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1. A base of Theory, Insight, Knowledge, Experience
Grid theory defines seven distinct styles of leadership behaviors that serve as a foundation for shared understanding. The theory defines behaviors in a systematic context that creates a new, objective lens. This new view is accomplished without losing sight of the vital emotions, convictions, and values that drive behavior and define people as individuals. Rather, people and teams learn, instead, to consider behaviors in a new, more objective context. Participants filter subjective perceptions about behavior through the Grid lens to understand why one approach to conflict resolution works while another fails miserably; why one approach to decision-making succeeds while another leaves a wake of conflict and hard feelings.
2. Removal of Self-Deception
Self-assessment is rarely objective. Most people don't see their individual leadership behaviors realistically, or as others see them, but instead see their own intentions. Whether intentionally or not, most individuals naturally see their own positive characteristics and downplay the negative, even if it means bending reality a little.
This self-deception creates an awareness gap between how we see ourselves and what others actually experience. Perceptions become even more distorted as one moves up in an organization, or works in environments that avoid candor and sound critique. As a result, people say what they think others want to hear and avoid confronting flaws and problems. The longer this silent acceptance continues, the more the unsound behaviors are reinforced and the less teams grow and organizations prosper.
3. Recognizing the Gap
An effective way to begin closing the gap between intentions and actions is to discuss, clarify, and define attitudes regarding what sound behavior looks like in everyday interactions. These discussions establish a model for comparing and measuring actual behavior as it occurs.
The model provides a critical foundation by giving people new ways to address individual and team leadership behaviors objectively instead of criticizing people for being "bad" or "wrong." Grid provides a way to focus on the behavior and its impact and not the individual as a person.
With a model of sound behavior in place and self-deception stripped away, a strong tension develops as people begin to recognize behaviors in themselves and others in comparison to behaviors they consider sound. This tension creates the motivation to change behavior and improve from the inside out.
4. Team Support
New behaviors take time to change. Another key force for success is support from others. Team support keeps change on track by involving the people who work with you every day. Colleagues and co-workers provide support and creative ideas to strengthen personal change strategies. Every conversation or interaction has the potential for new perspectives, creative ideas, opportunities, and ultimately synergy, which would never occur if behaviors and strategies remained hidden and unaddressed.
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