People Pattern Power

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Based on Book: People Pattern Power: P3 : The Nine Keys to Busi... by Marilyne Woodsmall http://www.amazon.com/gp/product/1892876000?ie=UTF8&camp=213733&creative=393177&linkCode=shr&=books&qid=1407827093&sr=1-1&keywords=people+pattern+power (Affiliation link)

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People Pattern Power

  1. 1. People Pattern Power Science of Idiots
  2. 2. People Pattern Creed All human beings are creatures of habit. These habits lead to consistent patterns of behaviour. These patterns are called People Patterns. All of our language and our actions reflect these People Patterns. People Patterns are readily detectable by a trained observer. People Patterns can be utilized to enhance communication. People Patterns can be used to increase influence. A wise person will use them to do so. To do anything else is to fail to respect another person’s uniquness.
  3. 3. Science of idiots Do you know at least one person that you call(ed) idiot? ! People think their own way and NOT our way. ! To influence another person in what he’s doing or his way of thinking, it’s necessary to tailor the communication to the way that (s)he thinks and behaves.
  4. 4. Form is the king A lot of people think that content is important in the communication, but the fact is form is superior to content. ! Form is the driver of great communication NOT the content. We live in society that is asleep when it comes to form. ! It’s like 2 people speaking 2 different languages. If they don’t understand the language (form) it doesn’t matter what they say (content). They will not be able to communicate.
  5. 5. Communication framework In order to communicate well you need four things: ! 1. Focus - Focus on outcome 2. Observe - Observe patterns and response 3. Communicate - Vary communication 4. Verify - Verify that you got your outcome
  6. 6. Focus Know what your specific outcome is for that specific communication. Don’t do random communications. ! Clarity of your mind is key to good communication. ! Outcome how you want the other person to think or behave.
  7. 7. Observe To observe means to communicate until you understand the other person model of the world. ! It also means to see how he responds to you. Response shows if your communication is working or not. ! The meaning of communication is the response that you get. Repetition of wrong communication will not help you get there.
  8. 8. Communicate Communication means to engage in the interaction with person using his particular model of the world so that you get him do what you want. ! It’s important to communicate with the person to mach his model of the world. ! Form is the king, don’t get caught up in the content.
  9. 9. Verify To verify means to check if the change you wanted occured. ! If not you made a mistake in one of the steps before. Repeat the whole process and verify again. ! Observe behaviour or check verbally. ! Verbal check: “So if I understand you correctly… (proceed to rephrase what got to you in better clarity than the person himself)”
  10. 10. Communication Framework You need to focus on your outcome, you need to observe their patterns and how they are responding to you, you need to vary your communication until you get the response that you want, and you need to continually verify to make sure that you are successful.
  11. 11. People Pattern Power Change Primary Interest Information Evaluation Decision Motivation Motive Activity Organization
  12. 12. Introduction People Pattern Power framework will help us see the flow of ones process for seeing sensing the information in world, than sorting it out by thinking and deciding what we’ll do with that information, than feeling our motivation for it and lastly organizining actvities to get some results. ! You should always focus on results the people produce (ONLY)! If people are not producing results they’re stuck on one of the levels.
  13. 13. Sensing (Perceptual) - Take In How we sense the world. How we take the information in and build the knowleade from it.
  14. 14. Change Test Three coins lined up with 2 heads up and one tail down. ! Power question: What is the relationship among these coins? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  15. 15. Change Pattern Change pattern tells us what is the dominant way the person percieves change in the world and also how they grow their knowleadge and how they’ll cope with change. ! Sameness 5-10% (Matchers, Correlations) They don’t see differences or feel like its irrelevant. Qualified Sameness 55% They first see similarities, but also notice obvious differences. Qualified Difference 25% They first see differences, but also notice obvious similarities. Difference 5-10% (Mis-Matchers, Exceptions) They will see only differences, they will not see similarities.
  16. 16. Change - Practical examples Sameness people tend to stay longer at thier jobs, don’t like change (like status quo). If you have project that’s going to change a lot make sure you hire difference person as he’s going to be ok with the change. If you want someone to do the job for very long the same way hire sameness person. More the person is difference more he’ll need change in his job in order to stay in it.
  17. 17. Primary Interest Test In some conversations we tend to be fully engaged, but other we seem to be looking for fast escape. Why do we try to escape? ! Power question: How was your day yesterday? If you would like to know about my day what would interest you the most? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  18. 18. Primary Interest Pattern Primary Interest Pattern has major impact on our relationships. ! People 30% (Who - Gossipers of the world) Constant need to interact with other people. Activity 30% (How, When - Hobbiest, Sporties of the world) They are concerned about activities/doing. They participate or specatate. Things 30% (What - Materialist of the world) They are interested in owning things. Collectors of the world. Place 5% (Where - Travelers of the world) They are concerned by the place they’re most of the time. Information 5% (All + Why) They can talk about everything for sake of information. Books, videos, lectures, etc. Usually loners and dislike crowds.
  19. 19. PI - Practical examples The goal is to be able to vary your interest so you can talk about almost everything with everyone. ! Search also for specific interests. If the person is Activity he’s probably liking specific activities. Find out which are those so you can use it to communicate effectively by using examples in this interest field of his/ her. ! The more things you try in your life, visit places, people, buy stuff the more you can understand the other side.
  20. 20. Information Pattern Test How much (quantity) and what (quality + context) we need to get in order to build our knowleadge. ! Power question: How much do you want to know? Do you need specific details of big picture? Do you need proof? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  21. 21. Information Pattern Quantity is defined by how much you need to know in order to build your knowleadge. ! Context - Low vs High Chunk size - How much is it there and the depth Global (Big Picture), Specific, Balanced Chunking up, down, lateral Synthesis - Deduction (General->Particular), Induction (Particular->General) Tangible 75%, Intangible 25% - Present + Sensory facts + Proof VS Intuition + Interconnections A priori, A posteriori - Before, after experience
  22. 22. Information Pattern Practical Context - Always try to provide context, but not too much Chunk size + Tangibility - Start with global picture and give only the critical specifics, then you have to monitor the situation if you need to chunk up,down or laterally. If the people are global, they will be satisfied, but otherwise they will ask more questions. Prepare your proof and sensory evidence. Synthesis - Provide General go to specifics and way back. A priori, A posteriori - Some people can learn only from their mistakes, but some can learn from mistakes of others.
  23. 23. Thinking (Cognitive) - Sort Out How we evaluate the information and how we decide to do something about it or not to do.
  24. 24. Evaluation Pattern Test How do we decide what’s right for us. ! Power question: How do you know that what you are doing or propose to do is right? How do you know you have done a good job? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  25. 25. Evaluation Pattern Some people base their decisions on internal criteria while others base their decisions on external criteria. ! Internal - They have set of internal criteria they use to evaluate their future actions and past events. ! External - They need external feedback or they die unhappy. They constantly look up to others for validation of whater they did good or bad thing. !
  26. 26. Information Pattern Practical Context - Always try to provide context, but not too much Chunk size + Tangibility - Start with global picture and give only the critical specifics, then you have to monitor the situation if you need to chunk up,down or laterally. If the people are global, they will be satisfied, but otherwise they will ask more questions. Prepare your proof and sensory evidence. Synthesis - Provide General go to specifics and way back. A priori, A posteriori - Some people can learn only from their mistakes, but some can learn from mistakes of others.
  27. 27. Internal Evaluation - Practice • They don’t need feedback and they also don’t give feedback, because of that. • Doesn’t want to know what others think • To influence internally based person you have to know how’s he deciding (either it’s picture, self talk or feeling). You have to trigger one of these. • Also acknowledge that you know that he’ll decide for himself and you expect him to. Then you might get his respect and also cooperation. Don’t tell him anything about other peoples opinions… it’s going to annoy him. • Internal people might have big problems with quick learning cycles. They tend to learn by themselves which might not be well aligned with real world needs. • Good for loaner projects. If you need someone to handle a lot of responsibilities it’s better to have internally polarised person. • Balance is to have internal evaluation with external check in place.
  28. 28. External Evaluation - Practice • They give feedback, but the feedback is not used by Internaly polarised people. • Wants to know what other think. • Externally oriented people if they have great teachers can quickly raise to the top. If the feedback they get is quality and good they will became good and skilled at it. • If you need strong team player you need person that can most of the time be polarised externally. Also for quality knowleadge it’s better to be externally polarised. • Balance is in external evaluation with internal check in place.
  29. 29. Decision Pattern Test How do we decide from multiple options. ! Power question: What was the last time you both something for yourself? How did you decided to buy this thing. What was the last time you had to decide about something and what was your thinking process? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  30. 30. Decision Pattern We usually think that people do decisions based on make sense, but the truth is 95% of people decide differently. ! It looks right (picture) 40% - The picture they carry in their head. It sounds right (sound) 5-10% - Their decision is based on the sound (internal voice or external sound). It feels right (feeling) 45% - They have to feel something to decide. It makes sense (list of criteria) 5% - Their decision is usually on logic. !
  31. 31. Decision Pattern Indicators It looks right - Visual people tend to speak fast with high tonality. Usually designers, UX, architects, artists. ! It sounds right - Auditory people tend to speak with rythm and vary their tonality. Usually musicans, language learners/tearchers. ! It feels right - Kineasthetic people tend to speak slowly in lower tones. ! It makes sense - Tend to speak at constant rate in a monotone. They ask “Why?” question on decisions you do/did. They tend to be in highest positions in organizations and run the world. They also prone to make the stupist decisions in long-run, because logic is beased on predicates which can be very weak or false.
  32. 32. How to evaluate people’s actions Don’t ask “Why did you do this/that?”. Never use why again. ! We would be better off evaluating a person’s track record than their after-the-fact rationalisations. This will provide us a far better measure of their decision making ability than an analysis of their reasoning. ! It is far more important to do the right thing for the wrong reasons than to do the wrong thing for the right reasons.
  33. 33. How to influence decisions of others First start with picture and story, use variaty of tonalities while explaning the picture. Make sure the picture and tonality triggers emotions in the person. And if he still’s not convinced be prepared for the “Why?” and objections. Make sure it logically makes sense.
  34. 34. Feeling (Affective) - Kick In When the initial drive and passion wears out we need to access our power of motivation and motives.
  35. 35. Motivation Pattern Test What is it we want or don’t want in life in order to motive ourselves in the boring periods of life. ! Power question: What do you want in … (carrier, job, relationship)? How do you motivate yourself to get out of the bed in the morning? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  36. 36. Satisfiers Test For each want’s/don’ts find the right satisfiers. ! Power question: What will having that do for you? What will reliable car do for you? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  37. 37. Motivation Pattern Every competitive organization should be mainly focused on results. (Instead of time and other vanity metrics.) ! Results come from right actions in the right time. ! If the correct (right) actions are not happening there are usually 5 probable explanations and not everything is motivation problem:
  38. 38. Problem domain 1) Managment problem Employees don’t know what to do. 2) Training problem Employees don’t know how to do it. 3) Motivation problem Employees don’t want to do it. 4) Personel problem Employees are not capable of doing it. 5) Systemic problem Employees are not allowed to do it.
  39. 39. Employees dilema Each employee is continually deciding whether they will do one of four things: ! 1) Dicided fully support the org. and project’s mission 2) Partially support 3) Not to support, but just be there 4) Decided to sabotage the mission
  40. 40. Finding motives We can find motives either: ! 1) Outside (external - extrinsic) External motivation stems from positive or negative reinforcement which are external to the behaviour. ! 2) Inside (internal - intrinsic) Internal motivation is motivation that originates within the behaviour itself. ! It’s not problem to get people to do stuff that are intrisicly motivated and are rewarding, pleasurable. The challenge is to get the employees to do things that are not intrisicly motivated.
  41. 41. Ingredients for motivation 1) Employee with necessary inherent motives 2) Organization with necessary “satisfiers” 3) Managers skillfully manage both ! Motivation is directly connected to action and doing. Without motivation nothing gets done. ! Work = Motive x Expectations x Satisfaction ! Extrinsic motivation is pretty simple, but you just probably didn’t understend it.
  42. 42. Motivation Pattern Move Towards (carrots) Archive, Obtain, Attract pleasure, happiness. ! Move Away From (sticks) Avoid thing or situation, Aversion to pain. ! Exception: Some people are attratracted by pain (masochists).
  43. 43. Examination of context Carefully examine all the contexts where/when the person is toward or move away from. ! Knowing this orientation will save you a lot of trouble. ! Motivating ‘towards’ person with threats will cause him to hate you and will make sure he’ll pay it back to you. Motivating ‘move away’ person with pleasure (money) causes almost no movement. It’ll have no long-term effect.
  44. 44. Internal with external You cannot directly influence a person’s internal state, but you can create expectations for the person that their motives will be satisfied by extrinsic rewards/punishments which you control. ! These rewards/punishments work only because they correspond with motives already present in the person. ! Also you have to have control over the rewards/punishments.
  45. 45. Managing motivation 1. Hire people that have motives that can be satisfied doing work for the organization. 2. Organization has to provide rewards and sanctions that can satisfy the motives. 3. Managers must work with each employee to develop equitable ‘contract’ with him that recognizes his particular desires and motives and creates conditions where these can be satisfied through activities, tasks, objectives that also futher orgs. mission. 4. Employees hast to trust that their expectations will be fullfiled by org. has to monitor that employees do their work.
  46. 46. Towards characteristics • Good at prioritizing stuff • Keeps track of his priorities • Good at seeing positive side of the things and have faith in things that will work out • Downside is that Towards people are often blind to the situation when things are going wrong. When things are going wrong they don’t recognize failure and what has to be eliminated or avoided.
  47. 47. Move Away characteristics • They are so concerned by their actions to avoid that they fail to consider the merit of the actions in which they are engaging. • They have hard time to keep priorities. • They are first to see negative consequences of situations.
  48. 48. Motives pattern Power - Their goal is winning Towards - Want to control stuff (Operator) Move Away - Want to avoid dominate (Sport) Affiliation - Thier goal is popularity Towards - Want harmony (Community manager) Move Away - Avoid discord (Librarian) Achivement - Thier goal is success Towads - Want success (Entrepreneurs) Move Away - Avoid failure (Wanapreneurs, Operations)
  49. 49. Doing (Conative) - Move Out Mixing creativity with constructivity in order to get results.
  50. 50. Activity Pattern Test Sometimes we need clear procedure to do stuff sometimes we need options. And sometimes in order to see what options I have I have to follow procedures. ! Power question: How did you choose your current job? Why do you live where you live? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  51. 51. Activity Pattern - Detection Options people They give you reasons to question why. Why => Because ! Procedural people They give you a story of why. Why => How to answer
  52. 52. Activity Pattern To do something people usually need 2 distinct things… either it is options or procedures. ! Options people They have hard time following procedures, but are very good at creating them. ! Procedural people They are good at following procedures, but get stuck if the procedure doesn’t work and cannot generate new procedure.
  53. 53. Organization Pattern Test People differ in the way they organize their time and space. ! Power question: Are they always on time or early or habitually late? ! Outcome is to see the pattern. Observe the response the person gives you. Vary your communication to find out the pattern if the initial question didn’t give you enough clue. Verify that what you’ve found out is correct.
  54. 54. Organization Pattern Structurist Life is organized On time and early Aware of time Decisive ! Free minds Life is spontaneous Disorganized Habitually late Lose track of time Indecisive

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