The Complete Reference Book for Motivating Self and Others

© 2017 Chandan Lal Patary
About the author:
I am doing Research on Organization Development
and Sustenance. I am a Practitioner and I am capturing
my analysis and sharing my observation through my
Writing. My focus areas are Operation Excellence,
Innovation, Strategy, Execution excellence and
correlation with People Leadership and impact of all
these into Organizational growth.
I am currently working as an agile coach. I have
nearly two decades of deep experience in developing
software products across various domains and has successfully executed many
Projects. I have worked on product development for domain like Healthcare,
Aerospace, Building automation, Power automation, Industrial Automaton under
real time mission critical product development to large scale application
development. I am having near to two decade of industry experience. I am a certified
PMP from 2008, Green Belt certified holder from 2005. I am an agile practioner and
Certified Scrum Master from 2011. I completed Bachelor’s from National Institute
of Technology (National Institute of Technology –Agartala, Tripura) in Electrical
Engineering-1998. I have completed one year Executive General Management
program from Indian Institute of Management-Bangalore, Karnataka in 2007.
All the stories related to motivating individual and motivating others are shared in
this book. I can be reachable through email/LinkedIn: patarychandan@gmail.com

Acknowledgements
This book has been shaped by the contributions of many people. I’d like
to wholeheartedly thank everyone who reviewed chapters, shared
stories, or provided advice. All my friends and colleagues from current
and previous organization helped me to build this book.

11/12/2017 (2) What to do with the mid-level performer?How to help them? | LinkedIn
https://www.linkedin.com/pulse/what-do-mid-level-performerhow-help-them-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/6
What to do with the mid-level performer?
How to help them?
Published on July 26, 2015 |
The intellect, character, and skill possessed by any man are the product of certain
original tendencies and the training which they have received.-Edward Thorndike
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Most of the employees in the organization are not a star performer nor are they at the
bottom 10% in the bell curve. They are the mid-level performer!!
They are the challenge for the organization.
Mid-level performers need assistance. Because of the various competency gaps they
don’t get the attention which they deserve and because of those gaps they cannot
contribute as expected level.
How can manager motivate the mid-level performers? Managing them? Helping them to
come out with as a best players?
Most of the mid-level performer once in their life time had been performed as a star
performer. Mid-level performer has ability to execute the tasks with superior quality but
due certain priority mismatch they are not able to contribute in current cycle.
Organization need to apply patience and understand their needs and analyze the
situation.
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Too many star performers in a team is not a healthy sign. All star performer has certain
basic nature. They are demanding in nature, they are passionate, they want to
achieve more, their expectation is high, they maintain high self-esteem and they
have different priority in life. Most of the population in team with this mindset is not
healthy for the team. For healthy workplace organization need mixture of people.
Minor dissatisfaction causes attrition to the star performer and impact the organization
and the running critical projects.
Most of the mid-level performer are loyal to the organization. They stick with the
organization for the long time. They build good network within the organization
and they become glue for the organization. For organization sustenance,
Organization need to focus those mid-level performer and come up with proper plan for
those population. Career planning, training need, counseling, identification of the
competency gap, personal and professional support is very much require to mid-level
performer. Constant coaching, mentoring for work life balance without losing patience
is require to bring them. Back from current level.
Managing mid-level performer is always a challenge. Manager has to know the
requirements, manager has to discuss with the employees to understand the priority in
their life. Need to match the job requirement vs current expectation vs competency gap.
Manager has to bridge the gap on behalf of them. Most of them are not good at
communication, manager as to come down to certain level to help them and
communicate them the current priorities of the organization.
Most of the mid-level performer will not do what organization demand them to do at
that time. They will have some other desire or priorities in their mind which they are not
able to communicate or managers are not able to understand o managers do not have
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any other options available other than current assignments if there is a job mismatch
also.
Managers has to look for opportunities where mid-level performer has done something
worth of appreciation. Manager has to grab those opportunity to recognize them,
motivate them as mid-level performer always badly need self-esteem booster
recognition. It is very much require to maintain the motivation level for mid-level
performer to bring them from current performance level to next level.
If we compare star performer vs mid-level performer, all star performer are self-
aware about how to execute the tasks efficiently and branding the same on time
with perfection, communicate the results with all possible way so that they get
the due recognition. Over a period of time those star performers build the high
confidence level among team and with high self-esteem.
Sometime peer guidance does not work out if organization try to attach mentor-ship
model with different performers. Line management has to involve to resolve this kind of
situation by driving into the exact scenarios. Line management organization need to
understand the bigger picture, analyze the case and guide the team members. Constant
motivation helps the situation to become better.
Mid-level performer though they are less passionate and low in motivation level
does not necessarily tells that they are not willing to perform. Managers need to
know that organization need them and invest time and money on them to bring
them into the expect level. Managers need to plan for them for long term career
plan so that they get the vision and feel attach with the organization vision and
work for it.
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Mid-level performer are essential for the organization growth. Mentoring them, guiding
them, train them will be helpful to the organization for long term. Managers need to
provide continuous feedback to the team members, guide them and show the direction
so that proper mitigation can be taken well ahead. To improve the performance
continuous bidirectional interaction is a must. Organization need to show the
confidence on them to increase their confidence, trust has to establish and build.
Understanding how to get the most out of these middle performers requires both
enabling them and motivating them with the right mix of rewards and recognition
that is aligned with their personal drives and within reach through stretch goal.
Following this process correctly will lead to unprecedented success and sustained
competitive advantage.
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Mandar Deo
Director Application Delivery
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Nice one very true
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11/12/2017 (2) Building High Performance Team by using Pygmalion Effect | LinkedIn
https://www.linkedin.com/pulse/building-high-performance-team-using-pygmalion-effect-chandan-lal/?trk=mp-reader-card 1/7
Building High Performance Team by
using Pygmalion Eﬀect
Published on August 19, 2015 |
The crux of this psychological phenomenon is the concept of self-fulfilling prophecy: If
you believe something is true of yourself, eventually it will be.
Chandan Lal Patary 348 10 5 23
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Greater expectations drive greater performance: Building high
performance team.
Building high performance team is actually already believing that having a high
performance team! We are all working for world class team, world class software
solution! We are already with high performance team wherever we work, believing is
bringing the reality.
Research has confirmed that people tend to act in ways that are consistent with what
others expect of them. The source of low expectations in the workplace is often a boss
who sees an employee as a pathetic performer and then treats the employee differently
than high performers. The employee who thinks he or she is a weak performer in the
eyes of the boss will often perform down to expectations.
Jeff Immelt, CEO and chairman of GE says, “The ability to demand high
performance without being heartless has been part of GE for a long time.” When
performance is measured against these high standards, productivity is likely to increase,
since people tend to live up to the expectations of their superiors.
As An agile coach we have to trust in this principle which is a proven concept to
implement at the team level.
Ensure that all the connected parties believe and practice this concept. If not, let us
correct them.
Pygmalion Effect:
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The crux of this psychological phenomenon is the concept of self-fulfilling prophecy: If
you believe something is true of yourself, eventually it will be.
The first test of the Pygmalion Effect was performed by psychologist Robert Rosenthal
and occurred in an elementary school classroom with first and second grade students. At
the beginning of the year, all the students took an assessment test, and Rosenthal led the
teachers to believe that certain students were capable of great academic achievement.
Rosenthal chose these students at random, regardless of the actual results of the IQ tests.
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At the end of the year, when the students were retested, the group of earmarked high
achievers did indeed show improvement over their peers.
Why was this? Later tests concluded that teachers subconsciously gave greater
opportunities, attention, and feedback to the special group. Their expectations for this
group were higher, and their expectations created the reality.
Rosenthal summarized his finding:
What one person expects of another can come to serve as a self-
fulfilling prophecy
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The effect is named after Pygmalion, a Cypriot sculptor in a narrative by Ovid in Greek
mythology, who fell in love with a female statue named Galatea he had carved out of
ivory.
People rise and fall to meet your level of expectations for them. If you express
skepticism and doubt in others, they will return your lack of confidence with
mediocrity. But if you believe in them and expect them to do well, they will go the
extra mile trying to do their best.
—JOHN C. MAXWELL
The applications for the Pygmalion Effect can have benefits for both personal
development and leadership. Individually, we can challenge ourselves with more
difficult goals and tasks in an effort to rise to meet the challenge. As a leader, when we
expect great things from our team, we may see improved performance in return.
Positive attention and caring improved individual performance. Given this finding, any
coach or team member can use caring and outflowing concern at work to improve the
performance of the organization or work group. Humans crave attention and want to be
seen positively, which is why “saving face” is so important in many cultures.
As a coach how we are perceived is vital to our standing in the team and in the
organization.
It feels good when management cares about you and it is motivating, as reflected in
various studies.
Let us treat your team members positively, and reap real bottom line benefits.
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11/12/2017 Achieving High Acceptability from a Team | LinkedIn
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Achieving High Acceptability from a
Team
Published on November 7, 2015 |
If a group or an individual is given the freedom to arrive at a decision themselves, it will
increase the probability that they will accept the decision.
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However, the trouble with this proposal is the uncertainty that they will make poor
decisions.
One such system of using participation in leadership situations has been proposed by
Norman Maier, a psychologist from the University of Michigan,
based on considerable research.
Maier suggests that when a leader is making a decision of whether to allow a group to
participate in decision making, s/he must first decide whether the issue being addressed
is one that relates to the followers’ needs or impacts them in some significant way.
Maier’s research indicates that achieving high acceptability will primarily occur
(1) when each person involved participates in the discussion;
(2) when each person gets to talk and present their own ideas;
(3) when each person involved feels they received a benefit from the choice;
(4) when each person feels respected by the others;
(5) when each person involved feels a high-quality choice was made
Maier’s research suggests that obtaining a high-quality decision (a good choice) will
most likely occur:
(1) when there is agreement on what the problem or issue is;
(2) when the discussion moves from issue, to possible solutions, and THEN to
choice;
(3) when a conflict of ideas is encouraged;
(4) when all available facts are considered;
(5) when sufficient time is given to the deliberations;
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(6) when solutions from other different situations are not allowed;
(7) when the problem or issue is discussed at two time intervals not just one;
(8) when the group making the decision is not too large.
Reference:Maier, N.R.F. (1963) Problem Solving Discussions and Conferences:
Leadership Methods and Skills. New York: McGraw-Hill
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Jim Sywilok
Agile Coach at Indev, LLC
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2y
Thank you for sharing. I can see this being very helpful scrum masters & agile coaches during their team's
retrospective.
Chandan Lal Patary
Enterprise Agile Coach at Société Générale
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11/12/2017 Attitude Defines our Altitude | LinkedIn
https://www.linkedin.com/pulse/attitude-defines-our-altitude-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/7
Attitude Defines our Altitude
Attitude!! Attitude!! Attitude defines our Altitude not our Aptitude…which directly link
to employees high Productivity.Spread this type thoughts to our team members.
Somebody quotes: “Ability is what we’re capable of doing. Motivation determines
what we do. Attitude determines how well we do it.”
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Attitudes are thoughts that we have accepted as true and that lead us to think, feel, or act
positively or negatively toward a person, idea, or event. They represent an emotional
readiness to behave in a particular manner.
Our values, those beliefs, and preferences we feel are important serve as a
foundation for our attitudes.
Attitude is often synonyms with self-esteem. People formulate a powerful first
impression of our within fist 12-30 seconds.Judgement is happening from physical
posture, appearance.
Each of us lives our life according to a unique set of core values.
One of the most significant differences between high and low achievers is choice of
attitude.
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People who go through life with a positive attitude are more likely to achieve their
personal and professional goals. People who filter their daily experiences through a
negative attitude find it difficult to achieve contentment or satisfaction in any aspect of
their lives.
Jack Welch, the former chairman and CEO of General Electric, believes that an
organization needs people with “positive energy” and needs to get rid of those people
who inject the workforce with “negative energy”—even if they are high
performers.
Many organizations have discovered the link between workers’ attitudes and
profitability. This discovery has led to major changes in the hiring process.
Employers today are less likely to assume that applicants’ technical abilities are the best
indicators of their future performance. They have discovered that the lack of technical
skills is not the primary reason why most new hires fail to meet expectations.
It is their lack of interpersonal skills that counts. Happy employees are productive
employees.
People who are self-motivated are inclined to set their own goals and monitor their own
progress toward those goals.Agile team !! Self Driven Team members.
Their attitude is
“I am responsible for this job.” They do not need a supervisor hovering around them
making sure they are on task and accomplishing what they are supposed to be
doing.Micro managers will force to resign!
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Many find ways to administer their own rewards after they achieve their goals.
Employers often retain and promote those employees who take the initiative to make
their own decisions, find better ways of doing their jobs, read professional
publications to learn new things, and monitor the media for advances in technology.
Optimistic thoughts give rise to positive attitudes and effective interpersonal
relationships. When we are an optimist, our coworkers, managers, and—perhaps most
important—our customers feel our energy and vitality and tend to mirror your behavior.
If we feel the need to become a more optimistic person, we can spend more time
visualizing ourself succeeding.
Let us monitor our self-talk and discover whether or not we are focusing on the
negative aspects of the problems and disappointments in our life, or if we are
looking at them as learning experiences that will eventually lead us toward
our personal and professional goals.
Let us try to avoid having too much contact with pessimists, and refuse to be drawn into
a group of negative thinkers who see only problems, not solutions. Attitudes can be
contagious.
An attitude is nothing more than a personal thought process. We cannot control the
thinking that takes place in someone else’s mind, but we can sometimes influence it.
And sometimes we can’t do that either, so we have to set certain rules of behavior.
Some organizations have come to the conclusion that behavior that offends or threatens
others must stop.
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When employees have positive attitudes, job performance and productivity are
likely to improve.
We are constantly placed in new situations with people from different backgrounds and
cultures. Each time we go to a new school, take a new job, get a promotion, or move to
a different neighborhood, we may need to alter our attitudes to cope effectively with the
change when events, such as a layoff, are beyond our control, we can accept this fact
and move on. It is often said that life is 10 percent what happens to us and 90
percent how we react to it.
Most companies realize that an employee’s attitude and performance cannot be
separated. When employees have negative attitudes about their work, their job
performance and productivity suffer.
Excellent work + Poor Attitude = Poor Productivity
Excellent IQ+ Excellent Work + Poor Attitude = Poor Productivity
When employees work with right mindset output increase.
“Excellence is not a skill. It is an attitude. “
do we have friends,colleagues,team members with such mindset?
How can we build such mindset? Agile team .......part of journey to build world class
place to live in ....
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11/12/2017 Basic Counseling Skills? for Leaders/Managers | LinkedIn
https://www.linkedin.com/pulse/basic-counseling-skills-leadersmanagers-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/7
Basic Counseling Skills? for
Leaders/Managers
Published on October 24, 2015 |
Counseling is a process by means of which the helper expresses care and concern
towards the person with a problem, and facilitates that person's personal growth and
brings about change through self-knowledge.
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–According to the American Counseling Association, counseling is:
“The application of mental health, psychological or human development principles,
through cognitive, affective, behavioral or systemic interventions, strategies that address
wellness, personal growth, or career development,
as well as pathology.”
Basic Counseling Skills
Whether working with couples or individuals, the following skills help counselors to
establish a positive environment, clarify what the client is saying, gather information,
and offer support and encouragement: (Source: Gladding 2000)
Attending:
Attending is the use of physical behaviors such as smiling, leaning forward, making eye
contact, gesturing, and nodding to convey to clients that the counselor is interested in
and open to them.
Open-ended and probing questions:
Open-ended and probing questions invite more than one or two word responses. These
can be used to gather information, increase clarity, stimulate thinking, or create
discussion.
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Empathizing:
Empathy means placing yourself in the client’s situation while remaining objective.
Empathizing requires the counselor to not be judgmental and to be sensitive and
understanding.
Paraphrasing:
Paraphrasing means the counselor uses different words to restate in a nonjudgmental
way what the client has said. This is intended to help the client to know that the
counselor is aware of the client’s perspective and has heard what he or she has said.
Paraphrasing and restating also allows the client to correct any misunderstanding on the
part of the counselor.
Reflective listening:
Reflective listening involves repeating what a client has said, paraphrasing, displaying
empathy, and reflecting back verbal and nonverbal feelings. For example, saying, “So
you feel…” or “It sounds like you…” ensures the counselor understands what the client
has said.
What is Reflection?
Carl Rogers is famous for using this technique.
• It is also known as ‘echoing’.
• Reflection is the mirroring of emotional communication.
• This is done not only to show the client that the counselor is listening and
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empathizing/understanding but is mainly used to encourage the client to say more.
• Its aim is to prompt the client to continue communicating or ‘carry on’ by echoing the
thoughts of the client.
Empathy
• According to Rogers (1961)…
– This is the ability to enter the client’s phenomenological world, to experience the
client’s world as if it were your own without ever losing the ‘as if’ quality.
• It involves two specific skills:
– Perception/understanding of what is taking place emotionally.
– The ability to communicate your understanding of that to your client.
Blurring the boundaries between managerial and counseling role, Redman
(1995) sees managers as on-going counselors who regard
counseling as part of a manager’s everyday life,
“We all have been counseled at some time. We all have been counseled by
somebody else.
It probably hasn’t been called that, it was just something that happened as part of
two people talking.... you have probably realized that you do some counseling”
Both Coaching and Counseling are “talking” therapies. There are similarities between
Coaching and Counseling in as much that the process relies heavily on the relationship
between the counselor/coach and client and the need for the Counselor or Coach to be
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empathic, congruent and non-judgmental in their work with clients. Both require
enhanced listening skills, an ability to reflect, provide feedback, demonstrate honesty
and gain trust.Chandan Lal Patary 233 2 1 2
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Let us focus both Coaching and Counseling in a context wherever applicable.
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Jenny Gwilliam
Scrum Master Chapter Lead at Sky
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I feel every adult could benefit from developing and fine tuning these skills & not just Leaders and Managers.
Chandan Lal Patary
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Behavior Analysis and Behavior
Modification? Excellent Tool for an Agile
coach
Published on March 21, 2016 |
Let us have a look at this common story ....
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"A couple who had been living together for 3 years began to fight frequently. The
issues of disagreement ranged from who was going to do the dishes to the
quality of their love life.
Disturbed, the couple went to a behavior analyst, a psychologist who specialized
in behavior-modification techniques. He asked them to keep a detailed written
record of their interactions over the next 2 weeks.
When they returned with the data, he carefully reviewed the records with them.
In doing so, he noticed a pattern: Each of their arguments had occurred just
after one or the other had left a household chore undone, such as leaving dirty
dishes in the sink or draping clothes on the only chair in the bedroom.
Using the data the couple had collected, the behavior analyst asked them to list
all the chores that could possibly arise and assign each one a point value
depending on how long it took to complete. Then he had them divide the chores
equally and agree in a written contract to fulfill the ones assigned to them. If
either failed to carry out one of the assigned chores, he or she would have to
place $1 per point in a fund for the other to spend. They also agreed to a
program of verbal praise, promising to reward each other verbally for
completing a chore.
The couple agreed to try it for a month and to keep careful records of the number
of arguments they had during that period. To their surprise, the number declined
rapidly."
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Behavior modification , a formalized technique for promoting the frequency of
desirable behaviors and decreasing the incidence of unwanted ones.
The techniques used by behavior analysts are as varied as the list of processes
that modify behavior.
Identifying goals and target behaviors . The first step is to define desired behavior
. Is it an increase in time spent studying? A decrease in weight? An increase in the
use of language? A reduction in the amount of aggression displayed by a child? The
goals must be stated in observable terms and must lead to specific targets. For
instance, a goal might be “to increase study time,” whereas the target behavior
would be “to study at least 2 hours per day on weekdays and an hour on Saturdays.”
Designing a data-recording system and recording preliminary data . To
determine whether behavior has changed, it is necessary to collect data before any
changes are made in the situation. This information provides a baseline against
which future changes can be measured.
Selecting a behavior-change strategy . The crucial step is to select an appropriate
strategy. Because all the principles of learning can be employed to bring about
behavior change, a “package” of treatments is normally used. This might include the
systematic use of positive reinforcement for desired behavior (verbal praise or
something more tangible, such as food), as well as a program of extinction for
undesirable behavior (ignoring a child who throws a tantrum). Selecting the right
reinforces is critical, and it may
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be necessary to experiment a bit to find out what is important to a particular
individual.
Implementing the program . Probably the most important aspect of program
implementation is consistency. It is also important to reinforce the intended
behavior. For example, suppose a mother wants her son to spend more time on his
homework, but as soon as he sits down to study, he asks for a snack. If the mother
gets a snack for him, she is likely to be reinforcing her son’s delaying tactic, not his
studying.
Keeping careful records after the program is implemented . Another crucial task
is record keeping. If the target behaviors are not monitored, there is no way of
knowing whether the program has actually been successful.
Evaluating and altering the ongoing program . Finally, the results of the
program should be compared with baseline, pre-implementation data to determine
its effectiveness. If the program has been successful, the procedures employed can
be phased out gradually. For instance, if the program called for reinforcing every
instance of picking up one’s clothes from the bedroom floor, the reinforcement
schedule could be modified to a fixed-ratio schedule in which every third instance
was reinforced. However,
if the program has not been successful in bringing about the desired
behavior change, consideration of other approaches might be advisable.
where can we use these? e.g My scrum master is not doing the ceremonies, My PO is
not attending demo meeting, My team members are not writing user stories, my this is
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not interested , that is not working , those managers will always blame etc.
How do we change the world ?
__________________________________________________
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Love the post? Hate the post? Have other ideas? Please leave a comment below!
Let us explore some discussion....
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Narayann Swaami
Agile Coach and Technology Leader
2y
The example of the couple is an example of resolving a behavior by the simple act of tracking it. The "art of
changing the world" has not changed in itself, it is in being the change that the change happens.
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11/12/2017 Endure improved motivation through INTRINSIC motivation technique | LinkedIn
https://www.linkedin.com/pulse/endure-improved-motivation-through-intrinsic-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/10
Endure improved motivation through
INTRINSIC motivation technique
My son is not at all playing piano. I have consulted with “BABA/GURU” for his
advice. BABA has shared with me below practices to try. I am practicing these to
improve the situation at home and office.
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I feel as a leader(Agile coach/Program manager/Development Manager etc.) we need to
know this theory very well so that our action to achieve something become permanent.
We do not have to push much! Things become automatic.
How as Leader I will engage my team members? How I will motivate them? How I will
energize them ? How ?
The principles behind the Agile Manifesto include “build projects around motivated
individuals. Give them the environment and support they need, and trust them to
get the job done.” But why is motivation so important?
Let us explore intrinsic motivation through various research. Intrinsic motivation is the
sustainable way of driving something. Let us hear from Horse’s mouth.
"Intrinsic motivation occurs when we act without any obvious external rewards. We
simply enjoy an activity or see it as an opportunity to explore, learn, and actualize our
potentials."(Coon & Mitterer, 2010)
"Intrinsic motivation refers to the reason why we perform certain activities for inherent
satisfaction or pleasure; you might say performing one of these activities in reinforcing
in-and-of itself."(Brown, 2007)
According to (Ryan and Deci, 2000) (pp. 56), Intrinsic motivation is defined as the
doing of an activity for its inherent satisfaction rather than for some separable
consequence. When intrinsically motivated, a person is moved to act for the fun or
challenge entailed rather than because of external products, pressures or reward.
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Intrinsic motivation can be a powerful “engine of learning and development” (Larson
& Rusk, 2011, p. 91).
Intrinsic motivation is shaped by many factors (Eccles & Roeser, 2009) and is subject to
ups and downs, as these factors change from day to day (Ryan & Deci, 2000; Urdan,
2003).
Even in effective organized programs, the leaders report times when individual youth or
the group are unmotivated and difficult to motivate (Larson & Walker, 2010).
I also face the same with my kids.
An important conclusion of motivational researchers in recent years is that intrinsic
motivation is influenced by a wide array of factors at many levels of analysis (Eccles &
Roeser, 2009; Shernoff & Bempechat, in press).
I am also facing same situation.
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One important level is a person’s immediate experience in an activity.
Csikszentmihalyi’s(1984; Csikszentmihalyi & Larson, 1990) theory of “flow” identifies
factors in a person’s immediate interactions that influence intrinsic motivation. These
include experiencing clear goals in the activity, challenges that are matched to your
skills, and accurate feedback on your progress toward those goals. When people
experience these elements, they are more likely to experience a state of intrinsic
motivation that Csikszentmihalyi calls “flow.”
At another level, psychological research identifies individual dispositions that
influence intrinsic motivation. Ryan and Deci’s (2000) self-determination theory posits
that humans share three basic psychological needs (autonomy, relatedness, and
competence) and that people are most motivated when an activity serves one or more of
these needs.
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Additional disposition-like factors that contribute to motivation include a person’s
sense of efficacy in the activity (Bandura, 1997) and whether the activity is congruent
with the person’s values, expectations, and goals (Eccles & Roesner, 2009).
Too hard to try with my kids! but tried to convert this theory into practice.
At another level, people’s interpersonal experiences in the setting are critical to
motivation (Shernoff, 2013). Do youth feel like they belong? Do they feel the people
can be trusted and care about them?
Intrinsic motivation is shaped by ongoing relationship, including the relationships that
develop in working together on an activity in the setting (Meyer & Smithenry, 2014).
Research also indicates that culture influences motivation: Many of the factors just
mentioned—such as needs, expectations, goals, and the dynamics of relationships—
are mediated by cultural norms and ways of thinking (Markus & Kitayama, 2003).
Ryan and Deci (2000) have identified autonomy—which they define as experience of
agency and ownership—as a universal psychological need and a primary contributor to
intrinsic motivation (although, as noted above, individual agency is more highly valued
in Western culture; Markus & Kitayama, 2003).
In Ryan and Deci’s (2000) motivational theory, what these leaders were doing was
providing youth with “autonomy support.”
Leaders provided some degree of initial structure for youth’s projects—
general goals, models of how the work might unfold, and sometimes deadlines—
so there was a track for youth to follow. This kind of “appropriate structure” is
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important to motivation in many theories; in situations without any structure, motivation
is often short-lived (Eccles & Gootman, 2002).
Youth got in over their heads, got stuck, lost motivation, or were headed in a direction
that was unlikely to succeed. Leaders’ input helped youth get back on track, move
forward, and get remotivated (Larson & Angus, 2011a,2011b). Across the programs we
studied, this input improved youth’s motivation because it helped them regain a sense of
agency and control over their work (Larson& Angus, 2011a).
am I doing ? if I am doing , all these enough?
Research on school motivation has often concluded, put comically: “It’s the
relationships, stupid!” School motivation is influenced by students’ experiences of
interpersonal safety, belonging, and emotional closeness to teachers and peers
(Wentzel, 2009). Likewise, research in programs shows that positive relationships are
important to youth’s engagement (Hirsch, 2005).
Theory and research on intrinsic motivation often focus on the individual as the unit of
analysis, yet motivation can be a group experience (Markus & Kitayama, 2003).
In Ryan and Deci’s (2000) self-determination theory, “relatedness” is a basic
psychological need that contributes to intrinsic motivation. Collaborative work is found
to promote learning, partly because it increases motivation (Rogoff, 1998).
They balanced relating to youth in personal ways that created conditions of social
connection, trust, and friendship—which is important to intrinsic motivation (Ryan &
Deci, 2000)
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Motivation is influenced by many factors at multiple levels, including in the activity, in
relationships, and in the dispositions and goals that team members bring to a setting.
Team members to develop knowledge and skill to sustain the motivation.
Team member’s experiences ownership matters.
Help the team members to connect with big picture and help them to achieve the
same.
Positive and caring relationship
Work and fun balance.
At the end BABA/Guru was correct , it really worked like magic.
when my son will play at concert !
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Reference:
Csikszentmihalyi, M. (1997). Finding flow: The psychology of engagement with
everyday life.New York, NY: Basic Books.
Deci, E. L., & Ryan, R. M. (1995). Human autonomy: The basis for true self-
esteem. InM. Kernis (Ed.), Efficacy, agency, and self-esteem (pp. 31–49). New
York, NY: Plenum Press.
Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human
needs and the self-determination of behavior. Psychological Inquiry, 11, 227–268.
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11/12/2017 Find and Recognize Those Toxic Handler | LinkedIn
https://www.linkedin.com/pulse/find-recognize-those-toxic-handler-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/5
Find and Recognize Those Toxic Handler
A great Harvard Business Review article titled “The Toxic Handler: Organizational
Hero—and Casualty” reveals the scientific basis for the importance of this role and how
it should be rewarded and encouraged.
For this article, the authors interviewed and observed 70 executives who
were either toxic handlers themselves or who had one working for them. The
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authors defined a toxic handler as “a manager who voluntarily shoulders the sadness,
frustration, bitterness, and anger that are endemic to organizational life.”
In the article, the authors provide further insight into how beneficial
these unsung heroes are. “[Great] ideas dry up when people are hurting or when
they are focused on organizational dysfunction. It is toxic handlers who frequently
step in and absorb others’ pain so that high-quality work continues to get done.”
The work of the toxic handler is absolutely vital to success when large teams have to
collaborate and overcome every obstacle, even those erected unintentionally by the
organization. Toxicity is frequent, and deadly to productivity.
Peter Frost, author of Toxic Emotions at Work, notes that many organizations and
their leaders generate emotional pain, which is a form of toxicity. Some toxicity can
demoralize employees, damage performances, and ultimately contaminate the health of
the organization.
Toxicity often creates the kind of pain that shows up in worker’s diminished
sense of self-worth. One or more workers who are depressed or angry can poison
team or department morale.
Research identifies five specific ways in which the impact of toxic handlers
is felt:
1. They listen empathetically . In essence, they always have time for people who need
to talk. In fact, I always told people my door was open, and I meant it. As a result, team
members stopped by to chat. Sometimes they needed reassurance, and others just
wanted face time. Either way, I was a very good listener. Most important, I would never
judge why they came, what was bothering them, or how important it was. All that
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mattered was it was important enough for them to stop by. Research confirms that being
nonjudgmental
is critical.
2. They suggest solutions . Compassion is all about helping. Alleviate
the pain if you can by listening, but help directly by intervening if that is what it takes.
Every minute a professional is cognitively off the air, you are losing partial or full
productivity. As a leader, you must address this for the welfare of the team.
3.They work behind the scenes to prevent pain . If you know someone
is going to face a situation that is very unpleasant, intervene if doing so makes sense.
Preventing a painful situation is better than dealing with the aftermath, so be alert, and
be proactive.
4. They carry the confidence of others . To be in this role, you must
be absolutely trustworthy. If not, who will ever come to you? And,
rest assured, if you violate an individual ’s trust, it will spread. Humans
have tremendous survival skills, and one such skill is group members
alerting others to danger. Sometimes this is referred to as gossip, but
it is how we are wired, and bad news travels fast. Be a confidant.
5. They reframe difficult messages . As just noted, reframing difficult
messages is valuable—especially if you work in an organization where
a senior leader or the chief executive doesn’t understand the feelings
of others. It can keep you busy, but the dividends are high.
As an Agile coach and leader we need to recognize those team members who create
positive work place, we need to produce such team members more and more.
Reference: P. Frost and S. Robinson, “The Toxic Handler: Organizational Hero—
and Casualty,” Harvard Business Review (July-August 1999, 97–106
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Finding your Purpose through Game?
Published on October 8, 2017 |Edit article View stats
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We played one game with the team, theme is "How can I inspire myself and help
others to achieve the same?"
Whole team is require. It will take 180 mins for 8 team members. 15 mins for each team
members in isolation to write down( 8 nos A4 size paper, Large size room for all the
team members to sit comfortably, blocked for 2-3 hrs , no disturbance or interrupt).
Start listing books, events, films, poems, people, quotes, places, paintings,
experiences and whatever you find uplifting and exceptionally exciting( 15 mins
each).
As we recall these, or even read or see them again, we become aware of why they
inspire us and the feelings they generate.Why they build our purpose?
All the team members have to do this exercise and share.
Note: Rule of the game: No body criticize and tell any comments about others, We take
the input as it is. Complete respect and we create the environment Safe to share.
Now consider what could produce similar feelings about the performance in your
own company. What would need to be happening for you to feel inspired?
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Let us all spend 5 mins each to share whatever we have written down.( total 40 mins).
Listen carefully with EARS open.
Disclosing personal information in this way helps build better working
relationships. Suddenly people seem human and capable of being affected
emotionally, and indeed inspired.
Starting a conversation about inspiration puts your collective attention on the subject.
Then, by extending it to focus on workplace performance, you start a new dialogue that
could identify routes to truly exceptional results. You can create a stream of productive
ideas for transforming how you serve customers, present products and deal with staff.
Talk about inspiration as an essential component of high-level performance.
Inspiration alters people inwardly so that they think and act differently, often
performing beyond their own and other people’s expectations.
They feel the difference.
We need to discover each other's purpose and inspiration triggers.
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This exercise to help us to connect with the people and help us to connect with
organizational purpose and self.
Very powerful exercise ....Experience it..
Love this POST? NOT liked this POST? Please leave your comments.
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11/12/2017 Flow: Increase Engagement for Satisfaction | LinkedIn
https://www.linkedin.com/pulse/flow-increase-engagement-satisfaction-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/7
Flow: Increase Engagement for
Satisfaction
In a New York Times article, “Do Happier People Work Harder?” the authors make
reference to a Gallup poll that shows our workers are more disengaged than ever.
According to the article, Gallup ’s Healthways Well-Being Index is based on
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a daily poll of 1,000 adults since 2008. Americans feel worse about their jobs
and work environments than they ever have before.
It is estimated by Gallup that this disengagement crisis is costing the economy over
$300 billion a year.
In his book Finding Flow, Csíkszentmihályi explains that flow is likely to occur when
an individual is faced with a task that has clear goals that require specific
responses.
A game of chess is a good example of when a flow state might occur. For the duration
of a game, the player has very specific goals and responses, allowing attention to be
focused entirely on the game during the period of play.
"Flow also happens when a person's skills are fully involved in overcoming a
challenge that is just about manageable, so it acts as a magnet for learning new
skills and increasing challenges,"
Csíkszentmihályi explains. "If challenges are too low, one gets back to flow by
increasing them. If challenges are too great, one can return to the flow state by learning
new skills."
The best moments usually occur when a person’s body or mind is stretched to its limits
in a voluntary effort to accomplish something difficult and worthwhile. Optimal
experience is thus something we make happen. (Csikszentmihalyi, 1990, p.3)
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Conditions of flow, defined as a state in which challenges and skills are equally
matched, play an extremely important role in the workplace.
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Cziksentmihalyi defines flow as “a state in which people are so involved in an activity
that nothing else seems to matter; the experience is so enjoyable that people will
continue to do it even at great cost, for the sheer sake of doing it.” (Cskikszentmihalyi,
1990, p.4)
One cannot force oneself to enter flow. It just happens. A flow state can be entered
while performing any activity, although it is most likely to occur when one is
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wholeheartedly performing a task or activity for intrinsic purposes
Csíkszentmihályi identifies the following ten factors as accompanying an experience of
flow
1. Clear goals (expectations and rules are discernible and goals are attainable and align
appropriately with one's skill set and abilities). Moreover, the challenge level and skill
level should both be high.[5]
2. Concentrating, a high degree of concentration on a limited field of attention (a
person engaged in the activity will
have the opportunity to focus and to delve deeply into it).
3. A loss of the feeling of self-consciousness, the merging of action and awareness.
4. Distorted sense of time, one's subjective experience of time is altered.
5. Direct and immediate feedback (successes and failures in the course of the activity
are apparent, so that behavior can be adjusted as needed).
6. Balance between ability level and challenge (the activity is neither too easy nor too
difficult).
7. A sense of personal control over the situation or activity.
8. The activity is intrinsically rewarding, so there is an effortlessness of action.
9. A lack of awareness of bodily needs (to the extent that one can reach a point of great
hunger or fatigue without realizing it)
10. Absorption into the activity, narrowing of the focus of awareness down to the
activity itself, action awareness merging
Csikszentmihalyi argues that with increased experiences of flow, people experience
“growth towards complexity,” in which people flourish as their achievements grow and
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with that comes development of increasing “emotional,
cognitive, and social complexity” (Vissar).
Employees are completely engaged when they are in flow zone.To be in flow zone , we
have to encourage them into High skill and high challenge level.
Reference:Csikszentmihalyi, Mihaly (1990). Flow: The Psychology of Optimal
Experience. New York, NY: Harper and Row.
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11/12/2017 Free-Rider Problem? Ringelmann Effect | LinkedIn
https://www.linkedin.com/pulse/free-rider-problem-ringelmann-effect-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/5
Free-Rider Problem? Ringelmann Eﬀect
In 1913, Max Ringelmann, a French agricultural engineer, conducted what many
believe was the first recorded social psychology experiment.
He carefully measured how much force people exerted when they pulled a rope alone,
and when they pulled it with up to thirteen additional people.
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He conducted additional studies in the lab and in the field and summarized all these
results together.
His results were mind-boggling.
Applying his findings back to the rope experiment, Ringelmann found that when a
person was added to the rope, everyone pulled with less strength.
When two people were on the line, they each pulled with 93 percent of the force of
a person working alone.
Three people each pulled with 85 percent of the force, and so on.
By the time eight people joined the rope, they were each pulling with half the force
of a single person.
As a result, a team of eight pulled the rope with no more total force than a team of
seven.
In a set of simple rope pulling experiments he discovered that, in what is now known as
the Ringelmann Effect, people’s efforts quickly diminish as team size increases.
Eight people, he found, didn’t even pull as hard as four individuals. He rationalized
the decay in effort by suggesting it was difficult for team members to coordinate effort,
and left it at that.
The Ringelmann Effect is another name for the dreaded free-rider problem. Free riders
are people who try to hide in a crowd and let others do the work.
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A summary of seventy-eight free-rider experiments published in the Journal of
Personality and Social Psychology validated Ringelmann’s finding—that
increasing the size of a group causes a decrease in individual effort.
But the study went a step further and examined the structural elements of cultures that
cause free-rider behavior.
According to Ringelmann (1913), groups fail to reach their full potential because
various interpersonal processes detracts from the group’s overall proficiency.
Namely, two distinct processes have been identified as potential sources for the reduced
productivity of groups: loss of motivation, and coordination problems.
Part of Amazon.com’s behavioral code is the “two-pizza rule”: if a project team can’t be
fed by two pizzas, it’s too big.
The rule exemplifies Bezos’s belief that real work should be managed by the smallest
teams possible.
It is also a perfect illustration of a hunting party.
Less is more for team !! No body can hide !
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Hey Coach, Please guide me, How do I
motivate my team members?
Published on July 19, 2016 |Edit article View stats
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Most of the time I get this question from my line managers.
I thought let me give it a thought and apply same to my coaches.
This table is a snapshot most of the famous motivational theories.
Chip Conley, founder of the Joie de Vivre hotel chain and Head of Hospitality at
Airbnb, used the Hierarchy of Needs pyramid to transform his business. According to
Chip, many managers struggle with the abstract concept of self actualization and so
focus on lower levels of the pyramid instead.
Conley found one way of helping with higher levels was to help his employees
understand the meaning of their roles during a staff retreat…Conley’s team were able to
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realize the importance of their job to the company and to the people they were helping.
By showing them the value of their roles, the team were able to feel respected and
motivated to work harder.
We all have all these drivers, if we first satisfy lower order needs and focus more with
higher order needs, employees will become self driven.As a leader how can we do
below ?
How can we provide sensory, intellectual and emotional stimulation?
How can we provide team members status to be acknowledged and also belonging
to something?
How can we create a strong, motivating work environment where high performance
is standard?
How can we creates a sense of connectedness and comfort?
How can we create enjoyment of passion about anything, from sports to supporting
international causes?
How can we encourage people to perform better at work by having and
communicating high expectations of them?
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How can we encourage Happiness?
How can we stop punishing for failure?
How can we make a major effort to ensure that we offer competitive wages and
other forms of compensation?
How can we grow team members by providing challenging new tasks which are
reachable and according to their interest?
How can we give team members freedom to find their own unique solution which is
out of the box? through which they achieve personal and professional achievement?
How can we create good support system and guidance for the team members so that
they got inspire to do the assignment?
How can to rotate team members job so that they do not do the routine work, let
them discover new interesting work?
How can I set stretch goal for the team members and recognized on achievement the
same in public?
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People don’t believe what you tell them. They rarely believe what you show them.
They often believe what their friends tell them. They always believe what they tell
themselves.
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—Seth Godin
some points from south west airlines
Wikipedia mentions these three facts:
Southwest Airlines (SWA) is one of the world's most profitable airlines, posting a
profit for the 36th consecutive year in January 2009.
SWA is the largest airline in the United States by number of passengers carried
domestically per year (as of December 31, 2007)
SWA has carried more customers than any other U.S. airline since August 2006 for
combined domestic and international passengers according to the U.S. Department
of Transportation's Bureau of Transportation Statistics.
SWA mission statement – on the SWA web site – it reads:
“To our employees: We are committed to provide our Employees a stable work
environment with equal opportunity for learning and personal growth.
Creativity and innovation are encouraged for improving the effectiveness of
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Southwest Airlines. Above all, Employees will be provided the same concern,
respect, and caring attitude within the organization that they are expected to
share externally with every Southwest Customer.”
Zig Ziglar said that “people o en say motivation does not last.
Well, neither does bathing. That’s why we recommend it on daily
basis.”
Can we take care all these aspects ?
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How Do You Want to Be Recognized?
Published on April 2, 2017 |Edit article View stats
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Everyone wants to be recognized some way.
Agile Development is often based on the effective communication, collaboration, and
coordination.
How can we increase engagement?
How can we increase self motivation?
How can we increase sharing - caring culture?
How can we encourage increased competence and growth?
Agile discourage to build Hero culture.
How do we build team culture and encourage individual to contribute their best and
doesn't recognize!
Eric Berne, the originator of Transactional Analysis, identified what he called 'six
hungers' that act as fundamental drivers that push us into action.
One of the hunger is Recognition hunger.When others recognize and acknowledge us,
our sense of identity is reinforced as we know ourselves to exist as individuals and to
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have an accepted place in society.
For Agile team we need to build system where we continuously provide feedback and
recognize each individual as an when we find there is something can be appreciate.
Harvard Business School professor and international change expert John Kotter’s work
spotlighting the need to “celebrate small wins” in any change effort.Without such
acknowledgement, teams often begin to lose direction, motivation, and enthusiasm.
what are the various Recolonization we can enable?
Examples of external rewards include pay, bonuses, plaques, notes, publicity in
newspapers, commendations at a company party, certificates, gifts, trips, and dinners.
Examples of internal rewards include satisfaction from accomplishing the team goal
and a sense of well-being deriving from strong work relationships, creative challenges,
increased responsibility, and learning opportunities.
What we can do to build such culture
a) Look for opportunity where you can appreciate others
b) Help individuals where he/she can perform better and You can appreciate
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c) Share the goal with the members and share the expectation, help them to set
stretch goal
d) Create appreciation platform.Make it shorter and frequent
e) Crate many ways for appreciation, e.g Writing best code, share best stories,
Helping others in crises situation, Best support team members, Creative team
members etc
f) Celebrate the achievements
g) Make it Visual, in the board where all of the team members can see
h) Recognize best ideas , Best solutions, Best knowledge shared etc
Recognize the skills, knowledge, behaviors, and demeanor that support agile
performance to reinforce them at all levels of the organization.
A culture of recognition engages, energizes, and empowers employees.
Let us not recognize activities , recognize
outcomes.
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How I have created habit of providing
Positive Strokes to others
Published on April 22, 2016 |Edit article View stats
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I had decided to make it a habit , to give positive stroke while discussing with others
wherever possible. I have followed a process to make it a habit.Let us find how?
Tom Bartow, considered by many to be the top business coach in the country,
developed the following model of what habit formation looks like:
Phase 1: THE HONEYMOON
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This phase of habit formation is characterized by the feeling of “this is easy.”
The honeymoon phase is usually the result of something inspiring.
It will end in 2nd or 3rd week.Though I was consciously trying to maintain provide
positive stroke, but I was forgetting this habit at initial days.
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Phase 2: THE FIGHT THRU
Inspiration fades and reality sets in.
A person finds himself struggling with the positive habit completion and old habits
seem to be right around the corner. The key to moving to the third phase of habit
formation is to win 2 or 3 “fight thru’s.” This is critical. To win the fight thru, use the
following techniques:
1. RECOGNIZE: Recognition is essential for winning the fight thru. When you have
entered the fight through, simply say to yourself, “I have entered the fight thru, and I
need to win a few to move past this.” Winning each fight thru will make it easier to
win the next. Conversely, when you choose to lose a fight thru, you make it easier to
lose the next one.
2. ASK 2 QUESTIONS: “How will I feel if I do this?” and “How will I feel if I don’t
do this?” Bring EMOTION into the equation. Let yourself feel the positive in
winning the fight thru and the negative in losing.
3. LIFE PROJECTION: If the above 2 techniques haven’t moved you to action, then
imagine in great detail how your life will be in 5 years if you do not begin making
changes. Be totally honest with yourself, and allow yourself to feel what life will be
like if the changes are not made.
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Phase 3: SECOND NATURE
Once in SECOND NATURE, the following are 3 common interruptions that will send a
person back to THE FIGHT THRU:
THE DISCOURAGEMENT MONSTER: An individual allows negative results
discourage him or her into thinking, “This isn’t working, and there is nothing I can
do.”
DISRUPTIONS: An individual experiences significant change to his or her current
pattern (e.g., vacations, holidays, illness, weekends).
SEDUCTION OF SUCCESS: An individual begins to focus on positive results and
begins to think, “I’m the special one. I have finally figured out how to have great
results with not so great process.”
If a person experiences an interruption that sends him or her back to the fight thru,
winning 2 or 3 fight thru’s will bring him or her back to second nature.
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How do you want to change your habit ?
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11/12/2017 Influence !! How to master this skill? | LinkedIn
https://www.linkedin.com/pulse/influence-how-master-skill-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/6
Influence !! How to master this skill?
Published on September 8, 2015 |Edit article View stats
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Influence , influence , influence to our boss, influence to our peers, influence to our
spouse, influence to our girlfriends/boy friends what not!
Most of the time we are influencing others all the time, knowing or unknowingly.
But how to do it effectively….? which can help us to build a relationship with all the
connected team members.
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Influence is not some magic power only a few people have. Every person on the planet
exercises influence all the time.
Most of our energy are spends to influence. Influence is part of nearly every
communication. It occurs in virtually every human interaction, every moment,
everywhere. It is so fundamental to leadership that there could be no leadership
without it. If we have power we are influencing if we don’t have we are
influencing max.Before anything else, getting ready is the secret to
success.
—HENRY FORD
We need to do good amount of homework, Preparation Is the Key to Influence.
We need to read others mind and help them with what they want to get the buy- in from
others.
“Some people may be uncooperative because they are too busy elsewhere, and some
because they are not really capable of helping. Others may well have goals, values, and
beliefs that are quite different and in conflict with the manager’s and may therefore have
no desire whatsoever to help or cooperate.”
So we need to know exactly what it is and act on it to help each other.
Interests, which play critical role, ask whether your request is aligned with the person’s
interests and values. If not, then the person’s interests would not be well served by
going along with you and, in this situation, most people most of the time will not
willingly consent to be influenced.
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You may not be able to influence people the first time and in the first way you approach
them.
Influence is often a process rather than an event.
Sometimes, the influence technique we are using is not one they respond well to. If we
keep trying the same approach, we may create greater and greater resistance. If the
influence technique we are using is not working, don't keep doing the same thing. Try
something else.
Culture play significant role when we are influencing people.
What works in Mexico may not work as well in Malaysia, just as the openness and
informality typical in Australia, even in business settings, may not be as acceptable in
Germany or the Netherlands (in fact, it could cause suspicion). Influence effectiveness
depends in part on the conventions, values, and beliefs prevalent in every culture.
People tend to assume that what they like, everyone else will like; that what works well
for them will also work for others. This is the case because, by and large, most people
believe that they are normal and that most other people share their view of reality.
If we are observant, if we listen to other people and observe their behavior and
the environments they create for themselves, we can discover how best to
influence most people. It will build capability over period of time and soon it will
become second nature. So consciously we need to make it a habit to build those
observation skill.
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Our business has to have mutual benefit to get the effective influence with
others.
Prepare our mind, know who is our audience, know their code, and structure a
winning persuasive argument accordingly.
Let us know who, what, when, where, and why about our message and our
audience.
Master Persuaders know that information and structure are the seeds for
perfect persuasion.
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11/12/2017 Influence and Win the people ? | LinkedIn
https://www.linkedin.com/pulse/influence-win-people-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/10
Influence and Win the people ?
Published on December 25, 2015 |
How to Influence and win the people through certain mechanism.
Each Person has Unique Personality Traits.
Dr. William Marston wrote “The Emotions of Normal People” in 1928 after earning
his doctorate from Harvard University. Marston theorized that people are motivated by
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four intrinsic drives that direct behavioral patterns.
He used four descriptive characteristics for behavioral tendencies which are represented
by four letters of the alphabet: D, I, S and C. Thus the concept of “DISC” was
introduced.
The DiSC model provides a common language that people can use to better understand
themselves and to adapt their behaviors with others.
Developed in 1950, DISC is one of the world's most widely utilized and adapted models
of behaviour.
DiSC profiles help us and our team:
Increase your self-knowledge: how you respond to conflict, what motivates you,
what causes you stress and how you solve problems
Facilitate better teamwork and minimize team conflict
Develop stronger sales skills by identifying and responding to customer styles
Manage more effectively by understanding the dispositions and priorities of
employees and team members
Become more self-knowledgeable, well-rounded and effective leaders
DiSC stand for
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D Dominance:
Person places emphasis on accomplishing results, the bottom line, confidence
Behaviors
- Sees the big picture
- Can be blunt
- Accepts challenges
- Gets straight to the point
I Influence
Person places emphasis on influencing or persuading others, openness, relationships
Behaviors
- Shows enthusiasm
- Is optimistic
- Likes to collaborate
- Dislikes being ignored
S Steadiness
Person places emphasis on cooperation, sincerity, dependability
Behaviors
- Doesn't like to be rushed
- Calm manner
- Calm approach
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- Supportive actions
- Humility
C Conscientiousness
Person places emphasis on quality and accuracy, expertise, competency
Behaviors
- Enjoys independence
- Objective reasoning
- Wants the details
- Fears being wrong
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whom you are interacting with ? D/I/S/C?
or apply Johari Window
A simple and useful tool for understanding and training selfawareness,
personal development, improving communications, interpersonal relationships,
group dynamics, team development and intergroup relationships.
Developed by American psychologists Joseph Luft and Harry Ingham in the
1950's, calling it 'Johari' after combining their first names, Joe and Harry
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Johari window four regions
1. Open area, open self, free area, free self, or 'the arena‘: what is known by the
person about him/herself and is also known by others -
2. Blind area, blind self, or 'blindspot‘: what is unknown by the person about
him/herself but which others know
3. Hidden area, hidden self, avoided area, avoided self or 'façade’: what the person
knows about him/herself that others do not know
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4. Unknown area or unknown self: what is unknown by the person about him/herself
and is also unknown by others
Fig 1 is for a new team member, Fig 2 is for a established/old team member.
For Fig 1 : The open free is small because others know little about the new person „
Similarly the blind area is small because others know little about the new person „ The
hidden or avoided issues and feelings are a relatively large area „ The unknown area is
the largest, which might be because the person is lacking in self-knowledge or belief
For Fig 2 : The open free region is large because others know a lot about the person that
the person also knows.
Through disclosure and receiving feedback the open area has expanded and at the same
time reduced the sizes of the hidden, blind and unknown areas
let us do some home work before we start the assignment.
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Tom, Jerry and Spike also has become friend!!!
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Venkatesh Rajamani
Learner & Enterprise Agile Coach |Freelance Agility Trainer Scrum Alliance -CTC®|Scrum.org - PSM III®
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11/12/2017 Killing Toxic Culture by Praise and Appreciation | LinkedIn
https://www.linkedin.com/pulse/killing-toxic-culture-praise-appreciation-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/9
Killing Toxic Culture by Praise and
Appreciation
Published on September 5, 2015 |
In a study published in 2011 (Conboy et al., 2011) it was found that the increasing use
of Agile approaches and growing pressure to adopt Agile Management, contribute to the
need for human resource departments and project managers to address people
challenges more.
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There is a need to identify the problems that the Agile transition may cause. A list of the
most important people challenges in Agile was proposed as follows: developer fear
caused by transparency of skill deficiencies, the need for developers to be a
‘master of all trades’, increased reliance on social skills, a lack of business
knowledge among developers, the need to understand and learn values and
principles of Agile, not just the practices, lack of developer motivation to use
Agile methods and the need for Agile compliant performance evaluation.
Shane Hastie (2004) discusses how Agile differs from traditional methods by putting
much more emphasis on team work, cooperation and self organization. One of the
key to the success of Agile is trust, which needs to be present both between the leader
and the team and among the team members themselves.
Peter Frost, author of Toxic Emotions at Work, notes that many organizations and their
leaders generate emotional pain, which is a form of toxicity. Some toxicity can
demoralize employees, damage performances, and ultimately contaminate the
health of the organization.Worker humiliation is a common toxin in the
workplace; lack of recognition for work well done is another.
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Agile work environment need more positive reinforcement to become successful.
Let us look into 2 principles , how praise and appreciation practices helps agile team to
become successful.
In the early fifties, Don Clifton, was teaching psychology at the University of Nebraska
when he noticed a major problem: The field of psychology was based almost entirely
on the study of what is wrong with people. He began to wonder if it would be
more important to study what is right with people.
The Theory of the Dipper and the Bucket:
Each of us has an invisible bucket. It is constantly emptied or filled, depending on
what others say or do to us. When our bucket is full, we feel great. When it’s
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empty, we feel awful.Each of us also has an invisible dipper. When we use that
dipper to fill other people’s buckets – by saying or doing things to increase their
positive emotions – we also fill our own bucket. But when we use that dipper to
dip from others’ buckets – by saying or doing things that decrease their positive
emotions – we diminish ourselves.
Like the cup that run over, a full bucket gives us a positive outlook and renewed energy.
Every drop in that bucket makes us stronger and more optimistic.
But an empty bucket poisons our outlook, saps our energy, and undermines our
will. That’s why every time someone dips from our bucket, it hurts us. So we face a
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choice every moment of every day. We can fill one another’s buckets, or we can dip
from them. It’s an important choice – one that profoundly influences our relationships,
productivity, health, and happiness.
Five Strategies for Increasing Positive Emotions:
To increase positive emotions in our life and others’ lives, we must make a habit of
filling buckets.
Strategy One – Prevent Bucket Dipping: Just as we have to start eliminating debt
before we can truly save, we must start to eliminate bucket dipping before we can truly
begin to fill buckets. The next time you see bucket dipping in progress, do something
about it. Convince others that unwarranted negativity only makes matters worse.
Strategy Two – Shine a Light on What is Right: Each interaction gives us the chance
to shine a light on what’s right – and fill a bucket. Every time you fill a bucket, you’re
setting something in motion.
Strategy Three – Make Best Friends:Whether you want to build many relationships or
just a few deep ones, your best approach is to fill a person’s bucket in your very first
interaction. This is a powerful way to initiate new relationships – and to strengthen your
existing relationships. In fact, your friendships are unlikely to survive, let alone thrive,
without regular bucket filling.
Strategy Four – Give Unexpectedly:An unexpected gift doesn’t have to be tangible
either. It can be a gift of trust or responsibility. Sharing something personal or entrusting
a friend with a secret can fill his or her bucket.
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Strategy Five – Reverse the Golden Rule: In the case of bucket filling, “Do unto
others as you would have them do unto you’ doesn’t apply. Instead, we suggest a slight
variation: “Do unto others as they would have you do unto them.” When it comes to
robust and meaningful bucket filling, individualization is the key. So when you’re
bucket filling, go ahead and reverse – or at least redefine – the Golden Rule.
Manage emotional bank account :
An emotional bank account is an account of trust instead of money. It's an account
based on how safe you feel with another person. Covey identifies six ways to make
deposits (or reduce withdrawals):
When our trust level is high, because we’ve made lots of deposits, communication is
almost effortless. We can be our-self, and others understand and appreciate us. Then,
when we make mistakes or offend someone unexpectedly, we draw on that reserve and
the relationship still maintains a solid level of trust.
Conversely, when we are discourteous, disrespect others, interrupt others, speak
sarcastically or ignore others, our emotional bank account becomes overdrawn because
we have jeopardized the trust level. When the trust level is low, we have to be very
careful of what we say; we tend to be more political.
Our most precious relationships (with our spouse, kids, friends and boss) require
constant deposits, because those relationships continue to grow and change, and with
these changes come new expectations. If you have a teenager at home, you may make
several withdrawals in just one day! As your marriage evolves, your roles and
responsibilities may change, and your work and home lives may change over time
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because of career changes or kids moving out or back in. These relationships require
constant investment.
Covey identifies six ways to make deposits (or reduce withdrawals):
1) Understanding the Individual. This means listening intently to what the other
person is saying and empathizing with how they may feel. It’s important to care for
others and act with kindness toward them.
2) Keeping Commitments. How do you feel when someone arrives right on time when
you have a meeting? How about when people simply do what they say they will do?
You build up an emotional reserve by keeping your commitments.
3) Clarifying Expectations. We are not mind readers, and yet we consistently expect
others to know what we expect of them. Communicating our expectations can help
create a higher level of trust. When we ask for what we want, and we get it, we can then
trust a little more.
4) Attending to the Little Things. Don’t you find that the little things tend to become
the BIG things when they do not receive our attention? Doing the little things is how we
honor and show respect for others. Small kindnesses, a smile, a little extra effort, a hug,
doing something you didn’t “have” to: these are the things that build trust.
5) Showing Personal Integrity. Integrity is the moral floor upon which trusting
relationships are built. When we operate with sound moral character, it makes it so easy
for others to trust us.
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6) Apologizing When We Make a Withdrawal. We will make mistakes; it’s part of
life. But when you see you have violated a trust, sincerely apologizing is how we make
a deposit to counteract the damage we have done.
All these principles helps to understand and practices the best way of building a positive
culture.A leaders should ensure these practices are follows and mentor and coach as an
when there is a need.
All these factors will increase teaming effect in agile team and enhance the agile success
rate.
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11/12/2017 Let's Go Fishing ! | LinkedIn
https://www.linkedin.com/pulse/lets-go-fishing-chandan-lal-patary-pmp-csm-cssgb/?trk=mp-reader-card 1/4
Let's Go Fishing !
The key characters Mary Jane Ramirez, a manager from First Guarantee Financial, and
Lonnie, a fishmonger from Seattle’s world famous Pike Place Fish Market, teach us
how to transform a “toxic energy dump” into a workplace that adds value, productivity
and profit to the company, creating happier workers, employers, and customers!
Imagine a workplace where everyone chooses to bring energy, passion, and a
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positive attitude to the job every day. Imagine an environment in which people are
truly connected to their work, to their colleagues, and to their customers. Who wouldn’t
want to be in such a workplace? When you make room for play at work, great things
happen. They discovered this at Pike Place Fish Market in Seattle.
Pike Place defined four things that they believe lead to a good work experience:
Play – Allow yourself to be silly. Bring some fun and games into the workplace.
Have fun and create energy around at the office.
Choose your attitude – You decide for yourself what attitude you bring to your job.
Each day you choose how you are going to act or which “side of the bed” you wake
up on. The choice is yours and, the way you act, affects others.
Be present – How can you make sure you are fully available and aware during
conversations with people? It is about create a greater sense of intimacy between
individuals. Be there, in both body and mind.
Make their day – How can you engage fellow employees, customers and make
each other’s day? By giving your customers and colleagues good experiences.
The moral of the story: you can make any task rewarding and find purpose in
everything you do.
Reference : FISH! by Stephen Lundin
As consultant and author Dr. Charles Garfield drove over the San Francisco–Oakland
Bay Bridge on his way to work, he heard loud music coming from the tollbooth he was
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about to enter. He rolled down his window to pay his toll and found a dancing tollbooth
operator. “I’m having a party,” the operator declared. Dr. Garfield drove away more
joyful than he did most mornings and realized he had just experienced a peak-
performing tollbooth operator.
Intrigued, Dr. Garfield followed up and discovered that the young man’s purpose in life
was to be a dancer. His coworkers described their booths as “vertical coffins,” but this
young man saw it as a stage for performing and his job as an opportunity to dance.
He developed a philosophy about his job, created an environment to support his vision,
and happened to entertain those he served.
Research on peak performers confirms what you might suspect about people who attain
high levels of success and sustain it over time.
Peak performers are not goal driven. Peak performers are values based and inspired by a
noble purpose.
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11/12/2017 No More Excuses Please !! Dysfunctional Situation to Observe and Improve | LinkedIn
https://www.linkedin.com/pulse/more-excuses-please-dysfunctional-situation-observe-chandan-lal/?trk=mp-reader-card 1/8
No More Excuses Please !! Dysfunctional
Situation to Observe and Improve
Published on September 6, 2015 |
Excuse maker !! Are we aware about them?
Why we are always hearing excuses while working on certain tasks?
I am not upto the mark…..
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I am not getting enough paid…..
It is not my problem , it is somebody’s else problem ….
It was working but looks like ……
It was not communicated ….
They are not supportive …..
etc etc etc we all hear about excused everywhere in the organization.
It is a disease which is contagious and the medicine for this disease organization or
leaders or manager has to find out.
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Symptoms of Dysfunctional Office Politics:
Are we aware about all these?
The ten statements below concern ethics in interpersonal relationships on the job. The
more frequently any of these actions take place, the more likely the organization or
organizational unit is beset with dysfunctional office politics.
A conflict between two or more persons or groups was resolved on the basis
of who held the most power rather than on what would have made sense and
would have worked better.
A person or group “got even” in some way with another person or group.
Information about what was going on at work was withheld from a person
or group.
Information was reported about a person or group that was intentionally
exaggerated,misconstrued, and/or made mostly untrue by some other person
or group.
A person or group was led to believe one thing, when the other was clearly
true.
A person or group agreed with another person or group solely to “keep the
boat from rocking.”
A person or group’s worthwhile efforts or initiatives were intentionally
undermined.
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