The fourth habit, Think Win/Win, shifts the focus from an internal point of view to habits that affect how we interact with the world around us. This shift is critical as we attempt to exert influence. Leadership reflects a move from independence (an internal point of view) to interdependence (an external point of view). Effective interpersonal leadership requires communication, interaction, and cooperation, i.e., thinking win/win. As organizations wrestle with dynamic and complicated markets, communication, interaction, and cooperation become critical behaviors. Competition within and between teams elicits behaviors that accentuate one person or group over another and reduce flexibility.
Covey suggests that interactions can be classified into six basic paradigms:
- Win/Win – This paradigm seeks mutual benefit. I think of this as the basic paradigm required for all Agile teams. All parties need to invest and work together to deliver value.
- Win/Lose – One party or team wins and the other loses. This is the classic sports paradigm: one team must win and another lose.
- Lose/Win – This paradigm is the alter ego of Win/Lose. The Lose/Win approach might be employed to keep the peace; however, if it continues, it can lead to passive-aggressive behaviors based on suppressed needs.
- Lose/Lose – Everyone loses. The classic example of this behavior is when a child playing football gets mad and goes home, taking the ball with them.
- Win – Winning is the only thing that matters; everything else is irrelevant.
Projects are suited for the Win/Win paradigm of interaction. Unfortunately, many organizational structures make win/win difficult. For example, organizations that embrace decimation (cutting the lowest 10%) will elicit competitive rather than cooperative behaviors. This management style generates a mentality of scarcity focused on jobs, making a win/win mentality for team members economically irrational. This is the antithesis within teams. I observed the interaction between a development team incentivized on time-to-market and a testing group incentivized on the number of defects found and reported during testing. The conflicting goals created a win/lose confrontation between the two groups. If the focus of both teams had been on customer satisfaction or value delivery, both teams could have developed a win/win relationship.
Developing a culture of win/win is not as easy as waving a magic wand. Embracing win/win requires integrity, maturity, and a belief in abundance. Developing a win/win paradigm often means reviewing how we lead, manage, and incentivize. Embracing win/win means organizational change. However if you are interested in meeting the future (rather than having the future meet you), you are interested in win/win.
Support the Software Process and Measurement Cast. Buy a copy of The 7 Habits of Highly Effective People by Stephen R. Covey and read along!
Previous Installments:
Week 1: Introduction and Be Proactive
Week 2: Begin With The End In Mind
Week 3: Put First Things First
Also, consider purchasing a copy of Mastering Work Intake to unlock seamless project management. “Mastering Work Intake” is your guide to efficient request handling. Reviews highlight its user-friendly approach and tangible benefits. Ditch the chaos, embrace clarity. Take the first step towards a more organized workflow. Get your book now!
Links:
JRoss Publishing: https://bit.ly/474ul6G
Amazon: https://amzn.to/4236013
Leave a Comment