De Birkman Methode toegelicht (Engels)

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Voor nadere informatie, bel 06-20019957 of mail aan info@birkmanconsult.nl

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  • The credit for this presentation goes to Randy Hopkins, Birkman Certified Consultant. Randy is owner and operator of Team Excellence, Inc., a Houston, Texas USA management consulting company. Visit www.teamexcellence.com for more information.
  • What does “self-control” mean to you? The Merriam Webster Dictionary defines self-control as: “Restraint exercised over one's own impulses, emotions, or desires.” A person must first understand what needs restraint, when restraint is necessary, and how to restrain. The Birkman Method®. The multi-dimensional measurement of the individual’s behaviors and motivations, available through Birkman’s unique construction and comparative database, provide powerful insight into what specifically drives a person’s behavior, and thus gives people greater choice while allowing them to assume a much higher level of responsibility for their own behavior through increased in-depth self-understanding and a relative comparison with others. Without this information, people assume their needs and feelings are “normal”, though seldom quantified, and few people are able to “figure out” how to get their needs met or satisfied. This prescriptive capability is one of Birkman’s most powerful contributions.
  • STORY A Southwest Airlines jet plane was setting up for landing at the Los Angeles Airport (LAX) when the nose gear would not come down and lock in to place. The captain decided to try and jar the nose gear down in to the locked position with some side-to-side and up-and-down maneuvers. After getting clearance from the tower to make those maneuvers the captain called the head flight attendant to the cockpit to inform them of the situation. The captain asked the head flight attendant to inform the passengers of the situation and let them know what the captain was about to do. The head flight attendant went out to the main cabin and got on the loudspeaker. The passengers were informed of the situation and what the captain was going to do about it. They were also instructed to put their heads down between their knees in a safety position. Due to the maneuvers the captain would be making it was likely that luggage and other items stored overhead may come out in to the cabin. The head flight attendant informed the captain that all passengers had been briefed and given safety instructions. MESSAGE I’ll bet you 1 million dollars that everyone on that plane was scared. Would you agree? I’ll bet you 10 million dollars that everyone on that plane was better off knowing that the maneuvers the plane was making were deliberately being done by the pilot. The pilot was still in control. The Birkman Method® is about information, the right information to help employees, managers, and leadership stay informed and doing things the right way, in the right place, and for the right reasons.
  • How you see a person behaving does not mean you should treat that person the very same way. For example, if you see a person speaking very directly don’t assume that you should communicate back to them in that very same manner. In fact, as the Birkman database shows you will be wrong at least 50% of the time.
  • Medical knowledge has proven that we need a certain amount of Vitamin C to maintain a healthy body. Too little and the body can develop scurvy. The need for vitamin C is quite variable by individual. Just as one size shoe doesn’t fit every foot, the recommended daily allowance will not fill everybody’s need for this essential vitamin.
  • The Birkman Method® and its “needs” operate in much the same manner as the example of Vitamin C. Our needs are our psychological Vitamin C that can maintain our psychological health. Just as the need for vitamin C is quite variable, so are Birkman needs. But how does one understand what their need is? Birkman quantifies the individual’s needs through eleven behavioral components. Each component is presented in light of three different perspectives, including Needs, Usual Behavior, and Stress Behavior. Each perspective sheds light on traits that can and will impact behavioral styles in relationships. The Birkman Method®’s capacity for describing behavior at the individual level using multiple perspectives is one of its most compelling and unique features.
  • De Birkman Methode toegelicht (Engels)

    1. 1. The Birkman Method ®
    2. 2. Birkman provides a unique and very distinctive approach …
    3. 3. Oh! I’ve done “ t h a t ” before! Probably not ! Stuff Do Tell Think Track Quiet Folks Loud
    4. 4. Clinical Syndromes Non-Judgmental Personality Characteristics Behavior Styles Attitudes Stress Profiles Motivation Motivational Need Profiles Relational Needs Personal Values Perceptual Profiles Occupational Interests Occupational Comparisons Occupational Themes Occupational Library Occupational Strengths Organizational Comparisons Interview Guide Job Analysis Work Requirements Job Behaviors Job Profiles Performance Reviews Integrated Database Comparisons With The Birkman Method ® Nothing even pretends to offer the breadth and scope of The Birkman Method ® The Birkman Method ® 16 PF MMPI © DISC © Myers- Briggs Edwards Personal Performance Strong Interest Inventory X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
    5. 5. The Birkman Method ® <ul><li>A “ people ” technology </li></ul><ul><li>55 years & $ millions of validated research </li></ul><ul><li>3+ plus million person database </li></ul><ul><li>8,000+ plus companies worldwide </li></ul><ul><li>Powerful self-validating system </li></ul>
    6. 6. The Birkman Method ® Uniquely combines “ descriptive ” with “prescriptive” information.
    7. 7. The Birkman Method ® Not just “how” you behave, but “why” you behave the way you do.
    8. 8. The Birkman Method ® “ Birkman is the best kept secret Donald E. Peterson Former Chairman/CEO Ford Motor Company A Better Idea: Redefining the Way Americans Work Houghton Mifflin Company, Boston (1991) in corporate America.”
    9. 9. Birkman is interested in how you feel ... But much more interested in how you act and react!
    10. 10. Let’s consider ... Self-control
    11. 11. Birkman helps move very important information out of the ... Unknown Into the Known
    12. 12. Paradigm ... The way a person behaves, is the way they need to be treated.
    13. 13. The Birkman Method ® Through this method you get a measurement and look at … <ul><li>Behavioral styles </li></ul><ul><li>Proactive behavior (strengths) </li></ul><ul><li>Underlying needs (behavioral drivers) </li></ul><ul><li>Motivating interests </li></ul><ul><li>Stress reactions </li></ul>
    14. 14. The Birkman Method ® Overall Style
    15. 15. Hippocrates: “ You can put all the people in the world into one of four categories and accurately describe how they will behave”
    16. 16. Based on opposites Hippocratic Model
    17. 17. Direct Indirect
    18. 18. Objective Indirect Subjective Direct
    19. 19. Objective Things Systems Indirect People Subjective Ideas Direct Work with hands Work with relationships Work with mind Work with rules Doer Talker Thinker Counter
    20. 20. The Birkman Life Style Grid ®
    21. 21. The Birkman Life Style Grid is uniquely multidimensional ... Your motivating interests Your usual proactive behavior * Your underlying needs and potential stress reactions
    22. 22. * Objective Things Systems Indirect People Subjective Ideas Direct
    23. 23. Birkman Behavioral Components What makes you UNIQUELY you.
    24. 24. The concept of psychological needs
    25. 25. Vitamin “C” Positive Health Negative Health
    26. 26. Vitamin “C” Proactive Reactive
    27. 27. Components Format Potential Stress! How You Behave How You Need To Be Treated
    28. 28. Are you more candid and straightforward, or more insightful and intuitive? Esteem: getting along with others individually …
    29. 29. Social Pattern: 25/50/50 Esteem: getting along with others individually … How You Behave High Low 1 99 insightful and intuitive direct and straightforward What You Need Low High 99 1 others to be frank and forthright respect of key individuals High Low being too blunt feeling unappreciated 99 1 Potential Stress
    30. 30. Are you more comfortable working alone, or working in groups? Acceptance: working and socializing in groups …
    31. 31. Social Pattern: 75/50/50 Acceptance: working and socializing in groups … How You Behave High Low 1 99 friendly and easy to know able to work well alone What You Need Low High 99 1 plenty of time alone or in small groups to feel a part of the group High Low impatient with group interaction over value group opinion 99 1 Potential Stress
    32. 32. Are you more organized and structured, or more flexible and eager to try new approaches? Structure: dealing with systems and procedures …
    33. 33. Social Pattern: 75/50/50 Structure: dealing with systems and procedures … How You Behave High Low 1 99 organized and sequential flexible and open to new approaches What You Need Low High 99 1 only an outline plan to follow a specific plan in place High Low weakness in follow- through too insistent in following procedures 99 1 Potential Stress
    34. 34. Are you more low-key and easy-going, or more take- charge and directive? Authority: expressing authority, direction and control …
    35. 35. Social Pattern: 25/50/50 Authority: expressing authority, direction and control … How You Behave High Low 1 99 directive and commanding low key in exercise of authority What You Need Low High 99 1 non-directive approach to know who is in charge High Low failing to address issues of control domineering and controlling 99 1 Potential Stress
    36. 36. Are you more oriented toward general benefit, or toward individual advantage? Advantage: teamwork and individual competitiveness …
    37. 37. Social Pattern: 25/50/50 Advantage: teamwork and individual competitiveness … How You Behave High Low 1 99 oriented toward individual reward oriented toward general benefit What You Need Low High 99 1 environment based on trust way to measure personal performance High Low too idealistic focus too much on personal payoff 99 1 Potential Stress
    38. 38. Do you like to take direct action, or do you like to take a more reflective approach? Activity: preferred pace for action …
    39. 39. Social Pattern: 75/50/50 Activity: preferred pace for action … How You Behave High Low 1 99 takes direct action to get things done likes to reflect before action What You Need Low High 99 1 personal control over scheduling a busy schedule High Low putting things off failing to delegate when necessary 99 1 Potential Stress
    40. 40. Are you more self-confident and focused on success, or lean more towards high expectations of yourself and others? Challenge: demands for work …
    41. 41. Social Pattern: 50/50/50 Challenge: demands for work … How You Behave High Low 1 99 high expectation of self and others self-confident, focused on success What You Need Low High 99 1 success oriented environment personal challenges High Low denying responsibility for errors expecting too much of self 99 1 Potential Stress
    42. 42. Are you more objective and detached, or are you more sympathetic and feeling oriented? Empathy: involvement of feeling …
    43. 43. Social Pattern: 25/50/50 Empathy: involvement of feeling … How You Behave High Low 1 99 sympathetic and warm objective and detached What You Need Low High 99 1 an unemotional environment an outlet for subjective issues High Low discounting people’s feelings worrying unnecessarily 99 1 Potential Stress
    44. 44. Are you one who concentrates your attention well, or one who likes novelty and variety? Change: dealing with change …
    45. 45. Social Pattern: 25/50/50 Change: dealing with change … How You Behave High Low 1 99 likes variety of simultaneous tasks concentrates attention well What You Need Low High 99 1 adequate notice of change various things calling attention High Low failing to accept change getting distracted too easily 99 1 Potential Stress
    46. 46. Are you a person who intuitively understands what most people think, or are you more individualistic in your thinking? Freedom: personal independence …
    47. 47. Social Pattern: 25/50/50 Freedom: personal independence … How You Behave High Low 1 99 individualistic outlook understands how most people think What You Need Low High 99 1 a predictable environment opportunities for individuality High Low discomfort with unusual ideas being different for its own sake 99 1 Potential Stress
    48. 48. Do you prefer to make quick and decisive decisions, or do you prefer to reflect and think things through carefully? Thought: action versus reflection …
    49. 49. Social Pattern: 25/50/50 Thought: action versus reflection … How You Behave High Low 1 99 handles ambiguous situations well sees issues in terms of black or white What You Need Low High 99 1 issues reduced to simplest form plenty of time for complex decisions High Low being impulsive indecision when pressured 99 1 Potential Stress
    50. 50. Occupational Interests
    51. 51. Interests are things you like to do but may not necessarily be good at doing
    52. 52. Interests
    53. 53. Interests above the 90 th percentile are more than interests!
    54. 54. Artistic Clerical Literary Mechanical Interests Musical Numerical Persuasive Scientific Social Service Outdoor
    55. 55. Certain combinations of interests have special implications
    56. 56. Artistic Clerical Literary Mechanical Musical Numerical Persuasive Scientific Social Service Outdoor Interests
    57. 57. Artistic Clerical Literary Mechanical Musical Numerical Persuasive (low) Scientific (high) Social Service Outdoor Interests
    58. 58. Artistic (High) Clerical Literary (High) Mechanical Interests Musical (High) Numerical Persuasive Scientific Social Service Outdoor
    59. 59. Voor aanvullende informatie en vragen: Bel: 06-20019957 of mail naar: [email_address]

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