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=09 ManagementVitality logo =09 We are pleased to send you our November 2001 Issue as an example of our M= anagementVitality Teamwork Newsletters. You may also go to November Teamwor= k Newsletter to view an online copy. Glenn McInnes President ManagementV= itality Inc. Glenn.McInnes@ManagementVitality.com =09 Teamwork Newsletter NOVEMBER 2001 =09 Trust is the fuel that moves companies forward Business is down. Layoffs= loom. Employees are focusing on their family, and many fear losing their j= obs. Yet, you need to move your company or your department forward. You nee= d to move upward and onward. What does it take? Trust! We suggest that it i= s Trust that allows the balance between the opposing demands of work and qu= ality of life. As always, moving forward requires a balance of effectiven= ess vs. efficiency and short-term vs. long-term goals. A closely connected = tenet of these four is trust and getting to trust is a process that can be = worked on. The ability to work towards the future as a team requires trus= t because the future is pure promise, and has no reality in the here and no= w. Without trust, there can be no agreement concerning future events. After= all, certain real, clashing interests will be sacrificed in the short term= , for an unreal future built on promises. Trust is the factor that permits = common goals to benefit both parties. Thus, conflicts of interest are reso= lved through common goals pursed in an atmosphere of mutual trust. Those wh= o understand capi (coalesced authority, power and influence) know that it n= aturally gives rise to conflicting interests. To get things done, a team mu= st have common goals or interests to bind them together. Mutual suspicion m= ust give way to mutual trust. As we well know, the bearers of various impl= ementation forces come into conflicts that simply do not get resolved. When= fundamentally different interests are at issue, resolution often seems imp= ossible. There are no obvious or immediate win-win solutions. In fact, Dr. = Adizes makes the bold declaration that when conflict arises among people wi= th different interests, the short-term outcomes can never satisfy both part= ies. In the short term, conflicting interests can only be addressed by a co= mpromise, where both parties? interests suffer, or by a win-lose scenario t= hat leaves one party seriously disgruntled. Destructive conflict over diff= erent interests manifests itself as long, drawn out tensions between the di= fferent players. The conflict will not go away. The trick is to harness tha= t conflict to achieve something, rather than trying to pretend that it does= not exist. Avoiding conflict is not the secret. Encouraging constructive c= onflict is the way to move forward. Trust is the only path to constructive = conflict in a situation of different interests. However, trust can only be= earned over time. To establish trust, one must establish a history of livi= ng up to promises. Since trust can be eroded in a split second, making the = pursuit of common goals increasingly difficult, one must move slowly and ca= refully and in a non-threatening manner as one builds that history of trust= . To learn more, or for a refresher on the trust process, enroll in our on= line course, Teamwork Plus! at www.ManagementVitality.com . To send in= your own question to this newsletter, write Katherine.Prouty@ManagementVit= ality.com. To brush up or learn more about the Adizes Methodology, go to = www.ManagementVitality.com . Congratulations to Michael Rossiter, Group = Executive - Learning and Development, LendLease from London England for wi= nning the free enrollment in the November course of Teamwork Plus!. To q= ualify for our December draw for our next free course, subscribe to this = monthly newsletter! Your number to qualify for this month's contest is 4400= . If you found these ideas useful, please forward this Newsletter to a c= olleague. Return to ManagementVitality Home Page =09 =09=09 Online Courses: Teamwork Plus! series What: The six courses in Teamwork= Plus! are 1. Managing Change 2. Harnessing Conflict 3. Predicting Decis= ion Outcomes 4. Understanding Corporate Lifecycles 5. Overcoming Obstacle= s to Implementation 6. Effective Corporate Structure =09 Management Style= Test =09 =09 Student's Time: About 3 hours per course, any time of day or night, about = 18 hours for the series. Timetable: Six weeks, 1 course per week, starting= January 14th and ending March 1st. It's easy to take, even when travellin= g. It has a start date and an end date, and in between those dates you can = start when you wish and proceed at your own pace, participating in threaded= discussions which are tied to what section you are up to in the course. Th= is means that between the start date and end date you participate in a dial= ogue in the context of where you are in the course and not in the context o= f where you are either in time or place, or whether you progress through th= e content ahead of or behind other students. Host: Bill Caswell, P. Eng.= , 25 years as a CEO, ManagementVitality Content Officer and an Adizes Assoc= iate will offer comments on every student's answers to Questions and Exerci= ses, throughout the series. Price: $495 U.S. for the series of 6 courses. = Enroll in Teamwork Plus! at www.ManagementVitality.com . =09
A Teamwork Newsletter from ManagementVitality