Motivation, Intention and Behavior

Motivation, Intention and Behavior

what you are trying to do!

Your self-perception is based on…

Motivation(Internal)

Intentions

Behaviors

what they are seeing you do!

Their perception of you is based on…

Motivation

Intentions

Behaviors(External)

Want Motive

Why do people behave the way they do?

Satisfier Goal

Behavior

1st Premise ofRelationship Awareness®

Behavior is driven by motivation

2nd Premise ofRelationship Awareness®

Motivation changes in conflict

3rd Premise ofRelationship Awareness®

Personal weaknesses are overdone strengths

4th Premise ofRelationship Awareness®

Personal filters influence perception

Motivational Value SystemMotives and values which underlie behavior when things are going well. The MVS drives behavior.

Valued Relating StyleThe behavioral style associated with a Motivational Value System. Behavior may change in different situations.

VALUED RELATING STYLE

Concern for the Protection, Growth and Welfare of Others

Being open and responsive to the needs of others

Seeking ways to bring help to others

Trying to make life easier for others

Trying to avoid being a burden to others

Ensuring others reach their potential Ensuring others are valued Defending the rights of others

BLUE ALTRUISTIC–NURTURING

RED ASSERTIVE–DIRECTINGConcern for Task Accomplishment, Concern for Organization

of People, Time, Money and Any Other Resourcesto Achieve Desired Results

VALUED RELATING STYLE Competing for authority,

responsibility and positions of leadership

Exercising persuasion Being alert to opportunity Claiming the right to earned

rewards Accepting challenges Accepting risk-taking as necessary

and desirable Demonstrating competitiveness

Concern for Assurance That Things Have Been Properly Thought Out Concern for Meaningful Order Being Established and Maintained

Individualism, Self-Reliance & Self-Dependence

GREEN ANALYTIC–AUTONOMIZING

VALUED RELATING STYLE Being objective Being right Being principled Being in control of emotions Being practical Being cautious and thorough Being fair Being resolute Being serious Being their own “judge and jury” Being their “own person” Thinking things through before acting

HUB FLEXIBLE–COHERING

VALUED RELATING STYLE

Concern for FlexibilityConcern for the Welfare of the Group

Concern for the Members of the Group and for Belonging in the Group

Being curious about what others think and feel, open minded and willing to adapt

Experiments with different ways of acting

Proud to be a “member” Likes to know a lot of people Likes to be known by a lot of people Likes to be known as flexible

Frequency is not the same as quality; quality of behavior is dependent on the individual

The higher the number on a scale, the more frequently one is motivated by concerns typical of that scale.

What style of Leadership or Management might people with an MVS in the Blue, Red, Green or Hub prefer to use?

Exception or Process

Consensus or Team-based

Enabling or Supportive

Direction or Example

How about people with an MVS in the

3 blended areas?

Strategic or Tactical

Empowering or Guiding

Coaching or Mentoring

Activity

GROUP

7 MVS Groups

1. We are valuable at work because….2. Some famous people or characters who fit here:

Activity3. What we like most about working with other colors…4. What frustrates us most about interacting with the other colors….

Personal Strength

Overdone Strength

A behavior or trait that enhances the self-worth of one’s self and other people.

A behavior or trait that denies self-worth to one’s self or other people. Self-worth can be denied if the strength is actually overdone or is perceived

as overdone.

What is conflict?

Conflict is a reaction to a perceived threat to self-worth.

People are willing to go into conflict about things that are important to them.(conflict triggers)

When we see conflict in other people, we can discover what is important to them.

Relationship Awareness Theory states that we approach conflict with a predictable sequence of

motivational changes which are expressed through the use of different behaviors.

The Stages of Conflict:

Stage 1 Focus on self, problem and other

Stage 2 Focus on self and problem

Stage 3 Focus on self

Focus During Conflict

Conflict Variables1) Power differentials2) Relationship history3) Age4) Gender 5) Culture6) Values (including

Motivational Value System)

Activity

How we want to be approached…

What causes conflict at work…

What do we do to resolve conflict?

Conflict

Stage 1Conflict Groups

Borrowed Relating Styleis a style of relating that is used in pursuit of a desired goal; the behavior alone does not enhance feelings of self-worth.

is a style of relating that is used to get through a situation that offers

nothing to confirm self-worth.

Mask Relating Style

OPPOSITION

op’po•si’tion–n. 1. Resistance, contradiction,

contrast, differences...

Some of the most creative ideas come

from the synergy of opposition.

CONFLICT

con•flict’–n. 1. A sharp disagreement or collision in

interests, ideas and/or principles... resulting in emotional disturbance...

When a person’s sense of self-worth is perceived to be

threatened or at risk.

does not necessarily

equal

Opposition vs. ConflictDefinitions from Webster’s New World Dictionary, Second College Edition

Cost of Conflict

Effort to Prevent Conflict

Some conflict is preventable.It may come from:

▼A clash of relating styles▼Misunderstandings▼Faulty assumptions▼Stress▼Etc.

Preventable Conflict

Results

How do we look as an organization?

South Fulton 1

Activity

Strength ManagementFind your top 6 strengths on the chart, notice how they may appear if overdone.

Read the “Things I need to be on guard against” section for your color(s) and underline the phrases that are most meaningful to you.

Activity

Closing & Evaluations

31

36

33

R G B( )

Conflict Sequence

23

41

36

R G B( )

Conflict Sequence

62

20

18

R GB( )

Conflict Sequence

32

12

56RG B

Conflict Sequence

HUB

BLUE RED

GREEN

RED-BLUE ASSERTIVE–NURTURING

VALUED RELATING STYLE

Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership

Actively seeking opportunities to help others

Persuading others to ensure maximum growth and development of others

Being open to proposals for creating welfare and security for others

Creating enthusiasm and support in tackling obstacles to success

RED-GREEN JUDICIOUS–COMPETING

VALUED RELATING STYLE

Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition

Providing rational leadership that can assess risks and opportunities

Being decisive and proactive when all the facts are in

Challenging opposition through thoughtful process and strategy

BLUE-GREEN CAUTIOUS–SUPPORTING

VALUED RELATING STYLE

Concern for Affirming and Developing Self-Sufficiency in Self and Others, Concern for Thoughtful Helpfulness with Regard for Justice

Building effective processes and resources to protect or enhance welfare of others

Offering assistance for greater self-sufficiency and independence

Supporting activities that lead to growth

Fighting for principles that are fair

BLUE-GREEN RED-GREEN

RED-BLUE

MVS GroupsConflict Triggers

What causes conflict for you?

COLOR

CONFLICT STAGE

FOCUS ON BLUE RED GREEN

1 SelfProblemOther

Simply being accommodating to the needs of

others

Simply rising to the challenge being offered

Simply being prudently cautious

2 SelfProblemOther

Giving in and letting the

opposition have its way

Having to fight off the

opposition

Trying to escape from the

opposition

3 SelfProblemOther

Having been completely

defeatedHaving to fight for one’s life

Having to retreat completely

Internal Experience in Conflict

CONFLICT STAGE

FOCUS ON BLUE RED GREEN

1 SelfProblemOther

Accommodate others

Rise to the Challenge

Be prudently cautious

2 SelfProblemOther

Surrender conditionally Fight to win Pull back and

analyze

3 SelfProblemOther

Surrender completely

Fight for survival Withdraw

Observable Behavior in Conflict

• 5 Step Activity:• MVS – Conflict

Triggers• Stage 1 Conflict• Stage 2 Conflict• Stage 3 Conflict• MVS – Positive

Results

Living Triangle

Stage 2 (color)

Stage 2Conflict Groups How we want to be

approached…

What we do…

How we feel…

Stage 3 (color)

Stage 3Conflict Groups

What we do…

How we feel…

COLOR

MVS GroupsPositive Results

Some positive results of conflict are…

Living Triangle

• Conflict triggers often relate to a person’s MVS

• Entering conflict can be a choice• Conflict comes in all colors• Conflict does not have to behave angrily to

be real• Genuine acknowledgement of conflict,

regardless of its color, is a critical factor in its identification and management

• Conflict, if well managed, has the potential for positive outcomes