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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. I ' ! ' '# t II ~) 19it2,199'q CffiAS ALMON I000 ~ ~M~FtCA~; O~ -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.