=09  ManagementVitality logo  =09   We are pleased to send you our November 2001 Issue as an example of our M= anagementVitality Teamwork Newsletters.
You may also go to November Teamwor= k Newsletter  to view an online copy.
Glenn McInnes President ManagementV= itality Inc. Glenn.McInnes@ManagementVitality.com     =09  Teamwork Newsletter  NOVEMBER 2001 =09   Trust is the fuel that moves companies forward  Business is down.
Layoffs=  loom.
Employees are focusing on their family, and many fear losing their j= obs.
Yet, you need to move your company or your department forward.
You nee= d to move upward and onward.
What does it take?
Trust!
We suggest that it i= s Trust that allows the balance between the opposing demands of work and qu= ality of life.
As always, moving forward requires a balance of effectiven= ess vs. efficiency and short-term vs. long-term goals.
A closely connected = tenet of these four is trust and getting to trust is a process that can be = worked on.
The ability to work  towards the future as a team requires trus= t because the future is pure promise, and has no reality in the here and no= w. Without trust, there can be no agreement concerning future events.
After=  all, certain real, clashing interests will be sacrificed in the short term= , for an unreal future built on promises.
Trust is the factor that permits = common goals to benefit both parties.
Thus, conflicts of interest are reso= lved through common goals pursed in an atmosphere of mutual trust.
Those wh= o understand capi (coalesced authority, power and influence) know that it n= aturally gives rise to conflicting interests.
To get things done, a team mu= st have common goals or interests to bind them together.
Mutual suspicion m= ust give way to mutual trust.
As we well know, the bearers of various impl= ementation forces come into conflicts that simply do not get resolved.
When=  fundamentally different interests are at issue, resolution often seems imp= ossible.
There are no obvious or immediate win-win solutions.
In fact, Dr. = Adizes makes the bold declaration that when conflict arises among people wi= th different interests, the short-term outcomes can never satisfy both part= ies.
In the short term, conflicting interests can only be addressed by a co= mpromise, where both parties?
interests suffer, or by a win-lose scenario t= hat leaves one party seriously disgruntled.
Destructive conflict over diff= erent interests manifests itself as long, drawn out tensions between the di= fferent players.
The conflict will not go away.
The trick is to harness tha= t conflict to achieve something, rather than trying to pretend that it does=  not exist.
Avoiding conflict is not the secret.
Encouraging constructive c= onflict is the way to move forward.
Trust is the only path to constructive = conflict in a situation of different interests.
However, trust can only be=  earned over time.
To establish trust, one must establish a history of livi= ng up to promises.
Since trust can be eroded in a split second, making the = pursuit of common goals increasingly difficult, one must move slowly and ca= refully and in a non-threatening manner as one builds that history of trust= .
To learn more, or for a refresher on the trust process, enroll in our on= line course, Teamwork Plus!
at  www.ManagementVitality.com .
To send in=  your own question to this newsletter, write Katherine.Prouty@ManagementVit= ality.com.
To brush up or learn more about the Adizes Methodology, go to =  www.ManagementVitality.com .
Congratulations to Michael Rossiter, Group = Executive - Learning and Development,  LendLease from London England for wi= nning the free enrollment in the November course of Teamwork Plus!.
To q= ualify for our December draw for our next free course,  subscribe to  this = monthly newsletter!
Your number to qualify for this month's contest is 4400= .
If you found these ideas useful, please forward this Newsletter to a c= olleague.
Return to ManagementVitality Home Page =09    =09=09  Online Courses:  Teamwork Plus!
series   What: The six courses in Teamwork=  Plus!
are  1.
Managing Change  2.
Harnessing Conflict  3.
Predicting Decis= ion Outcomes  4.
Understanding Corporate Lifecycles  5.
Overcoming Obstacle= s to Implementation  6.
Effective Corporate Structure  =09 Management Style=  Test =09    =09  Student's Time: About 3 hours per course, any time of day or night, about = 18 hours for the series.
Timetable: Six weeks, 1 course per week, starting=  January 14th and  ending March 1st.
It's easy to take, even when travellin= g. It has a start date and an end date, and in between those dates you can = start when you wish and proceed at your own pace, participating in threaded=  discussions which are tied to what section you are up to in the course.
Th= is means that between the start date and end date you participate in a dial= ogue in the context of where you are in the course and not in the context o= f where you are either in time or place, or whether you progress through th= e content ahead of or behind other students.
Host: Bill Caswell, P. Eng.= , 25 years as a CEO, ManagementVitality Content Officer and an Adizes Assoc= iate will offer comments on every student's answers to Questions and Exerci= ses, throughout the series.
Price: $495 U.S. for the series of 6 courses.
=   Enroll in Teamwork Plus!
at  www.ManagementVitality.com .
=09

A Teamwork Newsletter from ManagementVitality