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Models that inform SAI: Helping Skills
Helping Relationships
•Self perceptions
•Perceptions of others
•Intra personal awareness, acceptance
•Inter personal behavior
•Communication skills
Characteristics of a Helping Relationship
Self-perceptions
Perceptions of the other
Intrapersonal behaviors
Interpersonal behaviors
Being fully aware
Possessing high positive regard for the other
Practicing no external evaluation of the other
Considering the other a person in the process of becoming rather than being bound by the past Accepting the full range of one’s own experiences and emotions
Communicating congruently to the full extent of your awareness
Receiving the other as he or she is
Extending warmth, caring, liking, interest, and respect
Entering fully into the world of his or her feelings and meanings and seeing them as he or she does
Acting with sufficient sensitivity so client feels trust
Communication Skills: listening, paraphrasing, reflecting, focusing, structuring, confronting, interpreting, summarizing, intentionality, empathy, reframing
The expression of three key uses of self is modeled in "Non violent communication" (NVC). The attributes and process of NVC can contribute to SAi also. The basics are:
1.Feel 2.Need 3.Request
•Self perceptions
•Perceptions of others
•Intra personal awareness, acceptance
•Inter personal behavior
•Communication skills
Characteristics of a Helping Relationship
Self-perceptions
Perceptions of the other
Intrapersonal behaviors
Interpersonal behaviors
Being fully aware
Possessing high positive regard for the other
Practicing no external evaluation of the other
Considering the other a person in the process of becoming rather than being bound by the past Accepting the full range of one’s own experiences and emotions
Communicating congruently to the full extent of your awareness
Receiving the other as he or she is
Extending warmth, caring, liking, interest, and respect
Entering fully into the world of his or her feelings and meanings and seeing them as he or she does
Acting with sufficient sensitivity so client feels trust
Communication Skills: listening, paraphrasing, reflecting, focusing, structuring, confronting, interpreting, summarizing, intentionality, empathy, reframing
The expression of three key uses of self is modeled in "Non violent communication" (NVC). The attributes and process of NVC can contribute to SAi also. The basics are:
1.Feel 2.Need 3.Request
Models that inform SAI: Johari Window
The objective of this model is to INCREASE SELF KNOWLEDGE and open oneself to allow others to also know one well. It is a great tool for:
•Feedback from others
•Challenging situations and dealing with them effectively
•Self reflection / Therapy
One way that this tool benefits teams is for participants to create a list of adjectives describing themselves. Others map these adjectives onto a grid as they perceive them.
Two axis' represent degrees of self knowledge and how well others know the subject. This creates four quadrants. Each quadrant represents levels for how we relate to ourself and to others. The model is useful for to growth in knowing ourselves and for opening for others to know us. These develop a foundation for healthy, conscious communication and relationships.
Two axis' represent degrees of self knowledge and how well others know the subject. This creates four quadrants. Each quadrant represents levels for how we relate to ourself and to others. The model is useful for to growth in knowing ourselves and for opening for others to know us. These develop a foundation for healthy, conscious communication and relationships.
Models that inform SAI: SAI for Organization Diagnosis
SAI for Organization Diagnosis: Five methods for consultants and researchers to use emotional, perceptual, and cognitive aspects of their selves as diagnostic tools.
1.EMOTIONAL REACTIONS
2.INITIAL PERCEPTIONS
3.UNDERSTAND BIAS
4.POSTPONING JUDGEMENT
5.FANTASIES AND IMAGES
EMOTIONAL REACTIONS, feelings are data, they can be a metaphor for an organization, source for hypothesis testing, feelings of surprise can indicate an incomplete diagnosis; specific feelings may indicate specific conditions
INITIAL PERCEPTIONS, because habitual processes can interfere with perceptions, first impressions of the organization can be the clearest; consultants can ask themselves about how they feel initially about the architecture ot the leadership.
UNDERSTAND BIAS, to view others in unbiased way consultant needs to know their own bias up front, otherwise our feelings may have more to do with our past “Since the primary instrument in OD work is the consultant practitioner, it is important that one know this instruiment as well as possible” Burke, 1982, p. 358
POSTPONING JUDGEMENT, suspending critical judgement to avoid speculation and premature evaluations; listening to client in an open-ended way that postpones conclusions w/o toher data.
FANTASIES AND IMAGES, suggest a better way to organize the data, free association
BENEFITS of Using Self for Diagnosis
Triangulation of the data
Initial hypothesis
Creative hypotheses
Integrative hypotheses
Inexpensive and accessible data
Reducing stress
PROBLEMS of Using Self for Diagnosis
Arrogance of the consultant to only use the self
No statistical research on the use of self in organization diagnosis – therefore not sure if it is reliable
Sharing feelings can be inappropriate at times
Sharing a hypothesis needs to be from a tentative point of view
From a paper presented at the 37th Annual Western Academy of Management Conference, March 28-30, 1996, Banff, Alberta, Canada. Nominee for Best Paper Award. An early version of this paper was given by Don McCormick at the 1987 Organization Development Conference in Seattle. Author: Donald W. McCormick, Ph.D.
1.EMOTIONAL REACTIONS
2.INITIAL PERCEPTIONS
3.UNDERSTAND BIAS
4.POSTPONING JUDGEMENT
5.FANTASIES AND IMAGES
EMOTIONAL REACTIONS, feelings are data, they can be a metaphor for an organization, source for hypothesis testing, feelings of surprise can indicate an incomplete diagnosis; specific feelings may indicate specific conditions
INITIAL PERCEPTIONS, because habitual processes can interfere with perceptions, first impressions of the organization can be the clearest; consultants can ask themselves about how they feel initially about the architecture ot the leadership.
UNDERSTAND BIAS, to view others in unbiased way consultant needs to know their own bias up front, otherwise our feelings may have more to do with our past “Since the primary instrument in OD work is the consultant practitioner, it is important that one know this instruiment as well as possible” Burke, 1982, p. 358
POSTPONING JUDGEMENT, suspending critical judgement to avoid speculation and premature evaluations; listening to client in an open-ended way that postpones conclusions w/o toher data.
FANTASIES AND IMAGES, suggest a better way to organize the data, free association
BENEFITS of Using Self for Diagnosis
Triangulation of the data
Initial hypothesis
Creative hypotheses
Integrative hypotheses
Inexpensive and accessible data
Reducing stress
PROBLEMS of Using Self for Diagnosis
Arrogance of the consultant to only use the self
No statistical research on the use of self in organization diagnosis – therefore not sure if it is reliable
Sharing feelings can be inappropriate at times
Sharing a hypothesis needs to be from a tentative point of view
From a paper presented at the 37th Annual Western Academy of Management Conference, March 28-30, 1996, Banff, Alberta, Canada. Nominee for Best Paper Award. An early version of this paper was given by Don McCormick at the 1987 Organization Development Conference in Seattle. Author: Donald W. McCormick, Ph.D.
Models that inform SAI: Self Differentiation
The key skills of self differentiated leaders are that they are able to simultaneously stay connected and passionate about their goals while they also stay connected to others. When leaders stay connected to those whom they lead while they have issues with the goals, the leader's abilities are put to test and this is where the rubber meets the road. A mature self differentiated person is able to stay connected to others while they are dispassionate about the goals, not taking their issues personally and gradually skewing the majority towards great accomplishments.
SAi is a fundamental key to managing organization change
Within each person resides the sacred territory that they are unconsciously protecting. When changes occur externally their well guarded perceptions, habits or behaviors are impacted. It can be unsettling. With the great changes occuring in our culture and economy today almost everyone's comfort zone needs to be better managed.
Learning how to broaden the comfort zone is a fundamental SAi key skill for personally managing organization change. It took a lifetime to create unconscious skills, yet we don't even know exists. It takes gradual, incremental steps to consciously begin opening to new coping abilities. In other words, it takes continual practice and a regular rhythm of practice to begin making the changes. Eventually these new patterns become an unconscious mindset that is better equipped to deal with changes, whether personal or professional. This is how one changes and becomes more adept with change. What changes begins with one's inner awareness and self management, one's expression of themself, and their abilities with others in relationships and eventually their abilities with managing organizations and the multiple dynamics of being a leader and boundary scanner. This is stated simply, however this is quite a mature skill set.
Learning how to broaden the comfort zone is a fundamental SAi key skill for personally managing organization change. It took a lifetime to create unconscious skills, yet we don't even know exists. It takes gradual, incremental steps to consciously begin opening to new coping abilities. In other words, it takes continual practice and a regular rhythm of practice to begin making the changes. Eventually these new patterns become an unconscious mindset that is better equipped to deal with changes, whether personal or professional. This is how one changes and becomes more adept with change. What changes begins with one's inner awareness and self management, one's expression of themself, and their abilities with others in relationships and eventually their abilities with managing organizations and the multiple dynamics of being a leader and boundary scanner. This is stated simply, however this is quite a mature skill set.
Models similar to SAi
There are many other models that are similar to SAi. Each unveils more understanding to either the intra personal or the inter personal skills use by the Self. To name just a few of these models a brief list follows:
- Self Differentiation
- SAI for Organization Diagnosis
- Johari Window
- Helping Skills
- Emotional Intelligence
These inform the SAi model. I will follow up with more detail about each these in future posts.
Quotes
The unexamined life is not worth living.
Socrates in Apology by Plato
Lord, make me an instrument of Thy peace.
Prayer of St. Francis of Assisi
Whoever knows himself, knows God.
Mohammed
The wetware is the hardest part [of organization change].
Dr. Kay Nelson
The doctor is…in a position to use his unconscious…as an instrument in the analysis”
Freud
Socrates in Apology by Plato
Lord, make me an instrument of Thy peace.
Prayer of St. Francis of Assisi
Whoever knows himself, knows God.
Mohammed
The wetware is the hardest part [of organization change].
Dr. Kay Nelson
The doctor is…in a position to use his unconscious…as an instrument in the analysis”
Freud
SAi
I use the SAi acronym with a small "i" and not the standard all caps acronym-SAI. For me, the I represents the "I" of one's self. In this instance the self is the organization change practitioner. I prefer to de-emphasize the practitioner's use of ego self ("I"). The lower case i symbolizes the skills that serve the client as an instrument, subordinating the ego needs of the pracititoner, focused on those of the client.
Self As Instrument
Self As Instrument (SAi) is the title of a skill set that the organization change profession commonly refers to. Skillful practitioners use these to organize a multitude of dynamics that can enhance change processes. The skill set is based on systems theory that asserts that the productive use of the self has the capacity to effectively influence the larger system.
It is an especially important skill set for change practitioners to possess because they guide the client and the group through the unavoidable turbulence that organization change creates. Skillful use of the self can improve change processes in the design, implementation and sustaining processes of organization change. The specific skills that make up this concept, SAi, are vast. It includes both intra-personal and inter-personal skills as well as cognitive and affective skills.
What skills you believe are essential for SAi? Feel free to share.
It is an especially important skill set for change practitioners to possess because they guide the client and the group through the unavoidable turbulence that organization change creates. Skillful use of the self can improve change processes in the design, implementation and sustaining processes of organization change. The specific skills that make up this concept, SAi, are vast. It includes both intra-personal and inter-personal skills as well as cognitive and affective skills.
What skills you believe are essential for SAi? Feel free to share.
Academy of Management Conference
Academy of Management Conference in Anaheim, CA.
Sunday, August 10, 2008, 9 AM
Beyond Concept, What Is Self As Instrument
Dr. Anna Gomez
Conference link: http://program.aomonline.org/2008/submission.asp?mode=ShowSession&SessionID=245
The material covered will be the results from my investigation into - Self As Instrument - what it is and how are these skills developed. It will be both content rich as well as experiential.
This is an excellent conference for learning, staying on top of the field, and learning from long time masters and new innovators. I will review what I shared and learned later.
Sunday, August 10, 2008, 9 AM
Beyond Concept, What Is Self As Instrument
Dr. Anna Gomez
Conference link: http://program.aomonline.org/2008/submission.asp?mode=ShowSession&SessionID=245
The material covered will be the results from my investigation into - Self As Instrument - what it is and how are these skills developed. It will be both content rich as well as experiential.
This is an excellent conference for learning, staying on top of the field, and learning from long time masters and new innovators. I will review what I shared and learned later.
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