WA9301-CS 980122Bar Constructors, Inc.
Dallas Water Utilities
January 22, 1998
Stoneleigh Hotel
2927 Maple Ave.
Dallas, Texas 75201
PARTNERING FOR SUCCESS, INC.
Ca~rol Swaim'
1
aci it
ONE DAY WORKSHOP AGENDA
Stoneleigh Hotel
2927 Maple Ave.
Dallas, Texas 7520
Bar Constructors, Inc. and Dallas Water Utilities.
PARTNERING WORKSHOP
7:30 Get acquainted coffee and danish
MORNING SESSION 8:00 a.m.-i 2:00 p.m.
-Introductions, etc.
-Partnering Overview
-Team Building Exercise
-Hard Hat Reversal
Lunch 12:00 p.m.-1:00 p.m.
AFTERNOON SESSION 1:00 p.m.-4:00 p.m.
-Plans and Specs Review
-Rocks in the Road
-Action plan/goals and objectives
-Issue Resolution
-Partnering Charter
-Workshop Close Activity
-Closing remarks
Reception 4:00p.m.-5:00p.m.
Introduction
Partnering for Success
Goals of the Workshop
Work together as team
About Your Workshop
· PFS facilitates interactive workshops to assist in the
building of positive group dynamics.
· PFS helps individuals to become a cohesive team,
working toward common goals.
· PFS mediates for issue resolution.
· Learn to create a proactive and productive work
environment.
· Avoid costly litigation and time delays through
issue resolution tools.
· Understand benefits of different personality styles
and the value of teaming.
· Begin the process of building better business
relationships.
· Develop a project specific charter.
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-2-
Introductions - Let's get acquainted!
,Introduction of training personnel.
,Our project
,Opening remarks of senior personnel:
we are here?"
"Why
What I Already Know About You
-You take your work seriously
-You are highly knowledgeable in your discipline
-You take pride in your professionalism
-You don't have time to waste
-You have a sense of humor
Personal Introductions
-Name
-Role on the project
-What experience and
project?
-Share with the group
personally or
expertise do you bring to this
one of your proudest moments-
professionally
Interview Questions with a Partner
-Share something original or unique about yourself.
-Tell us about your family.
-If you were suddenly removed from this project and
your job description was not carried out, what impact
would that loss have on the finished product.
-3-
Why
lftneri,n'},
Partnering
Every construction project brings together a team of dedicated professionals
seeking to do the best job possible by utilizing the materials and skills assembled.
Partnering increases the productivity of this team.
Partnering Overview
Logistically, partnering will:
· reduce costs
· reduce scheduling problems
· reduce paperwork
· reduce litigation
On a human level, partnering
· eases stress
· enhances good will
· enhances job satisfaction
Partnering is win-win for owners, contractors, and clients bene~ting time, dollars,
and morale. It integrates the concerns of all parties in seeking solutions to the
typical and atypical hurdles encountered in every project.
Together, project team members create a charter detailing communication
objectives, conflict resolution systems, and performance objectives. The benefits
of Partnering are manifold:
Benefits of Partnering
· Reduced risk of cost overruns and delays
· Increased opportunity for innovation and implementation for
value engineering
· Increased productivity and reduced administrative costs through
eliminating defensive case building
· Reduced exposure to litigation
· Increased likelihood of profitable projects through non-
adversarial win-win approaches
· Efficient decision making systems with conflict resolution
strategies agreed upon in advance
-5-
Three "C's" of Partnedng
-6-
Your Personality Style
Interpreting Your Scores
Each of the four Styles can be described based on the degree of
assertiveness and expressiveness used, as shown below
Direct =
Spirited =
Considerate =
Systematic =
High assertiveness, low expressiveness
High assertiveness, high expressiveness
Low Assertiveness, high expressiveness
Low assertiveness, low expressiveness
People generally have a Style they are most comfortable using.
That is their dominant Style.
High Assertiveness
Spirited
ls Emotions
Displays E~o~
Systematic
Low Assertiveness
-7-
Style Strengths
Put a check mark by the behaviors that best describe your strengths.
Work independently
Take charge
Like control
Get results
Am pragmatic
Like competition
DIRECT SPIRITED
Generate excitement
Am outgoing
Get caught up in dreams
Am spontaneous
Seek personal recognition
Have good persuasive skills
SYSTEMATIC
Make decisions based on facts
Ask for specific details
Am analytical
Like a task-oriented environment
Stay calm and rational
CONSIDERATE
Listen actively
Work cohesively with others
Consider others' feelings
Am patient
Value personal relationships
Have good counseling skills
Put a check mark by the trouble spots that you have.
Put results ahead of feelings
Am in too much of a hurry
Personal reasons unclear to others
Overemphasize competition
Blindly enthusiastic
Tend to exaggerate
Don't actively listen
Undisciplined in use of time
DIRECT SPIRITED
Systematic CONSIDERATE
Spend too much time making decisions
Can seem impersonal
Put right vs. wrong ahead of feelings
Avoid taking risks
Others take advantage of my loyalty
Won't push for what I want
Trust others who may not deserve trust
Afraid to change what is comfortable
-8-
Goals of Partnering Workshops
Develop a charter addressing diverse objectives
Examine and improve the quality of project team planning,
decision making, risk taking, problem solving, and
communication strategies
· Deal with conflict in an effective and constructive way
· Understand teamwork as a project management strategy to
improve communication and enhance trust
· Expedite the decision-making process
· Understand behavioral styles and be able to respond
productively to other styles
· Understand how positive teamwork results from effective
project team players
· Build trust between diverse team members
Explore the interaction and the dynamics of how the
team works together to:
· generate valuable diagnostic data for the team
· improve the overall effectiveness of team work
· streamline project management effedjveness
project
· Improve the project team's interpersonal communication skills
· Provide a specific skill model to more effectively manage
conflict.
-9-
Our Model Partnering Charter
1. COMMUNICATION OBJECTIVES
We intend to deal with each other in a fair,
reasonable, trusting and professional manner
including:
· Communicate and resolve problems within the terms of
the contract.
· Decision making at the front line level.
· Open, honest communication.
· Treat each other with mutual respect and resolve
personal conflicts immediately.
2. PERFORMANCE OBJECTIVES
· Complete the project without litigation.
· Finish project on time.
· No delays to project.
· No lost time injuries.
· Promote positive public relations.
· Provide safe passage of the public through the project.
· Make project enjoyable to work on.
· Construct and administer the contract so that all parties
are treated fairly.
We the undersigned agree to make a good faith
effort to undertake and implement the above as
applicable to each of us:
-10-
Let's Communicate-
Effectively!
The first three of our communications objectives are:
· Communicate and resolve problems within contract terms.
· Decision making at the lowest possible level.
· Open, honest communication.
These are some of the tools we can use to meet them:
Parts of the Communication Whole
2.
3.
4.
5.
First there is a feeling
Then there is an awareness of that sensation or thought
This leads to the formation of words in your mind
These words and/or conduct are then put out to others
The words and/or conduct are then received and processed by
the other person
The receiver then processes your words or conduct
The interpretation, internal dialogues and thoughts will in turn
create feelings and images in the receiver's mind and body
Conscious
1.
2.
3.
4.
5.
6.
7.
8.
Communication
commitment
Self-observation
Honesty
Going beneath the surface
Separating intention from conduct
Separating facts from feelings
Using "1" messages
Listening
-11-
Ingredients~f open communication
1
2
3
4
5
6
7
The capacity, desire, and intent to correct the situation
Grounding in the "Now"
Honesty
Acknowledging your error
Know the approach that's most comfortable for you
Giving "1" messages
Starting and ending with the positive
Our remaining Communications Objectives are:
· Treat each other with mutual respect, resolve personal
conflicts immediately, and avoid personal attacks.
· Timely notification of future meetings.
· Support of the weekly and morning meetings.
· Not allowing grudges to interfere with professionalism.
Let's add any additional objectives we feel should
be included:
-12-
T
Conflicts / Barriers I Problems
Opportunities
What actions does the other group engage in that
create problems for us?
What actions do we engage in that we think may
create problems for them?
What actions can
·
·
·
·
·
we take
to improve the situation?
-13-
Our Project Mission Statement:
-14-
Interests, Goals, Objectives
What direct and indirect interest
outcome of this project?
·
·
·
·
·
·
Given our interest, what are
goals to which we can
·
·
·
·
·
What specifi :, measurable
that move us
·
·
·
·
·
·
Goals
do we have in the
reasonable, achievable
strive?
objectives can we identify
up toward our goals?
should be: SMAC
Specific
Measurable
Achievable
Compatible
(with other goals and mission)
-15-
Objectives we developed compatible with our
Mission Statement
·
·
·
·
·
·
·
·
-16-
Dealing Wit Conflict
Look again at our Conflict Resolution System:
Step 1.
It is preferred that conflict be discussed and resolved
at the level at which it originates.
(See Conflict Resolution Ladder)
Step 2.
When conflict is not resolved at the originating level,
it will be taken to the next level of supervision.
(See Conflict Resolution Ladder)
Step 3.
When conflict is not resolved at step 2, then it will be
taken to the project manager and project engineer.
(See Conflict Resolution Ladder)
Step 4.
If it cannot be resolved at step 3, then it will be
handled according to contract specifications.
(See Conflict Resolution Ladder)
Basic Elements Necessary to Avoid Conflict
~ Awareness
~ Honesty
~ Intention to resolve the disagreement in as peaceful and
mutually beneficial a way as possible.
~ Willingness to divest oneself of the attachment to being "right."
Four Basic Rules of Conflict Resolution
Honor all viewpoints
Insure all have an opportunity to speak
Express feelings about the situation
Follow the 4 Step Issue Resolution Process
-17-
Four
Step Issue Resolution Process
Describe the situation: Each team member describes what is
going on as they see it, including how it affects them
personally.
Find the beginning: Ask, "When did this start?"
Work toward consensus: Establish a set of criteria that a
solution would have to meet.
Create an action plan: Record and review at a specific later
date to determine completion and correction of the problem.
Issue Resolution/Team Evaluation
· What should our issue resolution policy require?
· How should the issue resolution process work?
· What are the roles and responsibilities for all levels of the
partnership in issue resolution?
· How can we evaluate the progress of the partnership in
achieving our goals and objectives?
· Who initiates the evaluation, who has input to the
evaluation, and who sees the evaluation?
· What actions should the evaluation trigger?
· Should the evaluation process include follow-up
workshop(s)?
· If so, when and who is responsible?
-18-
Hierarchy of
Issue Resolution
List the individuals at each level of issue resolution, beginning
with the FRONT LINE level. Put a limit on the amount of time it
should take to decide if the issue can be handled at this level.
You will have an opportunity during the break to discuss this with
other members of your team for further clarification.
Bar Constructors,
Inc.
Dallas Water
Utilities
Time
-19-
A Better Communication Model
The Standard Model of Negotiation:
Gather data
Share SOME Expectations
Stability & Productivity
Disruption of Expectations
Anxiety/Anger
With d rawa I/Te rm i nati o n
The Wel Model - A Better Way:
Gather data (Plan)
Share & Negotiate
Commit
Stability & Productivity (Clarify)
Pressure (Clarify)
Disruption of shared expectations (Admit)
-20-
Conflicts and Negotiation
Conflicts: Unilateral or Bilateral
Unilateral
One side has a complaint
Bilateral
Each side wants something from the other
Conflicts: Personal or Structural
Personal
Specific individuals; and specific feelings toward those
individuals
Structural
Generic - endemic to the circumstances or group of
people involved. Must also be personal to generate the
energy necessary to create a dispute.
Common Sources of Conflict
1. Misunderstanding and miscommunication
2. Dishonesty
3. Negligence
4. Intention
5. Exclusive investment in one's opinions and belief system
6. Failure to establish boundaries
7. Mishandling of conflict
8. Fear
9. Hidden agendas
-21-
Basic elements necessary to prevent conflict
1. Awareness
Honesty
The intention to resolve the disagreement in as peaceful and
mutually beneficial a way as possible
Willingness to divest oneself of the attachment to being "right"
The Conflict Continuum
War
Undeclared war
Litigation mentality
Unclarified feeling of hostility
Personality clash
Neutrality
Openness
Situational cooperation
Personal situational cooperation
Friendship
Love
Peace
Obstacles to honesty
· Fear of another person's anger
· Fear of rejection
· Fear of listening
-22-
Power Continuum
in
Decision Making
Pure Dictatorship
Sugarcoated dictatorship
Englightened despotism
Advisory commission dictatorship
800-pound gorilla power
Arbitrated decision making
Consensus undertaking
Consensus acceptance
Genuine consensus
-23-
Let's Complete Our Charter
PERFORMANCE OBJECTIVES
· Complete the project without litigation.
· Utilize cost reduction incentive proposals.
· Finish project on time.
· No delays to project.
· No lost time injuries.
· Promote positive public relations
· Provide safe passage of the public through the project
· Make project enjoyable to work on.
· Construct and administer the contract so that all parties are
treated fairly.
We the undersigned agree to make a good faith effort
to undertake and implement the above as app~cable
-24-
The SuccesSful Team
Clarity in Team Goals ... Shared Vision
Team-Created Improvement Plan
Clearly Defined and Understood Goals
Clear Communication ... Direct and Open
Appropriate and Fair team Behaviors
Well Defined Decision Procedures
Balanced Participation
Established Ground Rules
Awareness and Sensitivity of Group Dynamics
Committment to Objective Approach
-25-
'This?*** Or.** That?
Choices we make tell more about us than we might think. From the combinations below pick
one out of the two which you identify with the most. Upon completion select one so you may
share your preference with the group.
Deep sea fishing
~'~nd je~
Vince Lombardi
Shot gun
Wings
Time machine into t~
Dreams
Astronaut
Rambo
Abraham Lincoln
Bullfight
a_~p~ze art'L~Pt~
· H P
F.~...oOtb°all~~~
Europe
"Go ahead...make my day' Clint Eastwood
.~ Pitcher
Lyle Lovett
I Did it My Way by Frank Sinatra
'Just Do It" Nike
or
or After
or Coat and tie
or
or
or
or into the future~
or Ken
or TV news reporter
Or ~ "~
or f~n F. Kennedy..,)
or
or Do~
or Human ~nnon ball
or
or Baseball umpire
or Sunday
or Forest ranger
or
R
or
or P~le
or Drams
Or ~~~e hem is a failure to ~mmuni~e'
or Cat
Or
or , ~ Ne~ ~ ~ Balm ~mi~
or al Thing' Coke
ePartnering for SI:-_'~-s_s, Inc.