Diversity in thinking styles (part 1)

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  • Judgmental thinking is represented by the color blue. This form of thinking is used to make up one's mind about what to do, to form an opinion, or to make a decision. The focus of blue thinking is on practical, action-oriented decision-making. Descriptive thinking is represented by the color red. When in red you are seeking the truth. You want data and facts. The red form of thinking is analytical, focusing on information through sorting, classifying, categorizing, and organizing. Creative thinking is represented by the color green. Ingenuity, ideas, imagination, and intuition all characterize green thinking. When in green you like to be on the cutting edge of what’s new. Green thinking is divergent, generating many ideas and options.
  • Diversity in thinking styles (part 1)

    1. 1. Page 1ISNGPLCSHIFTProgramDiversity In Thinking StylesWW16: Diversity Team meetingObjective:Share a couple of interesting models on thinking styles gathered from theinternet….and recognize that there are various models and coursesavailable to harness diversity in thinking styles into productive corporateefforts. DiSCuss briefly.
    2. 2. Page 2ISNGPLCSHIFTProgramModel 1: The Phillips ‘Deva’ model• Developed by Phillips to better harnessthinking styles towards quicker development ofbetter products• A business-based map of the mind at workplus conceptual tools to improve performance
    3. 3. Page 3ISNGPLCSHIFTProgramSource: http://www.parshift.com/Speakers/Speak004.htm (Paradigm Shift Corp)• Hard thinking is objective, tangible, impersonal, and outward looking• Soft thinking is more subjective, intangible, personal, and more inwardlooking.
    4. 4. Page 4ISNGPLCSHIFTProgramSource: http://www.parshift.com/Speakers/Speak004.htm (Paradigm Shift Corp)SOURCE: A summary of data compiled by SmartSkills/Center for HighPerformance/JD Rhodes from the Paradigm Shift Corp website
    5. 5. Page 5ISNGPLCSHIFTProgram How This Knowledge Is UsedPersonal Effectiveness: SmartSkills one and two-day programs are integrated intocorporate training curriculum. IBM’s award winning manufacturing plant in Toronto, forinstance, had all 1,000 people go through the course to improve personal effectiveness.One-to-One Relationships: Polaroid is using the Rhodes TIP as part of a one-to-onecoaching initiative with their high performers.Team and Meeting Productivity: The Rhodes’ TIP Profile brings to light the cognitivestyle diversity within teams, and points out the range of thinking styles available. It aidsin identifying critically missing thinking styles, and team members recognize andcapitalize on the diversity and strength of the others in the team. Astra USA, for oneexample, used SmartSkills as the operating framework for a two-day multi-stakeholderteam planning session with 25 representatives from ten countries.Task Analysis: Quality thinking is at the root of every effective quality process, andknowledge of cognitive styles can be used as a framework for quality assuring thethinking in any work flow process. With SmartSkills employed as the task analysisplatform for cross-functional teams, the City of Etobicoke restructured the delivery ofquality customer service while facing a major downsizing.Organizational Applications: Shell Canada is using SmartSkills as a common platformin leadership development, team training and in improving the quality of problem-solving. With an internal team of SmartSkills trainers, Shell has integrated the system ina wide variety of settings across the corporation.Source: http://www.parshift.com/Speakers/Speak004.htm (Paradigm Shift Corp)
    6. 6. Page 6ISNGPLCSHIFTProgram Model 2: See source info below (Ned Hermann Group)Source:http://college.hmco.com/instructors/ins_teachtech_foundations_module_thinkstyles.html
    7. 7. Page 7ISNGPLCSHIFTProgram A" LearnerExpects•Precise, to the point, information•Theory & logical rationales•Proof of validity•Research references•Textbook reading•Quantifiable numbers, data sets, problems•Opportunity to ask challenging questions•Subject matter expertiseStruggles with•Expressing emotions•Lack of logic•Vague, imprecise concepts or ideasSource:http://college.hmco.com/instructors/ins_teachtech_foundations_module_thinkstyles.html
    8. 8. Page 8ISNGPLCSHIFTProgram"B" LearnerExpects•An organized consistent approach•Staying on track, on time•Complete subject chunks•A beginning, middle, and end•Opportunity to practice & evaluate•Practical applications•Examples•Clear instructions/expectationsStruggles with•Risk•Ambiguity•Unclear expectations/directionsSource:http://college.hmco.com/instructors/ins_teachtech_foundations_module_thinkstyles.html
    9. 9. Page 9ISNGPLCSHIFTProgram"C" LearnerExpects•Group discussion & involvement•To share & express feelings/ideas•Kinesthetic, moving around•Hands-on learning•Personal connection with teacher/group•Emotional involvement•A user-friendly learning experience•Use of all the sensesStruggles with•Too much data and analysis•Lack of personal feedback•Pure lecture, lack of participationSource:http://college.hmco.com/instructors/ins_teachtech_foundations_module_thinkstyles.html
    10. 10. Page 10ISNGPLCSHIFTProgramSource:http://college.hmco.com/instructors/ins_teachtech_foundations_module_thinkstyles.html"D" LearnerExpects•Fun and spontaneity•Playful, surprising approaches•Pictures, metaphors, overviews•Discovery of the content•Freedom to explore•Quick pace and variety in format•Opportunity to experiment•New ideas & conceptsStruggles with•Time management and deadlines•Administration and details•Lack of flexibility

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