MACH 2017 Session Descriptions

Personalities – During this session, participants will:

  • Differentiate between four general personality styles.
  • Identify the relative strengths of the four types in their own personality.
  • Experience ways in which different personality types approach tasks.
  • Create a persuasive communication regarding their proposed change that deliberately targets each personality type.

Identities and Cultures – During this session, participants will:

  • Identify three core components of their personal identity and academic identity.
  • Describe how their identity influences assumptions and behaviors.
  • Identity the micro-cultures that combine to shape their identity.
  • Illustrate how their identity is connected to their proposed change.

Cultures and Conversations – During this session, participants will:

  • Predict areas of conflict or support regarding their proposed change given the identities and micro-cultures of others.
  • Identify key aspects of their proposed change that are likely to be palatable across relevant cultures and personality types.
     

The Elevator Pitch – During this session, participants will:

  • Identify the components of and criteria for an effective ‘elevator pitch’. 
  • Create a brief ‘pitch’ for their proposed change.

Building Teams – During this session, participants will:

  • Identify key behaviors of different stages of team development.
  • Identify five characteristics of effective teams.
  • Generate strategies to encourage interpersonal interactions that build effective teams.
  • Generate ideal team rosters – both tactical and strategic – for their proposed change.
  • Identify real people who could fill in the ideal rosters.

Difficult conversations – During this session, participants will:

  • Classify the components and subtexts that define a ‘difficult conversation’.
  • Assess the likelihood of difficult conversations in their own institutions, and analyze the stakes of those conversations for their own and others’ identities.
  • Choose and apply conversational strategies, including Acknowledgment, Paraphrase, Me-Me-And, and You-Me-And to model difficult conversations about their proposed change.

Buy-In – During this session, participants will:

  • Anticipate likely non-substantive objections to their proposed change.
  • Identify common arguments against change in general.
  • Verbalize responses to several common non-substantive arguments, in the context of their proposed change.

Partnerships – During this session, participants will:

  • Identify key characteristics of successful partnerships.
  • Compare and contrast partnerships with teams.
  • Create a list of potential partnerships that could help them improve influence or strengthen resources related to their proposed change.
  • Develop a plan to cultivate at least one strategic partnership, and justify its strategic nature.

Risks – During this session, participants will:

  • Identify risks associated with undertaking their proposed change.
  • Classify risks according to their likely probability and severity of consequence.
  • Create strategies to mitigate the most severe/probable risks.

Engines and Anchors – During this session, participants will: 

  • List attributes, resources, people, etc. that will likely positively or negatively influence the proposed project. 
  • Identify and describe root causes of the likely negative influences.
  • Reflect on which objections most threaten a successful change.
  • Identify positive aspects of the likely negative influences.
  • Revise SMART goals.

Action Plan – During this session, participants will:

  • Develop an Action Plan and a project management timeline of tasks and goals based on the activities conducted in this workshop overall.  Plans will include team building, partnerships, critical conversations, influence, etc.

The Final Pitch – During this session, participants will:

  • Deliver a polished elevator pitch regarding their proposed change to the assembled participants and facilitators.