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vLeader Workbook - Page 1 vLeader Workbook - Page 1
An Interpersonal Skills Simulator Designed to Encourage Exploration, Reflection and Deliberate Thought in the areas
of Leadership, Influence and Persuasion.
vLeader Professional Workbook
vLeader Workbook - Page 2 vLeader Workbook - Page 2
To Be Completed Before Class Discussion One
Complete the following Self Assessment
You can use non-business situations just as valuably as those with a business context. At this time, only answer the question of how often you find yourself performing that behavior in the Pre column. Use the following scale of 1-7.
Questions Pre Post
1 How often do you find yourself focused on your agenda rather than that of others?
How often should you be focused on your agenda rather than that of others?
2 How often do you look for ways to praise others?
How often should you look for ways to praise others?
3 How often do you specifically try to access new ideas and thoughts from others?
How often should you specifically try to access new ideas and thoughts from others?
4 How often do you look for the signs of buy-in to a new initiative?
How often should you look for the signs of buy-in to a new initiative?
5 How often do you discuss differences of opinion openly?
How often should you discuss differences of opinion openly?
6 How often do you express your thoughts assertively?
How often should you express your thoughts assertively?
7 How often do you direct others towards goal directed work?
How often should you direct others towards goal directed work?
8 How often do you display stubbornness or inflexibility?
How often should you display stubbornness or inflexibility?
9 How often do you remain calm when presented with different points of view?
How often should you remain calm when presented with different points of view?
10 How often do you advance the attitude of dealing with others as equals?
How often should you advance the attitude of dealing with others as equals?
DO NOT SKIP THIS ACTIVITY.
1 4 7
Never Always Sometimes
5 6 3 2
vLeader Workbook - Page 3 vLeader Workbook - Page 3
How things Get Done
Between communication and the results we achieve is an invisible social system. This system is very complex and your emotional intelligence (EQ) guides you. Your EQ allows you, through intuition, to not think about this social system. The goal of this program is to get you to think more about the social system to further develop your EQ.
A higher emotional intelligence is associated with your ability to handle your automatic response (putting your own emotions aside or knowingly using them) and to use your understanding of other peoples emotions to achieve better results.
IF YOU FIND PARTS OF THIS PROGRAM TOO CHALLENGING, ASK YOURSELF WHAT A MORE EMOTIONAL INTELLIGENT INDIVIDUAL WOULD DO. DISCUSS YOUR THOUGHTS WITH YOUR INSTRCUTOR OR [email protected]
To Be Completed Before Class Discussion One
vLeader Workbook - Page 4 vLeader Workbook - Page 4
Pre-Work
How to use this Workbook
Where ever you see a checkbox , complete the activity and check it off
Wherever you see this icon, write down your thoughts and emotions as you use
vLeader
Wherever you see this icon, make sure you have emailed your coach with real
world reflections
Use the workbook as a guide to efficiently use your time and optimize your
learning. The help icon will give you tips to accomplishing your goal.
Bring this workbook to your class discussions
vLeader Workbook - Page 5 vLeader Workbook - Page 5
To Be Completed Before Class Discussion One
Schedule Your Time
The time commitment is a minimum of 15 hours.
You will have at least five hours of formal facilitation and/or group discussion, and at least ten hours of self-paced practice time in the vLeader simulator.
Schedule out the time when you plan to do this work and remember the following:
This is a commitment to yourself and those who benefit from your development
Not completing the work IS one of the negative behaviors we are dealing with
Plan to do a little at a time, give real life a chance to get in the way
If you are having any difficulty in scheduling, please contact [email protected]
Using this workbook is an important way for you to reflect upon what you are doing. For anybody taking this course for credit or a certificate of completion, you must complete this workbook.
This learning is not designed to be incremental; if you are unsure what you are learning, ask your instructor or [email protected].
Selfpaced Introduction
Windows PC users: Download the SimuLearn Scenario Launcher via your student page
OS X Intel-based Mac Users: Download the SimuLearn Scenario Launcher via your student page
Install the SimuLearn Scenario Launcher
Make sure your computer meets the following requirements:
Windows XP, Vista or 7
Or
Intel-based Mac OS Leopard (10.5.x), Snow Leopard (10.6.x) or Lion (10.7)
16MB Graphics Card or better
1GB free hard drive space
Sound Card (Speakers and/or headphones)
Internet connection (for scores and data to be uploaded)
Having downloaded the program install by double clicking and following on screen prompts or instructions provided to you for installation. Use defaults unless you are an expert computer user.
Need technical help? Go to:
http://www.simulearn.net/hesk20 and submit a trouble ticket and browse the knowledgebase
The above link is the fastest way to receive support
Its helpful for you and others if you use headphones.
vLeader Workbook - Page 6 vLeader Workbook - Page 6
To Be Completed Before Class Discussion One
Interface and Practice Sessions
When you start the program, you will see a Login Screen
Select the Start Here Button and enter all the user registration information
requested then select OK (create your own password)
Write down your password here :
Enter the password you created (case sensitive) and select Login
You will see a list of available exercises and scenarios, use Learning the Principles
Exercise One: Try Doing Work
Play each scenario up to two times. Check each off if you get a Congratulations message
Complete Practice Session One (Try Doing Work)
Select and Complete Practice Session Two (Try Lowering Tension)
Select and Complete Practice Session Three (Try Moderating Tension)
Select and Complete Practice Session Four (Gaining and Sharing Power)
These exercises will familiarize you with the communication framework
Have these prompted any new thoughts? Write them here:
Tip: Click on Pause to stop the simulation at any
time.
The closed captions tell you who is speaking, whether the comment is towards a person or an idea, and the intent (positive, negative or neutral) as well as what is being said.
vLeader Workbook - Page 7 vLeader Workbook - Page 7
To Be Completed Before Class Discussion One
Is the Game Going Too Quickly?
Typical Reasons
You are reading all of the closed captions and then making your decision how to
communicate try to use how long the quote being said will take so you can decide
how long you have to decide. Make sure you decide before the character who is
speaking finishes. The most important thing to pay attention to is who is speaking to
who or about what and in what way (positive, negative or neutral)
You arent using the Pause button the pause button in the top right hand corner
can give you time to think, at least initially.
You arent sure what the intent of the statement are (positive/negative/neutral), use
the game (pictured above) to help you get used to thinking this way (a very useful life
skill). Access the game at: http://www.simulearn.net/opiniongame/miniGame01.swf
You think you are clicking on the communication bar but in fact are clicking on the
idea container, or you are clicking on the red and green arrows that appear to the left or
right of the communication bar
Your uncertainty of what you are supposed to do is preventing you from knowing
where or when to click. This is the purpose of the game, to get you thinking about
things in the right order which may initially feel unintuitive.
vLeader Workbook - Page 8 vLeader Workbook - Page 8
A Communication Framework
Lets start by looking at how we communicate. In the real world there are many ways to
express ourselves and we have a lot of the control (higher EQ means more control).
Communication can always be represented as a level of support or opposition towards
people and ideas. Leadership involves the skill of knowing how and when to
communicate in order to get the best results.
Look at the following quotations and circle the area on either the personal or idea communication bar which best describes the opinion used.
Keep going youre on a roll
You dont seem to be prepared for this meeting
I really like that idea
What else are you thinking?
Id like to know more about that
I dont think we should do that
How could this pragmatic way of thinking about communication help you in real life?
Idea
Support
(Green click)
Oppose (Red click)
Personal Idea
To Be Completed Before Class Discussion One
Support
(Green click) Oppose
(Red click)
vLeader Workbook - Page 9 vLeader Workbook - Page 9
To Be Completed Before Class Discussion One
Reflection
In your real world, when have you red-clicked a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you green-clicked a person in the last week? Who was the person, and what was the situation? What was the impact on your power (influence
and popularity), tension, ideas and work?
In your real world, when have you red-clicked an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you green-clicked an idea in the last week? What was the idea, and what was the situation? What was the impact on your power (influence and
popularity), tension, ideas and work?
In your real world, when have you chosen to be silent in the last week? Why? What was
the impact on your power (influence and popularity), tension, ideas and work?
The dialog in vLeader may not be realistic for your style of communication. It is meant to focus you
on the fact that how you communicate impacts a social system which impacts what results we get.
Practice exploring and using this framework to develop experience rapidly.
vLeader Workbook - Page 10 vLeader Workbook - Page 10
To Be Completed Before Class Discussion One
Be ready to discuss these in your class discussion:
Where do you click to gain influence? To Use Influence?
Where do you click to increase tension? To decrease tension?
Where do you click to improve peoples opinion of you?
Where do you click to generate new ideas?
Why should you sometimes be silent?
Why do you need power (formal and informal)?
Why do you need to adjust tension?
Why do you need ideas?
How Things Get Done
Idea
support oppose
support oppose
vLeader Workbook - Page 11 vLeader Workbook - Page 11
To Be Completed Before Class Discussion One
Scenario One (OneonOne)
From the Main menu click on Applying the Principles> Scenario One: One-on-one
Select the Explore mode
Do not yet select Resume to begin the Scenario
While the simulation is paused, click on Oli (the character in front of you) and
each idea to see more information. Try to think about what the information you
have seen means in terms of the situation.
The first time you play the scenario, just do the best that you know how. Dont
worry too much about whether you do well or not, think more about what is
happening. Be a good observer of interpersonal dynamics. In time we will get you to
think about what you need to get done, how to plan your approach and make sure
you execute that effectively. You will be able to use several theories in this scenario:
LMX Theory
Path-Goal Theory
Situational Theory
Needs Theory
Motivation Theory
This scenario will challenge your ability to:
Communicate and actively listen
Make decisions aligned with business objectives
Build rapport
Foster creativity
Be patient and strategic
Upon completion, remain on the Leadership Score Screen 1 (do not press the space
bar yet)
vLeader Workbook - Page 12 vLeader Workbook - Page 12
To Be Completed Before Class Discussion One
Scenario One Results
When you have completed Scenario One, you will be taken to the results screens. Do not
hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below
Given the total number of dialog turns, was your scenario short or long? Check the length
of your play below:
Short Scenario (less than 40 turns)
Medium Scenario (40 to 60 turns)
Long Scenario (greater than 60 turns)
Given the % of your dialog turns for Scenario One, were you passive, active, or
dominating? Check your style below:
Passive/Delegating (less than 30%)
Active/Participative (30% to 65%)
Dominating/Directive ( greater than 65%)
What do you think these two scores convey about your leadership style during this play?
To help self-diagnose your performance after each scenario and to better understand the
feedback screens, view
http://www.simulearn.net/metrics.html
Body language speaks volumes for how the virtual characters feel about an idea or another person. Use this table as a guide to the gestures displayed.
Non-Verbal Communication In vLeader
Click pen quickly
Strum fingers rapidly
Cough several times
Squirm in chair
Tense Neutral Relaxed
Rest chin in one hand
Pick up cup
Stroke chin
Examine pen
Look at finger-nails
Slump in seat
Yawn, Stretch
Shake head
Exhale deeply
Walk behind chair
Bang fist on table
Oppose Neutral Support
Shrug
Drink coffee
Scratch nose
Smile broadly
Take notes
Lean forward to listen
Nod in agreement
Opinion-Driven
Gestures
Tension-Driven
Gestures
vLeader Workbook - Page 13 vLeader Workbook - Page 13
To Be Completed Before Class Discussion One
What challenging or negative behaviors did you see in this scenario and how did you deal with them?
Describe a leadership challenge or team performance issue working with people in the real-world. Describe it in terms of people, ideas, opinions and impact on the business results (financial performance, customer satisfaction, employee morale). If possible comment on where the personal influence lies, the groups opinion of you, and the tension level of each person.
Do you know anyone like Oli in your workplace? What motivates or de-motivates this type
of person? What can you try differently when interacting with your real-world Oli? How
can you lower tension, build rapport, increase your influence in this type of situation?
Have you ever felt like Oli? How could you have changed your own behavior?
What Kind of Leadership Style Did You Use in Scenario One?
You spoke most of the time
The scenario was short
You did most of the work on every idea
You tightly controlled the conversation
Directing Participating Delegating
You spoke about half of the time
You spoke far less often than Oli
The scenario was long
You did some of the work on some ideas
Oli seemed in control of the ideas
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Learning_the_Principles_Quiz.html
vLeader Workbook - Page 14 vLeader Workbook - Page 14
To Be Completed Before Class Discussion One
Things to discuss in class
You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Cognitive Level Questions
What modes of communication are used in vLeader?
When you click on a communication bar are you the sender or the receiver?
When your character speaks what interpretation does the other character have?
Affective Level Questions
How do you think you receive the communications from Oli Newman? What do you feel affects this?
How does Olis non-verbal communication align with his statements, what else do you perceive?
How does the setting impact the communication process?
How does time and when Oli wants to finish this conversation impact his communication to you as the receiver?
How would knowing Oli Newman better help you as a sender? What can you do in vLeader to find out more about Oli?
How would knowing Oli Newman better help you as a receiver?
Application Level Questions
What kind of communication network is scenario one?
How would you primarily categorize the communications which go on in this conversation? Functional or dysfunctional? Explain.
How is hearing different to listening? Give an example in One-on-one scenario with Oli Newman.
How do you actively listen to Oli about the Do Filing Today idea, Look for Apartment? Or Team Coffee Break? Where do you click?
How can you look at turn-based dialog in vLeader and use it to assess the use of email, voice-mail and SMS messages?
vLeader Workbook - Page 15 vLeader Workbook - Page 15
Class Discussion One
Communication and Leadership Write down one or two questions or thoughts you might have here:
vLeader Workbook - Page 16 vLeader Workbook - Page 16
Do not pass this idea because it will pre-empt strong ideas
like Get Nortic Cards and Computer Set Up
Consider passing Look for Apartment because of the
effect on the balanced scorecard
+15 +15 +5 - 5 -5 Employee Morale
-5 +5 +10 +20 +25
Customer
Satisfaction
-10 -15 +25 +20 Financial
Performance
Finish Meeting Team Coffee
Break
Idea Net Value +40 +40 0 +20 0
Complete this Idea?
Yes/ No Yes Yes No Yes Maybe
Incompatible Ideas
0
Yes
Get Nortic Cards,
Computer Set Up Do Filing Today None None None
To Be Completed Before Class Discussion Two
Rules for Scenario One: One-on-one
vLeader has rules; use the most effective and ethical methods to get the best possible
business results. To understand an ideas value to an organization, you can look at its
impact on the three stakeholders of the business the shareholder, the customer and the
employee. Satisfying these three equally tends to lead to well balanced, successful
organizations. This table has been completed but subsequent scenarios will require your
input. Values typically occur in ranges of -25 (negative impact) to +25 (positive impact).
Scoring above 90% is HARD. If you can predictably score above 90% then you
have satisfied the demands of the situation very well.
Do Filing Today
Pass these ideas because they have a
very strong Idea Net Value
Look for Apartment Do Filing Today Get Nortic Cards Computer Set Up
vLeader Workbook - Page 17 vLeader Workbook - Page 17
To Be Completed Before Class Discussion Two
Using Different Leadership Styles
Understanding the principles of power, tension, ideas (the social system), and business
results is critical to recognizing and influencing what is happening in a leadership situation.
By using three very different styles of leadership, you will experience a wide spectrum
of cause and effect on the principles. Those styles are:
Directing Leadership Style
The directing leadership style is leader-centered; they have formal authority; they have all
or most of the ideas; they do not solicit ideas from subordinates; they want productive
tension and quick results; they dominate the conversation, giving detailed instructions on
how, when, and where they want a task performed. When would you use a directing
leadership style? What are the trade-offs?
Participating Leadership Style
The participating leadership style centers on the leader and team. When teams receive
assignments, the leaders encourage colleagues to participate by asking for ideas, such as
input, information, and recommendations. Leaders might push tension to an extreme
(relaxed, tense) to generate new ideas. When would you use a participating leadership
style? What are the trade-offs?
Delegating Leadership Style
In the delegating leadership style, leaders encourage colleagues to solve problems and
make decisions without clearing it through them. Leaders should only make a few decisive
comments to keep the team from straying too far. When would you use a delegating
leadership style? What are the trade-offs?
How does the social system impact getting the best business results? How do the business
results impact the social system?
vLeader Workbook - Page 18 vLeader Workbook - Page 18
See How Many Scenario One Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 7 times in Explore
Mode before selecting an Assess Mode to unlock the next scenario. All scores are
recorded for your and your instructors review.
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (optional)
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 65% or higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 40 and 60, and where your dialog percentage is between
30 to 65%.
You need a Total Score of 90+ in Assess mode, with a scenario length (in dialog turns) less than 60, and where your dialog percentage is 30% or less.
You need a Business Results Score of 90 or Higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 60 and 200, and where your dialog percentage is less
than 30%
To Be Completed Before Class Discussion Two
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.
vLeader Workbook - Page 19 vLeader Workbook - Page 19
To Be Completed Before Class Discussion Two
Reflection and Application To The Workplace
Have you ever helped someone with their priorities? Perhaps it was a colleague, a
subordinate, someone on your project team, or your boss. Consider the following
questions and check off the statement that appears consistent with your real-life scenario.
What style did you use?
Directing
Participating
Delegating
Other
How did it feel?
You communicated more to ideas than people
You communicated more to people than ideas
You balanced communicating to people and ideas
You dominated the conversation
You listened to and discussed ideas that you did not introduce
You listened for the intent (positive, negative, neutral communication)
You noticed body language that was consistent with the conversation
You noticed body language that was inconsistent with the conversation
What was the outcome?
The person or group you spoke with bought into the new priorities
The person or group you spoke with did not buy into the new priorities
The person or group executed the new work with high quality
The person or group did not execute the new priority work with high quality
The person or group tried to execute both the old and new priorities
What trade-offs did you make in your approach?
You used formal authority in order to economize on your efforts
You took more time to consider all options and make the decision together
You had to compromise on the quality of work
Other
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_One_Quiz.html
vLeader Workbook - Page 20 vLeader Workbook - Page 20
To Be Completed Before Class Discussion Two
Things to discuss in class
You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Contingency Theory/LMX
Cognitive Level
What are the characteristics of the situation with Oli Newman in Scenario One? Is the relationship a good or poor one, initially? Describe.
Is this a task structured or unstructured environment?
Is your position power strong or weak?
What does Fiedlers theory suggest based upon the LMX matrix? Task or relationship oriented?
How can you take a relationship approach with Oli, where do you click?
How can you take a task-oriented approach with Oli, where do you click?
Affective Level
What emotions do you have when using a more relationship-oriented approach to working with Oli? What do you fear?
How do you feel when you take a relationship-oriented approach but Oli ends up focusing on his own issues and not yours?
Which approach task or relationship feels like you have more control? How do you think that feels for Oli?
Application Level
Apply Fiedlers Contingency Theory and LMX theory to this scenario?
More questions on next page.
vLeader Workbook - Page 21 vLeader Workbook - Page 21
To Be Completed Before Class Discussion Two
Houses Path-Goal
Cognitive Level
How can Houses Path-Goal theory be applied to scenario One?
Describe how a directive leader behavior impacted the conversation? Expand.
Describe how a supportive leader behavior impacted the conversation? Expand.
Describe how a participative leader behavior impacted the conversation
Describe how an achievement-oriented leader behavior impacted the conversation.
What personal factors do you perceive in Oli Newman?
Regarding authoritarianism?
Regarding Locus of Control?
Regarding perceptions of their ability?
Regarding Olis Primary Work Group
Affective Level
Which of these behaviors feels most natural to you? Which most foreign? Why?
Application Level
Apply Path-Goal theory to the first scenario in order to generate a plan which you can communicate to someone else as to how you will work with Oli
Transformational Leadership
Cognitive Level
How can you appear more charismatic in scenario one?
How do you build trust?
How can you tap into Olis energy to motivate him to work on your key ideas not just his own?
How can you get Oli to identify with you? When might you know that Oli has high confidence in you?
How do you show genuine interest in Oli as a subordinate?
How can you create intellectual stimulation in Oli and get him to make a large leap in his direction?
Affective Level
What does it feel like to build trust with Oli?
What does it feel like when you have tapped into Olis motivation?
Application Level
Discuss the application of transformational leadership in the context of scenario one.
vLeader Workbook - Page 22 vLeader Workbook - Page 22
Class Discussion Two
Persuading and Influencing Individuals Write down one or two questions or thoughts you might have here:
vLeader Workbook - Page 23 vLeader Workbook - Page 23
To Be Completed Before Class Discussion Three
Scenario Two (The New Person)
Select Scenario Two: The New Person
After the introduction, select the Explore mode button
With the program paused, use the next pages grid to help you plan your work
Scenario Two Results
When you have completed Scenario Two, you will be taken to the results screens. Do not
hit the space bar. Click the arrow key twice on your keyboard to view Screen 3 of 11 -
Leadership Style. Answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
Short scenario (Less than 50)
Medium scenario (51 to 75 turns)
Long scenario (greater than 75 turns)
Given the % of your dialog turns for Scenario Two, were you passive, active, or
dominating?
Passive/Delegating (less than 30%)
Active/Participative (31% to 65%)
Dominating/Directive (greater than 65%)
What do you think these two scores convey about your leadership style during this play?
To help self-diagnose your performance after each scenario, review this link:
http://www.simulearn.net/metrics.html
Your Goal to monitor, direct and influence the conversation and improve the
outcome.
vLeader Workbook - Page 24 vLeader Workbook - Page 24
To Be Completed Before Class Discussion Three
Your Objective in each Scenario
Assess the situation and characters
Optimize Power, Tension and Ideas to focus the group on the Right Work
Plan your work Work your plan
Select and use the most appropriate leadership skills, strategies and styles to
achieve the best possible outcome
Make decisions aligned with the strategic business goals:
Financial Performance, Customer Satisfaction, Employee Morale
Complete the following idea sheet to determine which ideas are best for Business
Results
Verbal Non-Verbal
Body Language
Communicating NonVerbally in vLeader (Optional)
vLeader Tip: Use the right mouse button (Windows users) or Hold the Apple key
(Macintosh Users) when clicking on an communication bar to change your body language
toward an idea or person without speaking
-10 +10 +5 +10 -5 +10 Employee
Morale
+25 -10 -5 +15 Customer
Satisfaction
+15 -5 +15 -5 +5 +15 -5 Financial
Performance
Finish M
eeting
Raise R
etention
to 65%
Fix E
nvironment
Use A
utomation
Coffee S
hop
Stop C
omplaining
Crisis Loom
ing
Fix M
orale
Idea Net Value
Complete this Idea?
Incompatible Ideas
Yes
0
0 0 0
Supported by?
vLeader Workbook - Page 25 vLeader Workbook - Page 25
See How Many Scenario Two Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 6 times in Practice
Mode before selecting an Advanced Mode to unlock the next scenario. All scores are
recorded for your and your instructors review.
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) less than 50 and where your dialog percentage is 65% or higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 50 and 75, and where your dialog percentage is between
30 to 65%
You Need a Business Results Score of 90 or Higher
You need a Total Score of 60 or higher, with a scenario length (in dialog turns) between 75 and 200, and where your dialog percentage is less
than 30%
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (Optional)
You need a Total Score of 90+ in Advance Mode, with a scenario length (in total dialog turns) less than 80, and where your dialog percentage is 35% or less. HINT: You might want to use non-verbal communications to help you (see bottom of page 20).
To Be Completed Before Class Discussion Three
How many times did you play this scenario in PRACTICE and ADVANCE modes? If less than 8, practice a few more times.
vLeader Workbook - Page 26 vLeader Workbook - Page 26
To Be Completed Before Class Discussion Three
Scenario Two Tips for Improvement
Find common ground and avoid divisive ideas in favor of uniting ideas:
Avoid Stop Complaining idea in favor of Fix Morale
Avoid Coffee Break idea in favor of Fix Environment
Support Crisis Looming idea only when Oli and Rosa are not in conflict
Build influence and the groups opinion and then strongly introduce Raise Retention to 65%
Strongly Support Retention to 65% idea; use your power to support your idea and rally the team
Remember to communicate directly to people as well as ideas
positive negative
The vLeader Perspective
vLeader scenarios are not real meetings
The virtual characters are not real people
The dialog is not real conversation
However:
Real scenarios do include the opinions, behaviors, agendas and strategies in vLeader
Real characters are affected by the ideas and people involved in the discussion
Real conversations are supporting, opposing, and neutral comments towards people and ideas
You will learn to rise above the specifics of the conversation, whether it be verbal or written, and recognize what ideas are being discussed, what opinion each person has of the ideas and each other. The more you focus on reactions, interactions, and behaviors, the more strategically and effectively you will be thinking.
vLeader Workbook - Page 27 vLeader Workbook - Page 27
To Be Completed Before Class Discussion Three
Key Learning Points - Scenario Two
The leadership styles that you have used impact the leadership principles in different ways. Use
these questions to being thinking about how you could approach a scenario.
Mission
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
What is the relationship like between Oli and Rosa?
What effect does that have on the most important idea(s) you identified above?
Strategy Plan Your Work
Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics Work Your Plan
Where will you click in order to successfully execute the various parts of your strategy?
Execution
If you have not completed four of the Scenario Two goals, play this scenario at least once more to
effectively execute this strategic approach to Scenario Two. Use the PAUSE button frequently to give
yourself time to assess the best place to click to execute that strategy.
Helpful Hint if the virtual meeting feels confrontational or a struggle to keep on task (constantly
switching ideas and trying to finish the meeting) something is out of alignment with Power, Tension,
Ideas or Work strategies. Try a different approach to optimize your personal influence, the groups
opinion of you, generate new ideas and moderate tension levels to lead others to the Best Results.
vLeader Workbook - Page 28 vLeader Workbook - Page 28
To Be Completed Before Class Discussion Three
What challenging or negative behaviors did you notice in the simulator and how did you deal with them?
Describe a situation where it is difficult to prioritize yourself or other people, and/or a scenario where a conflict stifles the productivity of the team.
Consider the following questions: Who are the people involved? What are the ideas? What is the groups opinion of you? What is the groups tension level? What is your level of personal influence? What is the right work?
What have you discovered about the style of leadership you most often use?
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Two_Quiz.html
vLeader Workbook - Page 29 vLeader Workbook - Page 29
To Be Completed Before Class Discussion Two
Things to discuss in class
You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Conflict Resolution/management Theory
Cognitive Level
In scenario Two what kind of conflict do you perceive in the situation? Functional or Dysfunctional? Explain .
How can conflict between Oli and Rosa help this situation?
What kind of conflict is it between Oli and Rosa? Intra-group or Interpersonal? Discuss.
Describe a conflict episode in this scenario. Use terms like support, oppose, silence, idea A and idea B, alignment, tension etc.
What latent conflict may have been the root cause of the conflict(s) in this scenario?
How do you perceive the conflict to involve you?
How does Will and the senior management team play a role in the manifest conflict?
Comment on the Conflict Frames of Relationship-Task, Emotional intellectual and Cooperate-Win in the context of scenario two.
Discuss the Thomas Kilmann model of conflict orientations and the effects of these within scenario two.
Comment on the possible causes of conflict as it pertains to Structural or Personal Factors
Affective Level
Comment on your tolerance for conflict and its role in this scenario.
How do you feel about having to discuss the Use Automation idea?
What does it feel like to initially build an alliance with one person and then look for the other to join in?
Which conflict orientation in the Thomas Kilmann model feels most natural and unnatural?
How were you part of the conflict and what was the cause?
Application Level
Discuss the application of the Thomas & Kilmann model in the context of scenario two.
If you were coaching someone else in a situation like this, how would you tell them to approach the scenario?
vLeader Workbook - Page 30 vLeader Workbook - Page 30
Class Discussion Three
Conflict and Team Skills Write down one or two questions or thoughts you might have here:
vLeader Workbook - Page 31 vLeader Workbook - Page 31
To Be Completed Before Class Discussion Four
Scenario Three (Status Quo)
Getting Started
Select Scenario Three: Status Quo
After the introduction, select the Explore mode
Scenario Three Results
When you have completed Scenario Three, answer the questions below:
Given the total number of dialog turns, was it a short or long scenario?
Short Scenario (less than 40 turns)
Medium Scenario (41 to 70 turns)
Long Scenario (71+ turns)
Given the % of your dialog turns for Scenario Three, were you passive, active, or
dominating?
Passive/Delegating (0% to 30%)
Active/Participative (31% to 70%)
Dominating/Directive (greater than 70%)
What do you think these two scores convey about your leadership style during this play?
Oli
Rosa
You / Corey
Will
Herman
Alan
Remember that you are no longer the person with the highest authority. How
does this affect how you interact? How should it affect you when you interact?
vLeader Workbook - Page 32 vLeader Workbook - Page 32
To Be Completed Before Class Discussion Four
Scenario Three Strategies
Ideas Strategy: Raise the groups tension to think of new and better ideas
Power Strategy: Build an alliance with Rosa and Oli while partnering with an authority
figure, Herman
Work Strategy: Identify and complete the critical ideas like the Call Center Work
Complete the following idea sheet to determine which ideas are best for Business
Results (plan your work)
To help self-diagnose your performance after each scenario, review this link:
http://www.simulearn.net/metrics.html
+10 -10 +5 -10 +15 +20
+5 -5 -5 +10 +30
-10 +5 +5 +5 +20
Finish
Meeting
Will's Sales
Retreat
Cut
Expenses Go to Party
Minutes on
Website
Rosa on
Sales Call
Call
Center
Work
Supported by
which Characters?
0
0
Employee
Morale
Customer
Satisfaction
Financial
Performance
Idea Net Value
Complete Idea?
Y/N
Incompatible Ideas
vLeader Workbook - Page 33 vLeader Workbook - Page 33
See How Many Scenario Three Goals You Can Complete
Try to accomplish these in order. You should play this scenario at least 6 times in Explore
Mode before selecting Assess Mode to unlock the next scenario. All scores are recorded
for your and your instructors review.
Directive Style Delegative Style
Participative Style Great Scenario
Master Play (Optional)
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) less than 40 and where your dialog percentage is 70% or higher
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 40 and 70, and where your dialog percentage is between
30 to 70%
You need a Total Score of 90+ in Assess Mode, with a scenario length (in dialog turns) less than 80, and where your dialog percentage is 35% or less
You need a Business Results Score of 90 or Higher
You need a Total Score of 70 or higher, with a scenario length (in dialog turns) between 70 and 200, and where your dialog percentage is less
than 30%
To Be Completed Before Class Discussion Four
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice a few more times.
vLeader Workbook - Page 34 vLeader Workbook - Page 34
To Be Completed Before Class Discussion Four
Scenario Three Tips
Ideas Strategy: Excite the Group to Think of Hidden Ideas
Tactics: Introduce and Focus on Cut Expenses
Tactic: Raise Hermans tension and he will bring up Call Center Work idea
Power Strategy: Build Factions and Partner with Authority
Tactics: Support Rosa, Oli, and Herman after Call Center Work idea is introduced
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass Call Center Work, Cut Expenses and Rosa on Sales Call
Tactic: Do not let Will pass the Sales Retreat idea
vLeader Tips
Use the right mouse button instead of the left mouse button to introduce an idea, and you will introduce it negatively, bringing it up without investing your personal influence
Macintosh users can hold down the Apple key while clicking on an idea to introduce an idea negatively.
Remember that your business score is impacted only by the ideas completely passed
What challenging behaviors did you see in this scenario? How did you effectively deal with them?
Write in the space below observations about what does and does not work in this scenario for discussion with your group:
Positively Introduce an Idea
Negatively Introduce an Idea
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Three_Quiz.html
vLeader Workbook - Page 35 vLeader Workbook - Page 35
To Be Completed Before Class Discussion Four
Things to discuss in class
You may not know the answer to all of these questions but do your best to find answers in your textbook or by collaborating with others in your class.
Power, Politics and Building Coalitions
Cognitive Level
Who has the authority in this scenario?
How is authority different from power? Use this scenario to discuss.
In this scenario what power flow are you trying to create?
What bases of power did you use to get Rosa to support the Fund Call Center idea?
How does Rosa use political tactics in this scenario to help Will in the decision-making process?
Comment on the richness of the dynamic power in this scenario when you were able to build a political coalition of at least 3 people supporting the Fund Call Center idea to completion.
How does Will try to control the decision-making agenda?
How does Will, or how did you build a coalition?
Comment on the characters in this scenario and their political skill.
Draw a conclusion as to how this Hermans lack of political power causes the difficulties you experienced in the scenario
What political strategies were being implemented in this scenario?
Affective Level
How did it feel to have Will tell you not to discuss the Call Center and then try to champion his Sales Retreat?
How did it feel If you could have changed how this meeting starts, what might you have done prior to this meeting other than had an informal conversation with Herman about funding the call center?
How does it feel to have to find support for the Call Center work? Did you ever feel apprehension about asking someone to contribute?
Explain how and why you may have felt or others may have felt intimidated in this scenario.
Application Level
Which of these influence tactics did you find yourself using? Comment on which ones seemed to work.
vLeader Workbook - Page 36 vLeader Workbook - Page 36
Class Discussion Four
Power, Politics and Coalitions Write down one or two questions or thoughts you might have here:
vLeader Workbook - Page 37 vLeader Workbook - Page 37
To Be Completed Before Class Discussion Five
Key Learning Points - Scenario Three
Mission:
What was the most important idea(s) to pass in this scenario?
What trade-offs did you have to make to get that idea passed?
Awareness
Who has formal authority in this scenario?
What impact does this have on the scenario?
What non-verbal communication have you seen in this scenario?
Strategy Plan Your Work
Write down how you would plan to affect the principles in order to get the most effective results in
this scenario
Tactics Work Your Plan
Where will you click in order to successfully execute the various parts of your strategy?
Execution
Play this scenario at least one more time to effectively execute this strategic approach to Scenario
Three. Use the PAUSE button frequently to give yourself time to assess the best place to click to
execute that strategy
vLeader Workbook - Page 38 vLeader Workbook - Page 38
To Be Completed Before Class Discussion Five
Scenario Four (Two Cultures)
Select Scenario Four (Two Cultures)
After the introduction, select the Practice mode
Scenario Four Strategies
Power Strategy: Build Alliances and Partner with Authority
Your Intent: You cannot pass critical ideas by yourself
Your Intent: You need a power base that involves either Alan or Herman
You may have to support an idea that you dont necessarily like (Whos
Downsized) to gain a critical alliance (with Alan) and increase your personal
influence to use later on. Does this ever happen in real life?
Work Strategy: Identify and Complete the Critical Work
Tension Strategy: Keep tension at productive levels
Complete the following idea sheet to determine which ideas are best for Business
Results
+10 +10 +15 -5 +15 -10 -5
Employee Morale
+20 +15 -5 +10 -5 Customer
Satisfaction
-10 -5 -5 -5 +5 +10 +10 +20
Financial
Performance
Finish M
eeting
Senior M
eeting
More C
lient Contact
Keep H
R P
olicies
Keep V
endors
Elim
inate Vendor
Netw
orks
Consolidate IT
Whos D
ownsized
Com
bine Sales
Idea Net Value
Complete Idea?
Y/N
Incompatible
Ideas
Yes
0 0
0
0
Supported by?
vLeader Workbook - Page 39 vLeader Workbook - Page 39
To Be Completed Before Class Discussion Five
See How Many Scenario Four Goals You Can Complete
Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in Explore Mode before selecting an Assess Mode to unlock the
next scenario. All scores are recorded for your and your instructors review.
Consensus Scenario Strategic Success
You need all characters to agree to at least one idea
You need to build an alliance with one or more characters for a strategic purpose. Try to
optimize your informal power
Great Scenario Great Scenario Again
You need a Business Results Score of 90 or higher without dominating the conversation (use
only 25-35% of the dialog turns)
You need a Total Score of 90 or higher immediately after a previous Business Results
Score of 90 or higher
vLeader Workbook - Page 39
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 6, practice more.
What trade-offs do you have to make to accomplish these goals?
vLeader Workbook - Page 40 vLeader Workbook - Page 40
To Be Completed Before Class Discussion Five
Scenario Four Strategy and Tactics
Power Strategy: Build Factions and Support
Tactics: Introduce and support Whos Downsized? and support Alan directly (click in
Alans green zone). Write down as many different places you can click to execute this.
Tactics: Introduce and support Consolidate IT and More Client Contact. Write down as
many different places you can click to execute this
Tactics: Support Herman and Will when they are tense by clicking in their green zone
Write down as many different places you can click to execute this.
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass More Client Contact, Consolidate IT, Combine Sales, Keep HR Policies
and Keep Vendors ideas. Write down as many different places you can click to execute
this.
Tactic: Do not let either Senior Meeting or Fire Nortic Vendors pass. Write down as
many different paces you can click to execute this.
vLeader Workbook - Page 41 vLeader Workbook - Page 41
To Be Completed Before Class Discussion Five
What challenging behaviors did you witness in this scenario? How did you deal with them?
Describe a team situation at your workplace where others want to continue with old ways of doing things when new ways are required, and/or describe a situation where you are challenged with leading people above you or from other departments.
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Four_Quiz.html
vLeader Workbook - Page 42 vLeader Workbook - Page 42
Class Discussion Five
Developing Your Skills Write down one or two questions or thoughts you might have here:
vLeader Workbook - Page 43 vLeader Workbook - Page 43
To Be Completed Before Class Discussion Six
Scenario Five (Crisis and Opportunity)
Select Scenario Five (Crisis and Opportunity)
After the introduction, select Practice mode
Scenario Five Strategies
Idea Strategy: Relax the group to think of new ideas
Your Intent: Uncover hidden ideas
Work Strategy: Identify and Complete the Critical Work
Your Intent: Pass the right mix of ideas that best meet the organizational
objectives
Complete the following idea sheet to determine which ideas are best for Business
Results
+25 +20 +5 +5 -10 +10 -10
+20 +25 +25 +5 +5 -10 +15 +10 -10
+10 +10 +25 +5 -10 -5 +15
Finish M
eeting
Best S
ervice
Best P
roduct
Low cost provider
Will talks to press
Alan talks to press
Do N
othing
Move to S
tates
Rebuild F
acility
Dow
nplay to Press
Yes
Employee
Morale
Customer
Satisfaction
Financial
Performance
Idea Net Value
Complete Idea?
Y/N
Incompatible
Ideas
0
0
0
0
Supported by?
vLeader Workbook - Page 44 vLeader Workbook - Page 44
To Be Completed Before Class Discussion Six
See How Many Scenario Five Goals You Can Complete
Use different strategies to see which of these you can accomplish. You should play this
scenario at least 6 times in Explore Mode before selecting an Assess Mode to unlock the
next scenario. All plays and scores are recorded for your review.
Great Scenario Great Scenario Again
You Need a Business Results Score of 90 or Higher
You need a Total Score of 90 or higher immediately after a of Business Results Score of
90 or higher
Idea Play
You need to get all of the ideas on the table
Efficient Play
Complete the scenario within 85 total dialog turns
How many times did you play this scenario in EXPLORE and ASSESS modes? If less than 8, practice more.
What trade-offs do you have to make to accomplish these goals?
vLeader Workbook - Page 45 vLeader Workbook - Page 45
To Be Completed Before Class Discussion Six
Tips for Scenario Five
Idea Strategy: Relax to think of new ideas
Tactics: Support and quickly pass either Alan talks to press or Will talks to press to get
the issue off the table so that the group can feel they are accomplishing something
Tactic: Support Do Nothing idea repeatedly and click on everyones green zone until
Low-cost provider idea appears. Do not pass Do Nothing idea, just discuss it to lower
tension
Work Strategy: Identify and Complete the Critical Work
Tactic: Pass either of Low-cost Provider, Best Products, or Best Service
Tactic: Pass either of Rebuild Facility or Move to States
Tactic: Prevent Downplay to Press or Do Nothing from passing
The last scenario is mostly about bringing the group together and lowering tension to help
the group generate new ideas. Forcing the discussion of Do Nothing can lower the
groups tension considerably, but do not let it be completed. Everyone in the room will be
annoyed at you for focusing on it, but part of being a leader is doing the right thing, even
when it is unpopular.
Try using the right click on the idea of "Do Nothing" to introduce it negatively
Do not introduce any revealed ideas until all ideas are revealed to you
Consider whether you need power (influence and alignment) in this scenario
What challenging or negative behaviors did you see in this scenario?
How did you deal with them?
vLeader Workbook - Page 46 vLeader Workbook - Page 46
To Be Completed Before Class Discussion Six
Describe a situation where your team has suffered a crisis, extreme duress or chaos:
Perhaps they were immobilized by high stress or fear; perhaps they were unable to generate new ideas; perhaps people were more worried about keeping the blame from themselves
Describe what you have done across the entire vLeader program
What have you learned about styles, power (personal influence, groups opinion) tension, ideas, the right work, and balanced business results? Did you play the same situations from different approaches? Did you apply a communication framework of supporting and opposing people and ideas? Did you learn about and respond to how your communication affects the social system? Did you apply a thought process around business results?
Are you now ready to try using what you have been practicing in the simulator in your real world situations?
Not Sure What You are Learning? Take this short Pop Quiz: http://www.simulearn.net/Quizzes/Scenario_Five_Quiz.html
vLeader Workbook - Page 47 vLeader Workbook - Page 47
Class Discussion Six
Applying Your Skills Write down one or two questions or thoughts you might have here: