| Authority and Power | Understanding your “capital” of authority and which authority a situation warrantsDiscussing authority and power with othersAssessing roles within decision makingClarifying roles for people – strengths – managing “capital”
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| Clear Leadership – Learning Conversation | Find yourself confused by others’ motives in a situationInterpersonal mush has begun and stories are being created around an issueWant to engage someone – extend “Hand of Partnership”
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| Decision Making | Thinking through the roles of people in an important decision that impacts various interested partiesManaging the time needed to gather inputMaking sure people understand the decision process and their role within itClarification of authority
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| Efficiency and Capacity | Work is shifting, questions arise about the value of partnershipNeed to clarify frame of reference for others
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| Four Color View | People don’t appreciate their teammates or conflict arises oftenA group of people are shaping the culture positively or negatively and you want to assess A team needs to be formed and you want alternative perspectivesYou want to discuss strengths and concerns in professional developmentNeed to take a look at the current reality of a situation or conflictNeed to take a look at all facets of the system in problem resolution and strategic planningPlanning communications that all interested parties will absorb
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| Guiding Change | Clarify the issue, project, or initiative to seek inputDeveloping solutions when there is a desired outcome, but not a prescribed pathBoundaries needed for input from various interested parties
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| Leadership Choices | Characteristics of a trusting organization in the midst of doubtThere is mistrust that is presentAssessing actions such as isolation and behavioral reactions
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| Leading in the Present | Assessing leadership approaches with others – recurring patterns that are yielding the same resultsReflection on a change process and the communications that come from leadershipReflection prior to critical meetings, major decisions and conversations
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| Participation | Conflict resolution needs to happen – emotions fuel itA group can’t reach consensus on an issueNeed to gather people for input on a situation and move them to action
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| Strategic Growth and Change | Operational planning and tactical workflowInitiative planning and communication of phasesEvaluation and prioritization of new ideas and initiatives
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| Transition and Development | A change warrants a look at the way people learn and the information they need in hand for each stepProposed change has people responding in different waysProfessional development discussion needs to happenDifferentiation of professional development or training needs to be designed
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| Whole System View | Too much concentration on only one facet of the organization’s work.Need to increase awareness within the organization about the full realm of “what we do”Analyze the consequences of a decision – what needs to leaveTake a look at all sides of an issue and the effects on the system
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