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.