intelligence Gathering: Stories Reports Buzz Procedures Components: Intangibles: Tangibles: Feelings Data/Iafo Interests Resources t Symbols/Myths Jobs/Tasks Physical Things Currency: Power /Style /Stories Knowledge/Substance/Deeds Dynamics: Conflict Harmony Compromise Cooperation Change Continuity Community Unit Adapted from the work of John Nalbandian, University of Kansas 87 1 FOCUS THE BOARD /COUNCIL ON: Vision Goals /Outcomes Work Plans Partnership or Board/Council will focus on Constituency Service Micro managing TASKS for STAFF: Translator (Councils and Staffs are divided by'a common language) Coaching Learning Aligning 88 STRATEGIC DIRECTION THE GOVERNANCE PROCESS STRATEGIC DIRECTION (Governance) VISION MISSION GOALS ENDS (Outcomes) STRATEGIES I RESOURCE o ALLOCATIONS Ca POLICY N O GUIDELINES EXECUTIVE ACTION VISION -GOALS (implementation) EXECUTIVE FUNCTION U ACTION PLANS PERFORMANCE MONITORING- FEEDBACK MEANS COURSE CORRECTIONS RESULTS 89