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LEADERSHIP DIFFERENCES:

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Title: LEADERSHIP DIFFERENCES:


1
INNOVATION-TRIZ,INC.
  • LEADERSHIP DIFFERENCES
  • HOW TO MEASURE AND HOW TO USE
  • AIChE LEADERSHIP CONFERENCE
  • JUNE 3, 2006
  • HOUSTON, TX
  • Jack Hipple
  • Innovation-TRIZ
  • Tampa, FL

2
OBJECTIVES
  • Provide a structure for thinking about the people
    side of leadership challenges
  • Teach basics on measuring, appreciating, and
    pro-actively using style differences
  • Learn your own style and whats unique about it

3
AGENDA
  • Introductions and Goals
  • The People Side of Leadership
  • Measuring
  • Appreciating
  • Using
  • Exercises
  • Questions and Summary

4
WHAT KIND OF AN ORGANIZATION DO
YOU WANT?
  • Everyones a team player
  • OR
  • Everyones individual strengths are used at
    maximum energy level
  • The latter has the potential to be more more
    productive, but is inherently more difficult to
    manage

5
ASSUMING YOU WANT TO DO THIS --HOW IS IT
DONE?
  • Recognize the differences in people and how they
  • relate to each other
  • relate to the organization and its goals
  • analyze and solve problems
  • Dont rely on chance or gut feel to make this
    happen!

6
HOW WE RESPONDTO A NEAT IDEA
DISLIKE
ATTITUDE TOWARD PERSON
LIKE
LOW
HIGH
NOVELTY OF IDEA
7
HOW WE RESPOND
ATTITUDE TOWARD PERSON
SUPPORT ENCOURAGE
LIKE

HIGH
NOVELTY OF IDEA
8
HOW WE RESPOND
SABOTAGE
DISLIKE
ATTITUDE TOWARD PERSON

HIGH
NOVELTY OF IDEA
9
HOW WE RESPOND
ATTITUDE TOWARD PERSON
HELP
LIKE
LOW

NOVELTY OF IDEA
10
HOW WE RESPOND
IGNORE
DISLIKE
ATTITUDE TOWARD PERSON
LOW

NOVELTY OF IDEA
11
SUCCESS FACTORS NON-PERSONAL
EQUIVOCALITY
HIGH
LOW
GRAND SLAM
MOTIVATION
BLACK HOLE
DISTANCE
DEAD IN THE WATER
LONG SHOT
LOW
HIGH
COMMUNICATION
12
  • TOOLS TO ASSIST IN UNDERSTANDING THESE
    DIFFERENCES IN A SCIENTIFIC WAY

13
ASSESSMENT TOOLS--BASED ON CARL JUNGS WORK
  • Isabel Myers and Kathryn Briggs (e.g. MBTITM)
  • Measures peoples style of interacting socially
    with each other
  • Many organizations are familiar with and use this
    tool
  • Many people know their profile
  • It is not proactively used as much as it could be
  • Similar tools/instruments 16Types, Insights,
    Kiersey temperament sorter

14
MYERS-BRIGGS TYPE (MBTI) ASSESSMENTS
  • Assesses social style of interaction
  • Extroverted/Introverted (E/I)
  • Sensing/Intuitive (S/N)how we take in/see
    information
  • Thinking/Feeling (T/F)how we analyze information
    and data
  • Judging/Perceiving (J/P)
  • Example ESTJ/INTP
  • Note Characteristics not uniformly distributed
    (ex 75 S, 25 N)

MBTI is a registered trademark of CAPT
15
Extroversion/Introversion
  • A persons preferred style of interaction with
    the outside world and others (inward or outward
    focused)
  • Question How would an E leader behave vs. an
    I in the same role?
  • Question How would these two different style
    deal with challenges?
  • Note Specific response patterns that are
    predictable when non-preferred style is forced
    for long periods of time! (Inferior Function)
  • STRESS

16
Sensory/iNtuitive
  • A persons preferred style for gathering and
    analyzing information
  • Hard facts, data vs. big picture, possibilities
  • Question How would this trait affect how the
    information is gathered to assist in dealing with
    problems and issues?

17
Thinking/Feeling
  • Question How would these two types of people
    analyze trends and impacts?
  • How an individual or organization processes
    information (after they have received it) and
    makes decisions
  • Impersonal analytical process or one which takes
    into account people impact and issues

18
Judging/Perceiving
  • A persons or organizations preferred process
    for decision making
  • Closure vs. options
  • Question How would this trait affect how a
    person or organization planned changes?

19
DISTRIBUTION OF EXECUTIVES
84 are TJs, 60 are STJs
20
DISTRIBUTION OF EXECUTIVES
Why arent these people execs?
21
DISTRIBUTION OF TRAINING AND EDUCATION
SPECIALISTSWHAT ARE SOME DIFERENCES?
80 are N,F combinations
22
  • EXERCISE
  • YOUR SECTION MEETING ATTENDANCE HAS DROPPED 50
    IN THE PAST YEAR AND DUES PAYING MEMBERSHIP HAS
    DECLINED
  • WHAT SHOULD YOU DO?
  • Heather, Alan, Stephen
  • S. Gannon, John, Patricia

23
  • 16TYPES PROFILES AND GROUP PROFILE

24
OUR DISTRIBUTIONCONCERNS?
25
  • 90 Ts
  • 10 Fs (2 OF 3 ARE Is)
  • 30 Ns

26
HOW TO USE.
  • Make sure everyone is involveddo you have all
    the input (E vs. I, T/F)?
  • Level of problem definition and solution?
    Details (N, S)? 40/60 in our group
  • Idea implementation
  • Long term vs. short term (J/P)?
  • Impact of solutions (T/F)

27
N/S CONFLICTS
  • Facts vs. impressions and gut feel
  • Identifying areas for innovation
  • Evaluating ideas and markets
  • Defining the project and objectives
  • Analysis of customer information and conversations

28
THE N/S CONFLICT IN GOAL DEFINITION
  • We want a breakthrough in the process for
    manufacturing XYZ
  • An S might define this as a 10 cost reduction
    that can be achieved in two months
  • An N might define this as an entirely new
    process which reduced manufacturing cost by 30
    and achievable only through major new capital
    investment
  • Without communication early, major disconnect
    results

29
  • HOW ARE YOUR GOALS BEING INTERPRETED?

30
THE T/F CONFLICT
  • Describe a leaf
  • John vs. James
  • Describe, in general, the challenge we face

31
THE T/F CONFLICT
  • Data and facts vs. people impact
  • Both are important!
  • Both need to be considered
  • Priorities are different by individual

32
DISCUSSION..
  • WEVE DISCUSSED ASPECTS OF INTERACTING WITH
    PEOPLE.NOW LETS DISCUSS HOW WE ANALYZE AND
    SOLVE (INTERACT WITH) PROBLEMS

33
INNOVATION STYLES
  • Can be measured in the same way that social
    styles can be measured with Myers Briggs
  • Kirton KAI (www.kaicentre.com) and Orchestra
    2000 instruments
  • Measures STYLE of creativity
  • innovative vs. adaptive
  • rule and group conformity
  • efficiency

34
PROBLEM SOLVING STYLE
  • Observation
  • Some people come up with ideas from nowhere
  • Others seem to need stimulus
  • Some people need and provide structure in their
    environment, other prefer not to have any or
    dont care
  • Some people want to know what the rules are,
    others could care less

35
EXAMPLES OF QUESTIONS
  • How easy or difficult is it for you to present
    your self, long term, consistently, as someone
    who
  • conforms?
  • enjoys detailed work?
  • is stimulating?
  • is predictable?

36
OUTPUT FROM KAI
  • A result ranging from 32-160, with the norm
    around 90 and 2 sigma deviation from 70-120
  • Sub-scores in originality, rule/group conformity,
    and efficiency add to give total
  • There can be variation in some of these sub-scores

37
THE KAI CONTINUUM3 SUB PREFERENCES
32
96
160
O
ORIGINALITY
PioneerInnovative
BuilderAdaptive
KAI
RULE AND GROUP CONFORMITY
R
E
EFICIENCY
38
PROBLEM DEFINITION
  • Paradigm Adapter
  • Accepts
  • Focuses on Reality
  • Doing Things Better

Paradigm Innovator Challenges Focuses on
Possibilities Doing Things Differently

39
GROUP SEPARATION
  • Group 1
  • Anthony, Erica, Jennifer, Lauren, Barb, Heather,
    S. Gannon
  • Group 2
  • John, P. Burban, Tom, Maria, Felix, Wendy, Brian,
    Tom Marreno, Patricia
  • Group 3
  • Stephen, Scott, Szymon, Matt, Mark, Colleen,
    James, Andy
  • Group 4
  • Frank, Alan, Sanjeev, Marian, Shane, Kenneth

40
CREATIVE PROBLEM--GROUP EXERCISE
  • You are plant manager of a tea bag factory which
    has just lost its major customer, accounting for
    50 of its business What do you do?
  • S. Gryskiewicz, CCL

41
WHY IS THIS DIFFERENCE IMPORTANT?
  • I HAVE AN IS THAT NEEDS TO BE ADDRESED WITHIN MY
    LOCAL SECTIONHOW SHOULD I ADDRESS IT?

42
CREATIVE AND PROBLEM SOLVING STYLES
Innovator
  • Adaptor

43
ADAPTERS
  • Generate ideas that fit into the current paradigm
  • They tend to associate existing elements to
    optimize current systems

44
INNOVATORS
  • They tend to bisociate elements from all over to
    develop a new way of looking at things
  • Generate ideas that may not fit intocurrent
    paradigms

45
ADAPTER
  • Seen as
  • DisciplinedPreciseReliableEfficientSound
  • Seeks solutions using tried and understood ways
  • Liable to make goals of means
  • Is authority within a given structure
  • Able to maintain high accuracy in long spells of
    detailed work

MethodicalPrudentConformingDependableOrganized
46
AN EXTREME ADAPTER
Why, theyre lighting their arrows... Can they
do that?
47
INNOVATOR
  • Seen as
  • SpontaneousEnergeticUnconventionalCatalyst
  • Approaches tasks from unexpected angles
  • Cuts across current paradigms
  • Treats means with little regard
  • Tends to take control in unstructured situations
  • Capable of detailed routine work for short
    burstsof time

IngeniousCreating DissonanceIndependentCapricio
us Risk-Taker
48
AN EXTREME INNOVATOR
Wait! Wait! Listen to me!We dont just have to
be sheep!
49
  • QUESTION---DO YOU WANT EVERYONE TO BE AN
    INNOVATOR?

50
  • PROFILE OF GROUP

51
PROFILE OF OUR GROUP
NUMBER
52
KAI SUBSCALES
  • Originality
  • Rule/Group Conformity
  • Efficiency
  • Understanding the subscales provides valuable
    insight into the behavioral manifestation of
    creative styles

53
KAI SUBSCALES
  • Originality
  • Creation of Ideas Approach to new technology
  • Adapters
  • Offer a sufficient number of ideas
  • Will self-censor irrelevant ideas
  • Innovators
  • Generate large numbers of ideas
  • Toy with ideas that may or may not be relevant
  • EASIER COMMUNICATION IF SIMILAR STYLES

54
KAI SUBSCALES
  • Rule/Group Conformity
  • Sensitivity to Rules and Group Consensus Trust
    and Strategizing
  • Adapters
  • Seek to build and maintain group consensus
  • Demonstrate respect and appreciation for rules
    and norms
  • Innovators
  • Prefer to rock the boat
  • Are irreverent/insensitive to norms and rules

55
KAI SUBSCALES
  • Efficiency
  • Development of Systems and Structures
    Collabortion
  • Adapters
  • Create systems that are external to the creator
    (and visible to others)
  • Innovators
  • Create systems that are internal to the creator
    (and invisible to others)

56
IMPLICATIONS OF KAI THEORY
  • Problem-Solving Style
  • Why some people cant hear ideas thatothers
    express
  • Why some people cant express ideas so others can
    hear them

57
LEADERSHIP IMPLICATIONS
  • Adapting Style
  • Accepts corporate orientation
  • Prefers challenges that are low risk
  • Focuses on the implementable and profitable

58
LEADERSHIP IMPLICATIONS
  • Innovating Style
  • Challenges corporate orientation
  • Prefers challenges that are high risk
  • Focuses on long-term profitability (Survival)

59
IN OUR GROUP
  • Range from 47 to 144!!
  • (Anthony, Kenneth)

60
IMPACT OF KAI DIFFERENCES
  • Difficulty in agreeing on objectives
  • When someone says they want innovation, do they
    mean faster delivery of existing product or an
    entirely new business concept?
  • Impact of CORPORATE KAI profile
  • Closure on issues
  • Is there a time frame or deadline?
  • Meeting and process protocols
  • Caring about what others think

61
SAME MBTI, BIG ? KAI
  • Heather and Alan, ESTJs
  • but 77 vs 125 KAI
  • Note Friction at 15-20, warfare at 30

62
SAME KAI, BIG ? MBTI
  • Patricia and Wendy
  • 97/101 KAI but ISFP vs. ENTJ

63
BIGGEST OVERALL DELTA PRIZE
  • Anthony and Kenneth

64
CONCLUSIONS
  • Aspects of how people deal with their external
    world and problems can be measured
  • These characteristics can be proactively applied
    in organizational leadership

65
WHAT CAN WE DO?
  • Try to make everyone alike
  • Note it takes much energy to be different than
    you are--energy that can more effectively used to
    achieve organizational goals
  • Youre not a team player--what if football and
    baseball players all had the same skills and
    played any position at random?
  • Use the differences pro-actively with awareness
    and sensitivity

66
PROACTIVELY USING MYERS BRIGGS DIFFERENCES
  • AWARENESS
  • In team settings (ask!)
  • In different types of projects
  • In sequence of use
  • S, N, T, F

67
PROACTIVELY USING KAI DIFFERENCES
  • At different project stages
  • Short term/long term
  • In separate groups to gain differing perspectives
  • With different types of clients and collaborators
  • Ex PDMA presentations re joint ventures

68
IN SUMMARY.
  • An organizations intellectual strength is
    embodied in its people
  • People are different and these differences can be
    measured and used proactively to improve project
    and team results
  • Using these tools must be done intelligently

69
THANK YOU!
  • For your listening
  • For your input
  • Hope this is of help to you in your leadership
    challenges!

70
QUESTIONS AND FOLLOW UP
  • Jack Hipple
  • Innovation-TRIZTampa, FL
  • 813-994-9999
  • www.innovation-triz.com
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