Your SlideShare is downloading. ×
0
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Understanding and managing perception workshop  scqaa valley chapter may 2011
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Understanding and managing perception workshop scqaa valley chapter may 2011

863

Published on

Mark Chagaris presented at SCQAA- San Fernando Valley Chapter.

Mark Chagaris presented at SCQAA- San Fernando Valley Chapter.

Published in: Education, Technology, Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
863
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
23
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • Other objectives?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • We have 1 1/2 hours scheduled – short break if needed at 3:45. _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • __________________________________________________six blind men were asked to determine what an elephant looked like by feeling different parts of the elephant's body. The blind man who feels a leg says the elephant is like a pillar; the one who feels the tail says the elephant is like a rope the one who feels the trunk says the elephant is like a tree branch; the one who feels the ear says the elephant is like a hand fan; the one who feels the belly says the elephant is like a wall the one who feels the tusk says the elephant is like a solid pipe. __________________________________________________Which person was wrong? Were any of them right?
  • Sounds, Sights, Smells, Body Language, Attitude, Frame of Mind, Default Thinking ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • __________________________________________________examples: Project management slows things down – no it doesn't You don’t understand the needs of the business – yes I do Your team is overstaffed – no it is isn’t You don’t understand how busy I am – we are all busy
  • Why does disagreeing outright with someone lower their self-esteem? What are some immediate indicators that you have “lost” someone? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • Facts = data, information, actions. Never to proven someone wrong– to information and educate. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
  • Transcript

    • 1. Welcome May 20, 2011 Understanding and Managing Perception By Mark Chagaris
    • 2.
      • Introduction
        • Brief about SCQAA for new comers
        • Any job openings
      • Presentation by Mark Chagaris
      • Q&A
      Agenda May 20, 2011
    • 3.
      • SCQAA-SF  ( www.scqaa.net ) chapter sponsors the sharing of information to promote and encourage the improvement in information technology quality practices and principles through networking, training and professional development. 
      • Networking: We meet once in 2 months in San Fernando Valley.
      • Check us out on LinkedIn (SCQAA-SF)
      • Contact Sujit at [email_address] or call 818-878-0834
      About SCQAA-SF- A Not-for Profit Organization May 20, 2011
    • 4. Membership Benefits:
      • Excellent speaker presentations on advancements in technology and methodology
      • Networking opportunities
      • PDU, CSTE and CSQA credits
      • Regular meetings are free for members and include dinner
      May 20, 2011
    • 5. Membership Policy
      • Recently revised our membership dues policy to better accommodate member needs and current economic conditions.
      • Annual membership is $50, or $35 for those who are in between jobs.
      • Please check your renewal with Cheryl Leoni. If you have recently joined or renewed, please check before renewing again
      May 20, 2011
    • 6. Understanding and Managing Perception Mark Chagaris [email_address] 805.341.7245
    • 7. Tonight’s Objectives
      • Increase our level of understanding around the dynamics of perception
      • Learn and reinforce some tips for successfully managing (changing and maintaining) perception
      • Defining actions to take as individuals and as an organization
      © 2010 120VC Holdings, Inc. All rights reserved
    • 8. Norms
      • Sharing is good - we will learn from each other
      • Focused dialog – on point, 3B’s
      • Individual and organizational level perspectives
      • The bottle is more than half full
      • Being thinking what perceptions you would like to change about you and your organization
      © 2010 120VC Holdings, Inc. All rights reserved
    • 9. Picture This © 2010 120VC Holdings, Inc. All rights reserved
    • 10. Perception Definition*
      • Process by which people translate sensory impressions into a coherent and unified view of the world around them. Though necessarily based on incomplete and unverified (or unreliable) information , perception is 'the reality' and guides human behavior in general.
      • Question: What are sensory impressions?
      • * source: BusinessDictionary.com
      © 2010 120VC Holdings, Inc. All rights reserved
    • 11. Feelings, Nothing More Than Feelings
      • Rule #1
      • The way someone perceives (feels) about something is real and valid to them
      • Question: Why is this always the case?
      © 2010 120VC Holdings, Inc. All rights reserved
    • 12.
      • Rule #2
      • To manage (change) someone’s perception, or the way they feel, we must first accept their feelings as valid.
      • Key Point
      • Disagreeing shuts down the communication process and lowers the individual’s self-esteem
      • Lower someone’s self-esteem and your cause is lost
      © 2010 120VC Holdings, Inc. All rights reserved
    • 13.
      • Rule #3
      • The key to changing someone’s perception is understanding and acknowledging their feelings and adding facts
      • Key Point
      • Q. Does this rule ring true to you– examples?
      • Q. How might we know what facts to provide?
      © 2010 120VC Holdings, Inc. All rights reserved
    • 14.
      • Q. Who has the greatest amount of control over the way we are perceived?
      • Q. Who has the greatest amount of control over the way the organization is perceived?
      • Q. Are we empowered to manage the above?
      • Q. Is positive perception static or does it need refreshing?
      © 2010 120VC Holdings, Inc. All rights reserved
    • 15. Some Drivers of Perception © 2010 120VC Holdings, Inc. All rights reserved Driver Information directly or indirectly received from others Assumptions – no information so the perception is based on the person’s “default” thinking “ Old tape” --previous experience with you or the organization First hand experience Current Mood – situational
    • 16. Some Drivers of Perception © 2010 120VC Holdings, Inc. All rights reserved *getting the answers to the test Driver Management Approach First hand experience If positive, reinforce. If improvement is desired, form a plan and take action. Engage, probe, listen and clarify needs and wants* “ Old tape” (previous experience with you or the organization) If positive, reinforce. If improvement is desired: Engage, probe, listen and clarify needs and wants*. Replace old facts with new facts  Information directly or indirectly received from others If positive, determine the important elements and reinforce while adding additional facts. If improvement is desired engage, probe, listen and clarify needs and wants*. Replace 2 nd hand information with new facts. Use the same approach with the influencers. Assumptions – no information so the perception is based on the person’s “default” thinking Engage, probe, listen and clarify needs and wants*. Take action based on the findings. Current Mood – situational Be consistent and always on your best game. When you are having a bad day be even more diligent! If bad days align, undesirable outcomes are enabled.
    • 17. Tips for Creating a Positive Perception © 2010 120VC Holdings, Inc. All rights reserved
      • Project a positive, confident image
      • Know, understand, embrace, and communicate your organization’s value proposition – an elevator pitch is a must
      • Listen: it builds self-esteem and provides you with information
      • Ask relevant questions: it shows your interest, builds self-esteem , gives you the answers to the test
      • Follow-up, follow-up, follow-up
      • Spread good news
      • Every day find a way to make someone look good
    • 18. Carpe Diem © 2010 120VC Holdings, Inc. All rights reserved Tip: Vendors are influential in many ways, count them in! Be aware of, and look for opportunities to share your elevator pitch. Approach
      • Examples of Opportunities
      • When asked questions by people you wish to influence:
      • How are things going?
      • What’s new with your team?
      • 3. What is it your team does?
      • 4. How do you feel about the new processes?
      • Create your own opportunities:
      • Before or after meetings
      • Schedule a few minutes with key people
      • Look for ways to get in front of people during the “good times”
      • If checked, uncheck your “bad day” filter
      • Smile and show your interest in their question
      • Thank them for asking
      • Provide them with the elevator pitch version of the answer to their question
      • Observe their tone, body language, and other non-verbals
      • Engage in dialog as appropriate
      • Probe, clarify, offer additional information/ facts
    • 19. Action Worksheet © 2010 120VC Holdings, Inc. All rights reserved Tip: Vendors are influential in many ways, count them in!
      • Step 1: Identify a person (or team) that you feel has a view of you (or you team) that you would like to enhance:
      • Name:___________________ Function:__________________________
      • Step 2: Identify their current perception of you or the team
      • __________________________________________________________________________
      • __________________________________________________________________________
      • __________________________________________________________________________
      • Step 3: List the drivers of this perception (see slide 13)
      • __________________________________________________________________________
      • __________________________________________________________________________
      • __________________________________________________________________________
      • Step 4: Create your plan for managing the perception
      • Think about the possible opportunities to engage the person for the purposes of listening, probing, clarifying, introducing some new facts if appropriate
      • Engage your manager or a peer in some brainstorming.
      • Create your plan – specific tasks, write it down, be sure to include dates and how to measure your results
      • Implement and have some fun along the way 
    • 20. But wait, there’s more! Words to Lose & Common Confused Words (they too influence how people perceive us)
    • 21. © 2010 120VC Holdings, Inc. All rights reserved Words to Lose How They Get Internalized I’m really busy Lose confidence I’ll try to It won’t get done. If you are going to do it, you would say, “I’ll do this” I need you to I don’t need to. What’s in it for me? You have to No I don’t But Everything you said before “but” is likely untrue You don’t understand Shuts down communication. Self esteem killer. It’s not my idea, I’m just doing want I’m told Kills confidence, instills FUD Those people will never change Think it may be you who needs to change? I need to set your expectations Not now and not likely _________________________________ _________________________________
    • 22. Commonly Confused Words © 2010 120VC Holdings, Inc. All rights reserved Accept – to receive Except – to take or leave out Affect – to influence Effect – the result of something A lot – many Alot – incorrect spelling Allusion – an indirect reference Illusion – a false perception of reality All ready – prepared Already – by this time Altogether – entirely All together – gathered, with everything in place Apart – to be separated A part – to be joined with Ascent – climb Assent – agreement Cite – to quote or document Sight – vision Site – position or place Complement – something that completes Compliment – praise Conscience – sense of right and wrong Conscious – awake Council – a group that advises or consults Counsel – to advise Elicit – to draw or bring out Illicit – illegal Eminent – famous, respected Immanent – inherent or intrinsic Imminent – ready to take place Ensure – interchangeable with insure however generally implies taking necessary action beforehand Insure – interchangeable with ensure however generally implies a virtual guarantee
    • 23. Commonly Confused Words © 2010 120VC Holdings, Inc. All rights reserved Its – of or belonging to it It’s – a contraction for it is   Lead – a type of metal Led – past tense of the verb to lead   Lie – to lie down (a person or animal) Lay – to lay down an object   Lose – to misplace or not win Loose – to not be tight or to let loose   Passed – past tense of to pass, to have moved Past – belonging to a former time or place   Precede – to come before something Proceed – to go forward   Principal – most important or a person who has authority Principle – a general or fundamental truth Stationary – standing still Stationery – writing paper   Supposed to – to be obligated to Suppose – to guess or make a conjecture   Than – use with comparisons Then – at that time, or next   Their – possessive form of they There – indicates a location They’re – contraction for they are     Through – by means of; finished; into or out of Threw – past tense of throw Thorough – careful or complete Though – however, nonetheless Thru – abbreviated slang for through To – toward Too – also, excessively Two – a number

    ×