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Analysis Prioritisation Communication - Day One
- 1. Analysing Needs and Expectation Management PLANNING & PRIORITIZING COMMUNICATION ANALYTICAL THINKING PEOPLE EXCELLENCE INDICATOR ANALYTICS
- 2. What is more important for you?
- 5. TRIGGER EXPERIENCE OUTCOMEthe king has an ambition, not greed.
- 7. Factors of Efficiency trigger > expectation C H o I C E S this is called Analytical Thinking
- 8. Factors of Efficiency Analysing > memories C H o I C E S This triggers past experiences!
- 9. Factors of Efficiency ANALYSE C H O I C E Spast experienceS prioritising & planning present Challenges
- 10. Factors of Efficiency Why do we still fail? COMMUNICATE H AGENDA
- 11. Whether you think you can, or you think you can’t, you are right. COMMUNICATE H AGENDA
- 12. Our Beliefs DRIVERS OF REASONING BELIEF SYSTEMS CUSTOMS & RITUALS FAITH & LANGUAGES GOALS & AMBITIONS “Truth is what one’s peers let one get away with” ~ Richard Rorty MEANINGS
- 13. MEANINGS COGNITION GOOD EVIL GOALS & AMBITIONS MOTIVATION Belief Systems “The universal goal is to fill every gap. If not, create the gap to fill it.”
- 14. MEANINGS COGNITION GOOD EVIL GOALS & AMBITIONS MOTIVATION Belief Systems “The universal goal is to fill every gap. If not, create the gap to fill it.” TRUST COLLABORATE
- 15. MEANINGS COGNITION GOALS & AMBITIONS MOTIVATION Belief Systems “Every system is born within a hierarchy and provides stability to support and fulfill it. This is the premise of cause and effect we experience all around us” TRUST COLLABORATE
- 16. MEANINGS Belief Systems “Only nonsystems are self-sustaining. Everything else decays to fulfill its meaning.” GOOD BAD
- 17. MEANINGS Belief Systems “All systems are recycled from the past. The fragrance of a flower is fulfilling only when it smells like its past.” NEWNESS HISTORY EXPERIENCES KNOWLEDGE
- 18. MEANINGS Brain Systems “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the most that is most adaptable to change.” ~ Charles Darwin PLEASURES MEMORY EXPERIENCES KNOWLEDGE
- 19. CONNECTIONS Systems “Too much information with too little connections results in communication errors.” INFERENCES MEMORY EXPERIENCES KNOWLEDGE
- 20. CONNECTIONS “Too much information with too little connections results in communication errors.” WORDS PICTURES EARS EYES SENSES IMAGES SOUNDS PICTORIAL MEMORY VERBAL MEMORY PAST PRIOR MEMORY WORKING MEMORY LONG TERM MEMORY SENSORY SYSTEMS
- 21. What lies beneath PAST PRESENT FUTURE EVENTS GRIT CHOICES & EXPERIENCE HOPE MEMORIES & ENVIRONMENT “Evolution is proof that we come from a long line of winners”
- 22. Dilemmas we face Prisoners Dilemmas – Nash Equilibrium Stanford Prison Experiment Gratification Experiment Coffee Cup Experiment – the food effect Dutch Hunger Winter PRISONER’S DILEMMA Both serve 1 year each A serves 3 yrs, B goes free Both serve 2 years each B serves 3 yrs, A goes free B chooses silence B betrays A A chooses silence A betrays B
- 23. Our Identity Belief systems Gene Heritability Situational Faux pas Academics & Interests …in the pursuit of Socio Economic Environment Ambitions Experiences accumulation of intellect Motivation Expectation
- 24. Our responsibilities Perception Development Situational Decisions …in the pursuit of Obligations Decision conversion cycle
- 25. Changing ourselves Intellect Physical Cognitive Affective PersonalityIntrinsic Motivation Self Regulation Beliefs Academic interests Aggression Mood disposition Sociability Temperament © Institute for Applied Psychometrics (IAP) Dr.Kevin McGrew Conative
- 26. Understanding ourselves IDEAS THINGS DATA PEOPLE Technology Creativity ManagementMaterials ENGINEERING ARTS SCIENCE/MEDICINE COMMERCE
- 27. Bloom’s Taxonomy (revised) Remember retrieve pertinent facts from memory or recognize and recall events, objects or patterns Understand Construct new meaning using objects and ideas through interpretation, classification, comparing, explaining or infer new objects or patterns Apply Use of constructs to solve problems or arrive at new meanings to complete tasks or execute processes or implement them Analyze Classification of differentiated constructs to organize or solve or attribute it Evaluate Arrive at conclusions based on criteria of standardization or judgment of differentiated constructs and their meanings Create Reorganise or create new outcomes for planning or producing for a meaningful purpose
- 28. Decisions vs memory Complexity Interactions Information vs. memory Everyday decisions Deciding the future Too much to handle Less time and simple data Information becomes memory Discarding specifics to generalise Reinforcing memories for facts Reduce information into lists Prioritise based on appeal More complexity and more time Priming effect-repetition Notice only when things change Explore details to confirm beliefs Notice flaws in others more Create stories with data More information and less time Finding stories and patterns in data Stereotyping from prior history Relate based on fondness Simplify probabilities Know thoughts from prior beliefs Project assumptions More time, less information Favour simpler options Avoid decisions to avoid mistakes Act only when we’re invested Immediate data activates focus Only act when we can impact Information
- 29. Focus together Winners focus on winning Losers focus on Winners
- 30. The Openness Constant CAPABILITY POTENTIAL INTELLIGENCE COMPLEXITY JOB EXPERIENCE IS A FALSE POSITIVE.
- 31. Evaluating Relationships Trust Object Relationship Benefactor YouOrganisation Size or proportion of benefit perceived Client What is a child’s definition of love?
- 33. Defining the path Direct the Rider The Rider has their own issues. A Rider likes to contemplate and analyze information before deciding on a direction. When a Rider isn’t sure exactly which direction to go, they lead the Elephant in circles. Often, what looks like resistance is actually lack of clarity. Motivate the Elephant When an individual’s six-ton Elephant is not in agreement with the direction their Rider wants to go, the Rider is going to lose. The Rider may get their way temporarily, through close monitoring and exerting self-control, but in the long term the Elephant will ALWAYS overpower the Rider. Why? Self-control is an exhaustible resource. Often what looks like resistance is actually exhaustion. Shape the Path To direct the Rider and motivate the Elephant, we need to shape the Path by focusing the situation, including the surrounding environment, to make the change more likely. Being specific narrows the focus, so the Elephant and the Rider are more likely to stay traveling together toward the goal. Often, what looks like resistance is actually lack of direction.
- 35. Individual Growth Brand & Indl. Reputation Career & Achievements Workplace Culture Personal & Social Recognition Relationships & Job Security Org policies & VMV Identity & Empowerment DETERMINE THE VALUES MEASURE FOR OBJECTIVES UNCOVER YOUR BENCHMARKS HYGIENE HAPPINESS
- 36. Hygiene vs. Motivation Disengaged 11% Satisfied & Not Contributing 9% Contributing & Not Satisfied 12% Almost Engaged 25% EngagedEngaged 42% Include as a short-term objective; Include for long-term culture; innovation/compliant to push diversity/equality improve/assign to build higher accountability instill trust/collaboration to create teamwork as a culture hierarchy of competence to drive inclusion as a value improvisation of resources to define resource management conclude tasks /costs to define job roles during hiring assign tasks /revenue goals to push KPIs as a prerequisite
- 37. People Complexity Task Complexity Social-Tribe Democratic-Hierarchy Assertive-Market Influencer-Adhocracy Organisation is like a family. Factors: Loyalty & mutual trust Strategy: Openness, High trust Criteria: Teamwork, Human approach Hierarchy based organisation. Factors: Formal rules for leading Strategy: Stability and consistence Criteria: Dependability on employee adherence Market focussed organisation Factors: Achievement and goals Strategy: Competitive spirit Criteria: Winning the marketplace High mentoring approach. Factors: Innovation, Development Strategy: New challenges Criteria: New products and services
- 38. The three guards VALUES FUEL CULTURE. STRATEGY PUTS IT TO PRACTICE. STRATEGY HOW WE DO IT D O N’T
- 39. “We do a lot of things right but all those things can be copied by a competitor tomorrow. The only thing they can’t copy is our culture. Culture provides us a competitive advantage.” Colleen Barrett, President – Southwest Airlines “We have had firms study our processes and benchmark us for years, but they are hard-pressed to duplicate our success. When it comes to a sustainable competitive advantage, our GE culture is one of the most difficult things for others to copy.” Jeff Immelt, CEO – General Electric “We have no patent on anything we do, and anything we do can be copied by anyone else. But you can't copy the heart and the soul and culture of our company and that distinguishes us from everyone else.” Howard Schultz, Founder – Starbucks “We have a culture dedicated to creating a place where talented people want to work. This gives us a tremendous advantage when it comes to attracting, developing, exciting and retaining exceptional people.” Ian Davis, Managing Director – McKinsey & Company About Culture