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Ethics #5 Scripting
Handed in next round of learning journal - was good fun making this although I tend to spend a lot of time trying out different ideas before I end up finding what went to focus on. I guess you could call this a reflective process in that I work through a lot of things I'm interested in and how I feel about them. I used the Wiscon / Moon discussion since it hooked in to a bunch of things I've been thinking about to do with speaking, when we speak and how we let other's speak.
Tonight was a practical class, we got given a case study and our teams developed a script which a representative of our team then had to deliver to the entire class who took the other side of the script with the purpose of making it as challenging as possible.
Scripting approach (with specific notes):
We talked a bit about Business use of Change Management Models (relevant stuff is not quite half way down the page but the other stuff is interesting) and how the process can be framed a bit like the Elisabeth Kübler Ross stages of grief except in business Anger and Depression are probably facets of Resistance and Bargaining is probably mapping to Exploration.
Tonight was a practical class, we got given a case study and our teams developed a script which a representative of our team then had to deliver to the entire class who took the other side of the script with the purpose of making it as challenging as possible.
Scripting approach (with specific notes):
- What is my Purpose?
- Broader purpose - Jeff's purpose was to 'clean house' but we decided the first conversation would be Jeff with his team attempting to get a better understanding of the issue
- Purpose for this conversation - an exploratory conversation designed to ask people to contribute in the hope this would lead to greater involvement/buy in later, also to define goals
- Stakeholder analysis
- pros and cons
- whats at stake? Jeff (reputation, job, morale, performance), Sales Team (reputation, status, remuneration, jobs), Company (productivity, loss of revenue, reputation), Clients (less deals / bargaining power, satisfaction, trust, longevity), Other Staff (better relationships, less frustration, less unreasonable expectations, if less income then less job security)
- levers for influencing
- reasons and rationalizations
- Process
- allies
- information/data - NEED
- Scripting or peer coaching
- Opening statement - Want to maintain current position as #1 team, long term profitability is at risk, want to explore avenues to improve, want to explore current process to find ways to do better.
- Responses to Reasons and Rationalisations
- Wrap up statement - closing statement
- M. Did a great job of keeping on purpose and not closing off the conversation.
- Need a more compelling argument for change - facts!
- Shut down the loudmouth. Dealing with the troublemaker, how to do it in a way that doesn't make the whole team hate you a) take focus off evil person b) acknowledge and move on c)wait for team to repress member.
- Cultural - Aussies are soft, expectation in a different culture might be fire whole team and start again?
- Name issues - rumors versus facts? Needed a new scheme to present? Needed more proactive stuff?
We talked a bit about Business use of Change Management Models (relevant stuff is not quite half way down the page but the other stuff is interesting) and how the process can be framed a bit like the Elisabeth Kübler Ross stages of grief except in business Anger and Depression are probably facets of Resistance and Bargaining is probably mapping to Exploration.
- Denial
- Resistance
- Exploration
- Acceptance or Commitment