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Book Study #1 - Crucial Confrontations
ARE YOU GETTING THE RESULTS YOU WANT?
Is accountability rock solid in your work culture? When coworkers make promises do you sigh in relief or do you start biting your nails? Do you make plans, set goals, give assignments, and hope that maybe people will deliver? Here are common signs you work in a “culture of maybe”:
A colleague has just missed a deadline but people who speak up are labeled as “hard liners.” You don't want to be labeled, you just want results.
A coworker fails to follow a standard quality procedure, causing you problems. You bring up the issue and she fires back a sardonic reply. You’re unsure how to confront her.
When someone appears unmotivated, people tend to pile on guilt, make sarcastic comments, or bark threats rather than use more enlightened motivation methods. You try to surface problems but your coworkers seem so touchy and explosive that the conversation tanks after just a few sentences.
If you live in a “culture of maybe” where predictability, consistency, and integrity drop while your blood pressure rises, it’s time to undergo rapid change and experience real results. With crucial confrontations skills you'll be able to:
- Deal with violated expectations early, before they escalate into entrenched and chronic problems.
- Discuss disappointments without encountering defensiveness, resentment, or even sabotage.
- Eliminate resistance by employing natural and enduring motivators.
- Hold everyone accountable to the same standards.
- Discuss challenges in a way that yields creative and eagerly supported solutions.
- Solve accountability problems without damaging the relationship.
Goals for Book Study
- Learn new ways to interact with each other that enhance our work and improve our ability to serve effectively.
- Find ways to hold each other--including your supervisor--accountable so we can, together, achieve our organization's goals.
- Continuously improve our relationship.
How Book Study Works
- At the initial meeting, we'll agree to take on book chapters either individually or in pairs.
- Each team will read their chapter, then find a way to share key points about the chapter they've chosen to read. Some of the ways to share include: a) making a presentation; b) a skit; c) sharing how they applied a concept to their work in some way; d) some other way that inspires a learning conversation.
- We all commit to practicing the principles of the book and helping each other do so.
Resources
Videos
- Overview - http://youtube.com/watch?v=-4f-74WbnsU
- Describing the Gap - http://youtube.com/watch?v=rEw1VnVud9o
Facilitating Discussion
Meeting #1 - May 14, 2012; 8:00am - 9:00am
- Organizational meeting (bring your book, electronic or print)
- Be prepared to participate and put into practice what we read together.
- Speaking up is expected and encouraged.
- Teams will be randomly assigned and book chapters chosen.
- Intro and Chapter 1 - Miguel Guhlin
- Chapter 2 - Mary Ray & Marguerite Lowak
- Chapter 3 - Jill Sievers & Cherie Perez
- Chapter 4 - Miguel Guhlin
- Chapter 5&M - Mary Ray & Marguerite Lowak
- Chapter 6&C - Jill Sievers & Cherie Perez
- Chapter 7 - Miguel Guhlin
- Chapter 8&M - Mary Ray & Marguerite Lowak
- Chapter 9&C - Jill Sievers & Cherie Perez
- Appendices 1&2 - Miguel Guhlin
- Appendices 3&4 - Mary Ray & Marguerite Lowak
- Next meeting will be June 4th at 4:30 p.m. (Intro and Chapter 1)
Future meetings will be scheduled by the group.
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