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People, not process (for UX Romandie meets COMEM+)
 

People, not process (for UX Romandie meets COMEM+)

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Some deletions and additions since previous versions. In particular, the addition of work by Clifford Nass.

Some deletions and additions since previous versions. In particular, the addition of work by Clifford Nass.

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People, not process (for UX Romandie meets COMEM+) People, not process (for UX Romandie meets COMEM+) Document Transcript

  • hashtag: #uxrmc
  • hashtag: #uxrmcWe are a group who meets every month to discuss and practice UXDwe have 2 objectives.* Increase the awareness of User Experience design in Switzerland, and* Improve our own expertise
  • hashtag: #uxrmc
  • PEOPLE,NOT PROCESS
  • IAN FENN
  • People, not process Ian Fenn Twitter: @ifenn
  • MOST FREQUENT REASON USABILITY ISSUES GO UNFIXED. http://www.slideshare.net/cjforms/why-do-usability-problems-go-unfixed-13865768Two friends of mine, Caroline Jarrett and Steve Krug, dida survey and talk last year that examined why usabilityissues go unfixed. The most popular answer theyreceived in their survey is at the top - the issueconflicted with a decision maker’s belief or opinion.
  • The fact is that we talk a lot about process and tools in the UXcommunity. Agile vs. waterfall. Personas. Scenarios. User journeys.What we rarely talk about is dealing with people, yet it’s clearlycentral to our success. After all, the best design in the world meansnothing unless it’s implemented.
  • Communication and influence are just as important as a well-thought out prototype.I think the first thing we need to do is to communicatewhat it is we actually do. I have a story which illustratesmy point.
  • 2012Last year I was at Silicon Milkroundabout... a jobs andrecruitment fair for UX people in London. I was helpingmy client find UX designers when a potential candidatecame up to the stand. “Are you interested in a UX ROLE?”I asked.
  • “YES,” she said.“What experience do you have?”I asked.
  • “C, C#, C++, and visual basic”Nobody really knows what we do. Now, anyone whofollows me on twitter knows that I do not like designingthe damn thing. Every time the Americans get wound upon this, I’m there with my pitchfork.
  • A designer solves problems within a set of constraints. Mike MonteiroBut here’s one of the best definitions I’ve found - fromMike Monteiro of Mule Design. However, I thought it wasincomplete.
  • A designer solves problems they often have to help identify within a set of ever-changing constraints. Ian FennHere’s my updated version, indicating that we often haveto help identify the problem we solve within a set ofever-changing constraints. Hang on, there’s somethingmissing.
  • A designer solves problems they often have to help identify within a set of ever-changing constraints. Without authority. Ian FennYes, that’s better. As indicated by Caroline and Steve’ssurvey earlier on, we rarely have the final word on thedesign implemented. Let’s unpick that.
  • THE EXPECTATIONS PYRAMID Succeeding the Project Management Jungle (Doug Russell) http://www.amazon.com/Succeeding-Project-Management-Jungle-Projects/dp/0814416152/While we designers like to think of ourselves as advocating forend users, we’re ultimately responsible for helping our employersor clients achieve certain organizational goals. Put another way,we have to meet management, team and customer expectationstoo. Let’s take a look at a typical project - it’s said they have sixphases...
  • THE SIX PROJECT PHASES๏ enthusiasm๏ total confusion๏ disillusionment๏ search for the guilty๏ punishment of the innocent๏ reward and promotion of the non-participants
  • Unfortunately for us, we careUnfortunately, we’re not very good at being non-participants. So, what do we do? Well, our plan of actionmust start before we even arrive.
  • You got hired. Why?When you start on a new project, quickly identify whyyou are there. Are you there to design the best possiblesolution? Are you damage limitation? Or just someone toblame?
  • ARRIVE ARMED WITH KNOWLEDGE ๏ Read the usual suspects - Jared Spool, Jakob Nielsen, Johnny Holland, Boxes and arrows, UX magazine... ๏ Familiarize yourself with the high traffic websites that people visit - how are they shaping user behaviour? ๏ Question everything around you. Why are things the way they are? ๏ Is there a formal project brief? If so, ask for a copy in advance. Print it off. Scribble questions on it.Arrive armed with knowledge, both specific and general.In the UK, the BBC, Google, Facebook, and Amazoninfluence user behaviour and expectations, so be awareof what they’re doing. Read - and observe - as much asyou can.
  • Be dressed for success. http://www.flickr.com/photos/littlebitmanky/424680015/Arrive dressed for success. Consider the dress code ofthe organisation. Look just that little bit smarter. Standtall. If you wear spectacles occasionally, wear them moreoften. People will think you’re smart. At least, that’s whatresearch in the UK and USA reveals.
  • Meeting the project sponsorI mentioned that nobody really knows what we do.Chances are your project sponsor knows they have aproblem and they hope you can help. Get the projectsponsor’s view of the project. How do you do that?Here’s something I found useful...
  • I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who. - Rudyard Kipling in his "Just So Stories" (1902)The five Ws as it’s known is a long-establishedjournalistic technique to get the full story... Here’s how Iapply it with projects...
  • ๏ Why are we doing this? (Business needs) ๏ What do the users need? (User needs) ๏ Where do they want it? (Environment/Device) ๏ Who is doing it? (Team) ๏ When do we have to get it done by? (Time available) ๏ How will we measure success?Ask your sponsor these questions. Write them into achecklist or form... write your own mini brief... If youalready have a brief, validate it.
  • MORE QUESTIONS ๏ What do they expect? ๏ What’s in it for them? ๏ What challenges do they face? ๏ How will they know the project has been successful? ๏ Who else should you meet?Also ask the project sponsor more informal, personal butimportant questions... Your aim is to encourage opendiscussion that digs into the company culture as muchas it does the project itself.
  • JIM KALBACH’S PROJECT CANVAS http://uxtogo.wordpress.com/2012/05/25/the-project-canvas-defining-your-project-visually/A tool you may wish to look at is the project canvas,created by Jim Kalbach, and available fromuxtogo.wordpress.com. It captures participants, goals,users, user benefits, activities, deliverables, risks,milestones, constraints, and scope - everything you needto know.
  • Meeting team membersNext, meet the team members. I prefer to do this on anindividual basis. It’s normally where the fun begins.
  • http://bit.ly/war-developersYou may have seen this from August 2011. Developers see projectmanagers as people in suits who do nothing... Project managers seedevelopers as factory workers... Designers see project managers asdemolition experts... Project managers see designers as painters.Project managers see themselves as big important men in suitsrunning the show, developers see themselves as scientists who arechanging the world, and designers see themselves as pure makersof beauty. Developers see designers as babies with a paintbrush anddesigners see developers as fat guys tinkering with white boxes. AsUX designers, it’s important we step above this… and reallyunderstand our fellow team members.
  • MEET TEAM MEMBERS ๏ What’s their history? ๏ How do they work? ๏ What has been useful in the past? ๏ What has annoyed them? ๏ What are their expectations? ๏ How do they like to communicate?How do they want to be involved? What form ofdocumentation do they need? Analyse the love eachperson requires. Establish trust. Here’s some specificadvice on job roles...
  • PRODUCT MANAGERS ๏ Some are ux-focused, others are business or technical ๏ None of them will be short of an opinion ๏ Support your work with evidence where you can ๏ Share it oftenProduct managers should know about the business case,the mandate for the product or service, and customercharacteristics.
  • PROJECT MANAGERS ๏ Treat as you would a project sponsor ๏ Be honest about timings and try to stick with them ๏ Keep them informed ๏ Ask them to coordinate feedbackProject managers can be your best friend - they’re thereto support you, not just to constantly rework a ganttchart.
  • DEVELOPERS AND DESIGNERS ๏ Involve them early on ๏ Share your work or collaborate often ๏ Understand their constraintsDevelopers should know any system or developmentconstraints. Designers will understand what the brandmeans and how it’s evolving. They’ll know where brandguidelines can be bent. Is it really this simple?
  • NO.I’m sure you’re familiar with the USA comedian BillCosby. I’m equally sure you’ve also had days like this,where communication just seems, well, difficult.
  • Bill Cosby hosting the quiz game ‘You bet your life’. Thefact of the matter is that communicating and managinghuman relationships is hard. Luckily, we have research todraw on.
  • Personal styles and effective performance David W. MerrillIn 1981, psychologist David W. Merrill published thisbook, which describes a social style model that has beenused as the basis of most books on communication,influence and persuasion ever since.
  • Less More Analytical Driver Less More Amiable Expressive MoreMerrill’s model, which is now 50 years old, says that there are fourbasic human social styles... The driver - Fast, intense, formal, risk-taker, likes to be in charge. Expressive - Animated, impatient,creative, focus of attention, funny, back-slapper. Amiable - Slow,easy-going, quiet, friendly and inviting, forgiving. Analytical - Slow,quiet thoughtful, prefers to be on their own - In short, this modelsuggests that three quarters of the population have a behaviouralstyle different to yours... no wonder working together isn’t easy. It’simportant to say though - that no social style is better than theother...
  • DRIVER (FAST, INTENSE, FORMAL, RISK-TAKER, LIKES TO BE IN CHARGE) ๏ Focus on the present ๏ Don’t get into a control contest ๏ Get to the bottom line ๏ However, don’t back ๏ Speak in terms of down if you believe short-term concrete you are right results ๏ Give them options ๏ Don’t get too personal http://www.softed.com/resources/Docs/SSW0.4.pdfSo, what should you do when you meet someone with adifferent social style... Let’s look at Drivers first..Remember: Drivers are fast, intense, and formal. They’rerisk-takers and like to be in charge.... So... Focus...
  • EXPRESSIVE (ANIMATED, IMPATIENT, CREATIVE, FOCUS OF ATTENTION, FUNNY, BACK-SLAPPER) ๏ Focus on the future ๏ Stimulate their and the big picture creative impulse ๏ Illustrate concepts ๏ Compliment them with stories ๏ Don’t dwell on details ๏ Seek their ideas, input ๏ Don’t be too serious ๏ Show personal ๏ Don’t talk down to interest and involvement them http://www.softed.com/resources/Docs/SSW0.4.pdfWith Expressives… those animated, impatient, creative,focus of attention, funny, back-slapping people… you’llwant to...
  • AMIABLE (SLOW, EASY-GOING, QUIET, FRIENDLY AND INVITING, FORGIVING) ๏ Be flexible ๏ Don’t push for too much detail ๏ Be easy and informal ๏ Don’t hurry them ๏ Be personal and personable ๏ Don’t confront them ๏ Emphasize a team ๏ Don’t attack approach ๏ Don’t be dictatorial or autocratic http://www.softed.com/resources/Docs/SSW0.4.pdfAh. The Amiable. Slow, easy-going, quiet, friendly andinviting, forgiving...
  • ANALYTICAL (SLOW, QUIET THOUGHTFUL, PREFERS TO BE ON THEIR OWN) ๏ Focus on past, ๏ Tell them exactly what present and future you will do and when ๏ Talk facts ๏ Don’t rush things ๏ Focus on detail and ๏ Don’t be too personal accuracy ๏ Don’t be overly casual ๏ Be logical, well- organized, and serious http://www.softed.com/resources/Docs/SSW0.4.pdfLast but not least, the analytical. Slow, quiet andthoughtful, prefers to be on their own. [Pause]
  • CLIFFORD NASSThis is another academic, Clifford Nass. He’s a professor atStanford, the renowned USA university. I think we can say he’s oneof us, working in Human-Computer-Interaction. However, whatClifford has done is to produce guidelines for effective humanrelationships by researching how we interact with computers. Youheard me right. We can learn how to work better with other humansby looking at how humans work with computers. It seems for socialscience experiments, the computer is the perfect confederate.Here’s Clifford Nass.
  • So - the point is that humans treat computers and otherdevices like people: we empathize with them, argue withthem, and form bonds with them. We even lie to them inorder to protect their feelings. For an insight intoClifford’s methodology, here’s how he investigatedwhether modesty and self-criticism was a good idea.
  • So, it seems you can be considered intelligent, butunfriendly or friendly but dumb - but not both. Moreseriously, modesty might win you friends, but will alsobe believed, so only criticise yourself when it is accurateand constructive to do so. Here are some of the otherguidelines that Clifford’s research has unearthed...
  • PRAISE ๏ Praise others freely, frequently, and at any time, regardless of accuracy. ๏ Emphasize effort over innate abilities. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)Praise others (but not yourself) freely, frequently, and atany time, regardless of accuracy. Emphasize effort overinnate abilities. In other words, praise for takinginitiative, completing a difficult task, learning new skills,and acting on criticism. This is growth-minded feedback,and it encourages people to grow and advance.
  • CRITICISM ๏ Criticise others with caution, keeping it brief and specific, and always with clear follow-up actions ๏ Present ways to improve and resolve the criticism, and emphasize the importance of effort for success. ๏ Afterward, give people time to respond when they are ready. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)Focus on what needs to happen... the steps required tomake things right. Don’t place emphasis on the criticism.
  • MIXING PRAISE WITH CRITICISM ๏ Broad praise ๏ Brief criticism focused on specific steps toward improvement - go deep, not broad ๏ Lengthy and detailed positive remarks The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)Avoid the so-called criticism sandwich: Specific negativecomments sandwiched between specific positivecomments and an overarching positive remark. The ideais that you make the criticism palatable by bracketing thenegative remarks with positive ones. It doesn’t work.People think hard about the criticism and forget the rest.Instead, try this. (Give someone specific steps.)
  • PERSUASION ๏ Your persuasiveness comes down to whether people perceive you as an expert and trustworthy ๏ Being labeled an ‘expert’ or a ‘specialist’ grant you all the persuasive power that actual experts have. ๏ Trustworthiness is generally more persuasive that expertise. ๏ Inconsistency makes you less persuasive. The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)Your persuasiveness comes down to whether peopleperceive you as an expert (are you worth listening to) andtrustworthy (should you be listened to). Being labeled an‘expert’ or a ‘specialist’ grant you all the persuasivepower that actual experts have.
  • Body languageOf course, one thing that computer’s don’t have to worryabout is body language... Here’s a clip from the currentseries of The Big Bang Theory. To set the scene, Sheldonis recording his web hit ‘Fun with Flags’.
  • I think we all know the basics of body language: Smile!,Look interested and attentive, and avoid intense,dominant eye contact. But have you considered micro-inequities? Here’s Micro Messaging author StephenYoung in interview with Canadian television.
  • Micro message and avoiding Micro inequities may seemchallenging, but Stephen says ten simple guidelines willset you on the road to success...
  • MICRO MESSAGING๏ Actively solicit opinions๏ Connect on a personal level๏ Constantly ask questions๏ Attribute/credit ideas๏ Monitor your facial expressions
  • MICRO MESSAGING๏ Actively listen to all๏ Draw in participation๏ Monitor personal greetings๏ Respond constructively to disagreements๏ Limit interruptions Micro Messaging (Stephen Young)
  • USEFUL PHRASES ๏ ...... (Silence: Beg for forgiveness, not for permission.) ๏ “Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?” ๏ “Which of the solutions you mentioned would you choose?” ๏ “If we were going to meet the delivery date, how could we make that happen?” ๏ “How could we find out...”Stephen mentioned active listening and askingquestions. Whoever you’re working with, here are someuseful, constructive, phrases... Pop them at the back ofyour Moleskine.
  • EVEN MORE USEFUL PHRASES ๏ “What we might do is...” ๏ “We could do...” ๏ “Would you...” ๏ “I appreciate it when you...” ๏ “I agree with some of what you’re saying, but here’s what I would like to see changed...”And here are some others, from Dale Carnegie of ‘Howto win friends and influence people” fame. [Pause]
  • Dealing with Difficult People Dr. Rick Brinkman and Dr. Rick KirschnerAs I mentioned earlier, Merrill’s model has formed thebasis of many a book since it’s publication. Here’s onethat UX practitioners may find useful.
  • Dealing with people you can’t stand Dr. Rick Brinkman and Dr. Rick KirschnerIt’s a shorter version of this title, now on its thirdexpanded edition.
  • Task focus Passive Aggressive Relationship focusAccording to the two authors, the secret of dealing withdifficult people is understanding their disposition(passive - aggressive) and motivation (task -relationship).
  • Task focus Whiner Tank Passive Aggressive Think they Yes person know it all Relationship focusIn the centre is the ‘normal zone’. At the edges of thegraph are extreme types who can be difficult to getalong with.
  • Task focus Whiner Tank Passive Aggressive Think they Yes person know it all Relationship focusWhat I find normal and acceptable will be different fromwhat you find normal and acceptable. Everyone issomeone’s difficult person. Brinkman and Kirschner saywe need to tune our behaviour and responses to get thebest out of conflicts.
  • Task focus Get it right Get it done Passive Aggressive Get along Get appreciated Relationship focusBrinkman and Kirschner say the secret to that isunderstanding the intention that drives those personalitytypes. Sometimes, however, people aren’t being difficult,just, well, foreign.
  • CULTURAL ISSUES: UK ๏ Beware the USA sitcom stereotype ๏ Humor is regarded as one of the most effective weapons in a British citizen’s arsenal ๏ Brits will agree where possible, but qualify their agreement ๏ When you wish to criticize, disagree or even praise, do it obliquely (using understatement or coded speech) When Cultures Collide: Leading across cultures (Richard D. Lewis)Watch for the cues and delve deeper.
  • CULTURAL ISSUES: USA ๏ Americans are blunt, forthright and direct ๏ They’ll have difficulty if you don’t ‘put your cards on the table’ ๏ Negotiating is considered to be give and take ๏ They feel they’re the best - so their norms are assumed to be the only correct ones When Cultures Collide: Leading across cultures (Richard D. Lewis)They generally don’t want to hear a sales pitch. Appearstraightforward, honest but quite tough. Relativequietness will eventually reap dividends.
  • CULTURAL ISSUES: FRANCE ๏ Logic will dominate their arguments and lead to an extensive analysis of all matters ๏ Opinionated, they nonetheless play their cards close to their chest and build up to them ๏ They can be suspicious of early friendliness ๏ They may defer decisions away from a meeting When Cultures Collide: Leading across cultures (Richard D. Lewis)Stick to logic at all times. Remember they would ratherbe right than popular. Even when they raise their voiceand gesticulate when excited, they rarely abandonrationality.
  • CULTURAL ISSUES: JAPAN ๏ Face must not be lost and politeness must be maintained at all times ๏ Their reluctance to say no is well-known ๏ Decisions will eventually be made by consensus ๏ They are cautious, skilled in stalling tactics and won’t be rushed When Cultures Collide: Leading across cultures (Richard D. Lewis)Be very polite at all times. Flatter them a lot. If you needinformation, repeatedly ask... and allow more time.Remember that anything you say will be taken literally,such as ‘This is killing me.’
  • CULTURAL ISSUES: CHINA ๏ Politeness is observed at all times. Confrontation and loss of face (for both parties) must be avoided ๏ Meetings are principally for information gathering - the real decisions will be made elsewhere ๏ A collective spirit prevails - nobody says ‘I’, only ‘We’. ๏ They will work step by step in an unhurried manner When Cultures Collide: Leading across cultures (Richard D. Lewis)The Chinese will be concerned about humiliation. Meetindividually and phrase questions carefully. Avoid angeror appearing upset. Learn to read between the lines anddon’t be surprised if arguments go around in circles.
  • CULTURAL ISSUES: INDIA ๏ Indians emanate and expect warmth and respect ๏ Do not risk joking with them ๏ Be flexible ๏ Accept chaos and ambiguity When Cultures Collide: Leading across cultures (Richard D. Lewis)Don’t talk down to them; show sensitivity andunderstanding. Develop a tolerance for ambiguity...Check their own understanding... and check in with themregularly...
  • SHOW YOUR HRT (HEART) ๏ Humility - you are not center of the universe ๏ Respect - you genuinely care about others you work with ๏ Trust - you believe others are competent and will do the right thing Team Geek (Brian W. Fitzpatrick, Ben Collins-Sussman) http://shop.oreilly.com/product/0636920018025.doIf I have a message, it’s that we should constantlyrecognise that software development is a team sport -and to make the most of the team, we need emotionalintelligence. ‘Team Geek’ authors Brian W. Fitzpatrickand Ben Collins-Sussman argue that ‘Almost every socialconflict can ultimately be traced back to a lack ofhumility, respect, or trust.’ So, show your HRT (or Heart)
  • Staying sane ๏ What am I feeling now? ๏ What am I thinking now? ๏ What am I doing at this moment? ๏ How am I breathing?Philippa Perry, author of How to Stay Sane, recommendsthis simple emotional intelligence exercise as the routeto sanity... Of course, things don’t always go well. Onthose days, remember the first rule of consulting.
  • First Rule of Consulting: No matter how much you try, you can’t stop people from sticking beans up their nose. Jared Spool - http://www.uie.com/brainsparks/You might also want to adopt the approach of UK stand-up comedian Sarah Millican...
  • Millican’s Law “This is Millicans Law. If you have a hard gig, quiet, a death, a struggle, whatever, you can only be mad and frustrated and gutted until 11am the next day. Then you must draw a line under it and forget about it. As going into the next gig thinking you are shit will mean you will die.” “Equally, if you nail it, slam it, destroy it, whatever, you can only be smug about it until 11am the next day (in the past, I have set an alarm so I could get up and gloat for an extra half hour) as if you go into the next gig thinking you are Gods gift to comedy, you will die. That is Millicans Law and it totally works. It means you move on quickly.” http://sarahmillican.blogspot.com/2012/08/the-11-o-clock-rule.htmlAfter listening to me talk, you may be asking whether allthis hard work is worth it. That’s a personal questionwith a personal answer. My own view is best summed upby a recent documentary film... not about a UX designer,but about an 85-year-old sushi chef. The film is JiroDreams of Sushi.
  • JIRO DREAMS OF SUSHIIt’s a wonderful film. Do watch it.
  • Merci......and good luck Twitter: @ifenn
  • Appendix: Communication style questionnaire
  • A PERSONAL ASSESSMENT - 1. Please write down A or B, then C or D. a. More likely to lean back when stating opinions b. More likely to be erect or lean forward when stating opinions c. Less use of hands when talking d. More use of hands when talking Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)Here’s the first statement... If you’re more likely to lean back whenstating opinions, write down A. If you’re more likely to be erect orlean forward when stating opinions, write B. Choose one or theother. Next, if you use your hands less when talking, write C. If youuser your hands more when talking, write D. You should have twoletters, one from each pair, AC, AD, BC, or BD.
  • A PERSONAL ASSESSMENT - 2.Please write down A or B, then C or D.a. Demonstrates less energyb. Demonstrates more energyc. More controlled body movementd. More flowing body movement Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 3.Please write down A or B, then C or D.a. Less forceful gesturesb. More forceful gesturesc. Less facial expressivenessd. More facial expressiveness Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 4.Please write down A or B, then C or D.a. Softer voiceb. Louder voicec. Appears more seriousd. Appears more fun-loving Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 5.Please write down A or B, then C or D.a. More likely to ask questionsb. More likely to make statementsc. Less inflection in voiced. More inflection in voice Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 6.Please write down A or B, then C or D.a. Less apt to exert pressure for actionb. More apt to exert pressure for actionc. Less apt to show feelingsd. More apt to show feelings Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 7.Please write down A or B, then C or D.a. More tentative when expressing opinionsb. Less tentative when expressing opinionsc. More task-orientated conversationsd. More people-orientated conversations Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 8.Please write down A or B, then C or D.a. Slower to resolve problem situationsb. Quicker to resolve problem situationsc. More orientated toward fact and logicd. More orientated toward feelings and opinions Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT - 9.Please write down A or B, then C or D.a. Slower-pacedb. Faster-pacedc. Less likely to use small talk or tell anecdotesd. More likely to use small talk or tell anecdotes Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)
  • A PERSONAL ASSESSMENT Please individually total the number of A’s you wrote down, the number of B’s, the number of C’s... well, you get the idea... Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)You should have a number of As written down, a number of Bs, andso. Please individually total them. How many As do you have? Bs?Cs? Ds?
  • AH, THE ASSESSMENT Which out of A or B has the higher count? a: less assertive b: more assertive Which out of C or D has the higher count? c: less responsive d: more responsive Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)So now you know why we did the assessment. It’ll hopefully revealthe style you believe others perceive.
  • AH, THE QUESTIONNAIRE HOW DO YOU THINK OTHERS PERCEIVE YOU? ๏ less assertive (a) and less responsive (c): analytical ๏ more assertive (b) and less responsive (c): driver ๏ less assertive (a) and more responsive (d): amiable ๏ more assertive (b) and more responsive (d): expressive Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)So, if you have more As than Bs and more Cs than Ds, you’re anAnalytical in this model. What’s the point of all this? Well,understanding your model and allowing the social style of othersshould lead to good relationships.