Joanna Elizabeth Blankenship Responses - Sunday Jan 29 At 9:

Responsesjoanna Elizabeth Blankenshipsundayjan 29 At 953pmmanage Disc

Responses Joanna Elizabeth Blankenship Sunday Jan 29 at 9:53pm Manage Discussion Entry 1. What is your primary DiSC style? My primary DiSC Style is the Affirming Leader. 2. Who are the various stakeholder groups in this situation? What do they value and care about? It may help to make a stakeholder matrix. The various stakeholder groups in this case study include the residents of Strawberry Hill including both longtime residents and new residents, the neighborhood association, Harvey and the City Vision community development group, and local officials. Each of these stakeholders has an interest in the neighborhood. They each value community development and care about investing in the community. Longtime residents of Strawberry Hill, including Slavic immigrants and their descendants, value their community and the Catholic Church parishes. They take pride in their neighborhood and care about improving the neighborhood by making needed renovations. The new residents of Strawberry Hill neighborhood, including Latinos, Asian Americans, African Americans, Bosnian Muslims, and other ethnic groups, care about the affordable house prices and love that the homes are modest but yet charming in Strawberry Hill. Both the long-term and new residents care about transforming old vacant spaces into retail or high-end condominiums. Meanwhile, the neighborhood association values and cares about keeping Strawberry Hill a low crime neighborhood. Mr. Harvey and the City Vision community development group care about restoring the community, especially restoring vacant buildings. Lastly, local officials care about restoring the neighborhood and downtown Kansas City. 3. What potential gains or losses could these stakeholder groups realize? One obvious potential gain that could be realized from Harvey’s plan would be the development of an old historic building that has been vacant for nearly three decades. This would be a gain for all groups because they all would like to see something happen with the old building that is now an eyesore, other than it being razed. Another gain is that it would provide affordable housing for a number of people in the community. On the other hand, many residents would consider it a loss because they would like the building to be converted into retail space or high end condominiums. They would also grumble that it will bring in many newcomers that may not share their same views for the neighborhood and potentially more crime to the area. 4. Using the perspective of YOUR primary leadership style , how would a leader (Harvey) typically approach this problem? Based on the description of an Affirming Leadership style, if I were Harvey, typically my first response would be to create a positive and collaborative environment, avoiding conflict. As an affirming leader, I dislike conflict and thus try to avoid causing more turmoil in an already difficult situation. As noted by Sugerman et al. (2011), it is unusual to see affirming leaders in the middle of conflict. As an affirming leader, I am not typically aggressive or forceful with my ideas, therefore, instead of acting impulsively and jumping into action, my next step would be to neutralize and assess the situation. I would assess the situation from all viewpoints, considering the big picture. As noted by Sugerman et al. (2011), affirming leaders “tend to explore the situation more carefully”—(p. 50). Additionally, as an affirming leader, I would focus more on the positive and not the negative. My goal would be to create unity and cooperation among all members in the community. One way of accomplishing this goal would be to create a collaborative forum where all members of the community, including stakeholders, could voice their ideas and concerns about the new community development. As a result, everyone would feel valued and appreciated. In an effort to build trust and a cohesive group, I include input from members of the community in the final decision toward community development. 1. Would you move forward without the neighborhood association? Would you gain buy-in? As an affirming leader, if I were Harvey, I would definitely not move forward without the approval of the neighborhood association. The Affirming leadership style is about building teams and togetherness and not about causing separation and conflict. As an affirming leader, my concern would be more about meeting the needs of the people and building a sense of cohesion among community members. As noted by Sugerman et al. (2011), affirming leaders are “less concerned with reaching deadlines or making profits”—(p. 50). As an affirming leader, I would definitely gain buy-in by encouraging all stakeholders to get involved. As noted by Sugerman et al. (2011), “affirming leaders want to encourage groups to succeed, to engage others in open communication, and create a positive, collaborative environment”—(p. 127). I would clearly communicate to stakeholders the needs of the community, particularly the need to renovate old vacant buildings and how these needs can be addressed. This will help them to see the big picture, the grand plan of restoring the neighborhood. I would also encourage stakeholders to give their input and feedback. If stakeholders feel like their input is being considered, they will be more willing to support the renovation. Ultimately, by gaining buy-in, stakeholders have a say in the final decision making, thus it is a team effort for the betterment of the neighborhood. 2. What are some of the costs/benefits of this approach? A cost of this approach is that renovations will get delayed, thus buildings will continue to be vacant and abandoned. Leaving buildings unoccupied can lead to crime and vandalism. Furthermore, dilapidated buildings not only cause the neighborhood to lose its charm but may also bring down the house market. The neighborhood may then see residents leaving and moving elsewhere. A benefit of this approach is that all stakeholders, especially the residents, feel a sense of community. They feel connected to one another and understand that they are all working toward the same goal which is seeing their neighborhood grow and prosper. Another benefit of this approach is that the residents feel valued. Residents feel that their opinions are being valued and their concerns are being considered. As a result, residents have more trust and connection and thus are more likely to support Harvey’s idea. 5. How do you typically respond or act when something important to you causes conflict? My typical response when something important causes me conflict is to approach the situation in a calm and reasonable manner. I look at the cause of conflict from all directions and think of different constructive ways to respond to and resolve the conflict. I try to find opportunities for compromise in difficult situations so all groups can walk away with some level of satisfaction. I also do not like for differences of opinion to escalate to the point that they become personal. I do my best to find common ground and shift the focus to areas that can be agreed upon to help alleviate frustrations and calm tempers. I think that many times, groups or individuals that have disagreements are not really that far apart with what they want. Often they just do not fully understand or appreciate the other side’s perspective, and if they take the time to try and see the issue through the other’s eyes, a compromise can be found. 1. How willing are you to act in a way outside your “leadership comfort zone”? If you asked me this question four years ago, I would probably say that there was no possibility of me stepping outside of my comfort zone. However, with time, I have come to the realization that by not stepping out of my comfort zone, I am holding myself back from possibilities or growth and development. I have learned that if I want to grow as a leader, I must be willing to challenge myself and try new experiences. In the past year and a half I have really taken steps to not only grow as a leader but also to advance my role in my job. I have taken on new responsibilities that normally I would have been scared to pursue for fear of failure. One of these responsibilities is taking a more active role including training new employees. I have also learned to be more outspoken including delegating tasks to other teammates instead of trying to do it all myself. Therefore, I am highly motivated and willing to step outside of my comfort zone and grow in my leadership. 2. What makes acting outside your comfort zone difficult? I believe anxiety, uneasiness, and failure are the main factors making it difficult for me to step out of my comfort zone. I also feel that lack of self-confidence in myself is another obstacle holding me back. While in my comfort zone, I feel comfortable and in control. I have a routine that I am familiar with and I know where my strengths lie. Therefore, in my comfort zone, I am confident in myself and my ability to get things done. I am afraid that stepping out of my comfort zone makes me vulnerable to failure, criticism, and disapproval. I am often afraid to take risks or try something new for fear of failing. I am used to my routine and sometimes doing anything outside of that feels uneasy. For example, I am not a public speaker, it is one of my greatest weaknesses. Therefore, when I am given a task where public speaking is involved, I am greatly overcome with anxiety and panic. I will find any excuse to avoid public speaking. I also avoid being one of those take-charge leaders who is assertive and demanding because I worry that this will come off as domineering and others will dislike me. I also avoid being direct and forceful because I don’t like hurting someone else’s feelings. These are obstacles that hold me back from stepping outside of my comfort zone.

Paper For Above instruction

The primary DiSC style of the individual in the discussion is identified as the Affirming Leader. This style emphasizes creating a positive, collaborative, and harmonious environment, avoiding conflict whenever possible, and fostering unity among stakeholders. The stakeholders involved in the situation include long-time residents of Strawberry Hill, many of whom are Slavic immigrants and their descendants; new residents from diverse ethnic backgrounds, including Latinos, Asian Americans, African Americans, and Bosnian Muslims; the neighborhood association; Harvey and the City Vision community development group; local officials; and other community members. Each stakeholder group values community development, preservation of neighborhood identity, maintaining low crime rates, affordable housing, and revitalization efforts. Long-term residents prioritize neighborhood pride and historic community ties, such as Catholic parishes. New residents value affordable, modest, yet charming homes and are interested in transforming vacant spaces into retail and high-end condominiums. The neighborhood association seeks to keep Strawberry Hill a low-crime neighborhood, while Harvey and City Vision aim to restore vacant buildings and stimulate neighborhood revitalization. Local officials are focused on overall neighborhood and downtown Kansas City improvement.

Potential gains for all stakeholder groups include the redevelopment of a historic building that has been vacant for nearly three decades, which aligns with their collective desire to improve the aesthetic and functional aspects of the neighborhood. Additionally, providing affordable housing can benefit many residents and attract new, diverse populations, fostering community growth. However, potential losses could include residents’ disappointment over the conversion of historic buildings into retail or high-end condos, which may clash with their visions for the neighborhood. The influx of new residents or changes might also lead to concerns about increased crime or shifts in neighborhood character, especially among long-standing residents who value tradition and community identity.

From an affirming leadership perspective, Harvey would approach this challenge by fostering a collaborative environment where all stakeholders can voice their concerns and ideas openly. This involves setting up forums for community discussion, emphasizing shared goals, and encouraging mutual understanding. Maintaining neutrality and thoroughly assessing all viewpoints are key traits of this approach, allowing the leader to build trust and consensus gradually. Harvey would avoid moving forward without the support of the neighborhood association, as affirming leaders prioritize cohesion and collective agreement to prevent conflicts and divisions. Engaging stakeholders early and encouraging their participation ensures buy-in and shared ownership of decision-making processes.

The costs of this approach include potential delays in project implementation due to extended consultations and the complexity of reaching consensus. Such delays might temporarily leave buildings vacant, risking increased vandalism and deterioration, which could negatively affect neighborhood safety and market value. Conversely, benefits include strengthening community bonds, fostering a sense of shared purpose, and ensuring that decisions reflect the collective interests of the residents. When stakeholders feel valued and heard, trust increases, paving the way for smoother project implementation and long-term neighborhood stability.

Regarding conflict resolution, the individual tends to respond with calmness and rationality, seeking common ground and compromise rather than escalation. This method involves active listening, understanding different perspectives, and framing disagreements as opportunities for mutual growth. When confronted with conflict over important issues, this approach helps defuse tension and maintain focus on shared objectives, creating an environment conducive to collaboration and problem-solving.

Stepping outside the comfort zone is viewed as necessary for growth. The individual acknowledges past reluctance driven by anxiety, fear of failure, and a preference for routine and control. However, through deliberate effort and experience, they have become more willing to accept new challenges, such as delegating responsibilities or training new employees. Difficulties in acting outside the comfort zone stem mainly from fear of failure, criticism, and loss of control, especially in unfamiliar or public situations such as public speaking. Despite these obstacles, personal development has led to increased confidence and openness to new leadership experiences.

References

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