Myths and Patterns of Organizational Change - Agile Summit 2019Yenwen Fang
This document discusses common myths and patterns related to organizational change. It addresses five myths: 1) that people are always rational, 2) that good always triumphs over evil, 3) that one can force change through power alone, 4) that skeptics are bad or stupid, and 5) that change efforts don't require help from others. For each myth, it provides an alternative pattern to consider, such as recognizing cognitive biases, treating skeptics with respect, and bringing others in to influence them and share ownership of the change. Overall, the document emphasizes learning through small experiments, using stories to engage people emotionally, and expressing sincere gratitude for others' contributions.
Fearless Change - Myths and Patterns of Organizational Change Tutorial - Lind...AgileSparks
This document discusses common myths about organizational change and provides patterns to address each myth. It summarizes seven common myths: 1) smart people are rational, 2) a detailed plan is needed to move forward, 3) good always triumphs over evil, 4) power can force people to change, 5) skeptics are bad or stupid, 6) help from others is not needed, and 7) introducing an idea is the end of the contribution. For each myth, it provides patterns to apply, such as establishing an evolving vision, listening to understand resistance, and sustaining momentum to keep the change effort going. The overall message is that successful change requires understanding human psychology and applying specific strategies to overcome natural resistance.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Fearless Change - Myths and Patterns of Organizational Change - Linda RisingAgileSparks
We attend conferences or read books and articles discover new ideas we want to bring into our organizations; but we often struggle when trying to implement those changes. Unfortunately, those introducing change are not always welcomed with open arms. Linda Rising offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. In addition to using these approaches to change your organization, you can use them to become a more effective person. Come and discuss your organizational and personal change challenges. Linda shows how the lessons from her book, Fearless Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome adversity to change and to celebrate your improvement successes along with your organization's new found practices.
Influence: the Psychology of Persuasion (Cialdini)Hugo Guyader
Lecturing on Cialdini's Influence book to Master students for a course in Advanced Consumer Marketing at Linköping University, Sweden.
Cialdini (2016) - "Pre-Suasion": http://www.slideshare.net/guyaderhugo/presuasion-a-revolutionary-way-to-influence-and-persuade
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
Persuasion: 6 Ways to Influence People (and how to say no)Yee Pam
We might not all be sales oriented, but all of us would have to persuade someone at a point. Based on the book by Robert Cialdini, here are the 6 rules of influencing others (and how you can avoid being influenced).
Communications and fundraising - an odd couple or the perfect relationship?CharityComms
The document summarizes a workshop on integrating communications and fundraising for charities. It discusses the benefits of integration, barriers to integration like cultural differences between teams, and strategies for improving integration, such as creating joint project teams and addressing interpersonal dynamics. Practical exercises are suggested to increase self-awareness and understanding between teams.
Myths and Patterns of Organizational Change - Agile Summit 2019Yenwen Fang
This document discusses common myths and patterns related to organizational change. It addresses five myths: 1) that people are always rational, 2) that good always triumphs over evil, 3) that one can force change through power alone, 4) that skeptics are bad or stupid, and 5) that change efforts don't require help from others. For each myth, it provides an alternative pattern to consider, such as recognizing cognitive biases, treating skeptics with respect, and bringing others in to influence them and share ownership of the change. Overall, the document emphasizes learning through small experiments, using stories to engage people emotionally, and expressing sincere gratitude for others' contributions.
Fearless Change - Myths and Patterns of Organizational Change Tutorial - Lind...AgileSparks
This document discusses common myths about organizational change and provides patterns to address each myth. It summarizes seven common myths: 1) smart people are rational, 2) a detailed plan is needed to move forward, 3) good always triumphs over evil, 4) power can force people to change, 5) skeptics are bad or stupid, 6) help from others is not needed, and 7) introducing an idea is the end of the contribution. For each myth, it provides patterns to apply, such as establishing an evolving vision, listening to understand resistance, and sustaining momentum to keep the change effort going. The overall message is that successful change requires understanding human psychology and applying specific strategies to overcome natural resistance.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Fearless Change - Myths and Patterns of Organizational Change - Linda RisingAgileSparks
We attend conferences or read books and articles discover new ideas we want to bring into our organizations; but we often struggle when trying to implement those changes. Unfortunately, those introducing change are not always welcomed with open arms. Linda Rising offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. In addition to using these approaches to change your organization, you can use them to become a more effective person. Come and discuss your organizational and personal change challenges. Linda shows how the lessons from her book, Fearless Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome adversity to change and to celebrate your improvement successes along with your organization's new found practices.
Influence: the Psychology of Persuasion (Cialdini)Hugo Guyader
Lecturing on Cialdini's Influence book to Master students for a course in Advanced Consumer Marketing at Linköping University, Sweden.
Cialdini (2016) - "Pre-Suasion": http://www.slideshare.net/guyaderhugo/presuasion-a-revolutionary-way-to-influence-and-persuade
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
Persuasion: 6 Ways to Influence People (and how to say no)Yee Pam
We might not all be sales oriented, but all of us would have to persuade someone at a point. Based on the book by Robert Cialdini, here are the 6 rules of influencing others (and how you can avoid being influenced).
Communications and fundraising - an odd couple or the perfect relationship?CharityComms
The document summarizes a workshop on integrating communications and fundraising for charities. It discusses the benefits of integration, barriers to integration like cultural differences between teams, and strategies for improving integration, such as creating joint project teams and addressing interpersonal dynamics. Practical exercises are suggested to increase self-awareness and understanding between teams.
This document provides a worksheet to help prepare for difficult conversations. It outlines steps to understand each person's perspective, including their contributions, impacts, intentions, feelings, and self-image related to the situation. The preparation involves considering one's own story and potential contributions to the current situation. It also involves contemplating the other person's potential feelings, intentions, and impacts. The worksheet guides the user to identify an authentic purpose for the conversation and plan how to initiate it, inquire respectfully, share one's own story, and potentially problem solve. The goal is to have an authentic discussion that understands both perspectives.
This document discusses how developing empathy can help marketing, engineering, and design teams be more successful. It argues that focusing on understanding customers, colleagues, and community through techniques like customer personas, journey mapping, appreciative inquiry, and considering different perspectives can strengthen teamwork and better meet people's needs. The overall message is that cultivating empathy expands one's influence in a positive manner.
This document discusses influence and persuasion, outlining six universal principles of persuasion put forth by Dr. Robert Cialdini including reciprocity, scarcity, authority, consistency, liking, and consensus. It notes that while logic and data help us understand issues, emotion plays over 70% of the role in our decision making. Effective messages contain unexpected, emotional, simple, concrete and credible stories that activate our "mirror neurons" and feel real to our brains. Stories can be used to inspire behavior, communicate values and expertise, and sell products or pitch ideas.
Pluses & Deltas - The art of feedback for managers - Alex Clapson 15-02-19 ta...Alex Clapson
As Managers, we are required to provide our observations of our direct reports, & record this on a regular basis. We offer them feedback to help them improve their behaviours & performance. For some staff members, they must change their behaviours, or practice, or suffer serious consequences (such as being served an official warning, or possibly even being fired). We dress up our approach as being ‘strengths based. This often isn’t the experience of the recipient of the well intentioned feedback.
I would like to offer you a tried & tested alternative approach, which only requires a minor tweak to standard practice.
Positive Politics in Projects and OrganizationsVic Divecha
Inspired by Kathleen Reardon's "It's all politics", this presentation was used to facilitate a discussion at the Community of Project/Program Managers at the University of Michigan monthly meeting on January 2018, 2018.
The document discusses the principles of persuasion and propaganda. It outlines six principles of persuasion: reciprocity, scarcity, authority, commitment, consensus, and likability. Practical tips are provided for each principle. Propaganda is defined as information used to manipulate behavior or beliefs. Common techniques of propaganda discussed are portraying "us" as good, "them" as evil, and that we must stop "them" from destroying us. The document cautions that we should evaluate assumptions in propaganda and avoid being manipulated by it.
This document discusses emotional intelligence and conflict resolution. It defines emotional intelligence as the ability to understand and manage one's own emotions and those of others. The document then covers the history of the concept, differences between EQ and IQ, clusters of emotional intelligence including self-awareness and self-management, types of conflicts, and techniques for resolving conflicts such as preparing, owning responsibility, finding solutions together, and agreeing on a plan of action.
The document discusses emotional intelligence and its benefits. It defines emotional intelligence as the ability to identify, assess, and control one's own emotions and the emotions of others. Developing emotional intelligence requires self-awareness, self-control, and cultural competence. It leads to more innovation, deeper relationships, greater productivity and better performance. The document provides tools and strategies for improving emotional intelligence, such as developing self-awareness, handling emotional flooding, and using emotional intelligence to improve communication, problem solving, decision making, and reduce conflict.
The document discusses the importance of critical thinking skills in the workplace and provides examples of companies that failed to make good decisions. It then outlines ways to develop critical thinking abilities, including through assessment and training focused on skills like separating facts from opinions and evaluating arguments. The assessment Watson-Glaser is presented as a tool to measure critical thinking and identify talent.
Persuasion is a powerful force in daily life and has a major influence on society as a whole .
Politics, legal decisions, mass media, news and advertising are all influenced by the power of persuasion, and influence us in turn.
Hence need for its understanding
The document discusses various leadership concepts including:
- Leadership is getting people to do what you want while thinking it was their own idea.
- Good leaders make good followers by persuading rather than forcing compliance.
- Effective leaders deal with different personality types - such as triangles, rectangles, circles and squiggles - in different ways.
This document discusses six principles of persuasion: liking, reciprocity, social proof, consistency, authority, and scarcity. It provides examples and explanations of each principle. The principles of persuasion can be applied separately or in combination to change attitudes or influence decisions. While these tactics can be effective, rules of ethics should be followed and dishonest approaches only work in the short term.
The document provides tips to motivate employees and manage conflict. It suggests making employees feel valued, giving autonomy, finding purpose in work, being self-directed, embracing change, accepting responsibility, widening options, being clear in expectations, truly listening to others, and not being overconfident. The tips are attributed to sources like Fred Kofman's Lynda.com courses on managing conflict and a book by Chip Heath and Dan Heath.
The document outlines best practices for brands engaging with consumers on social networks. It discusses listening to customers in their communities online and using analytics to gain insights. It provides 9 best practices for social media marketing: be relevant, authentic, and transparent; have appropriate success measures; beware of means and extremes; allow feedback; pay attention to creepiness; choose the right listening mode; understand people are people; understand the technology; and engage people in their online communities.
This document outlines the BUILD process for identifying needs through human-centered entrepreneurship. It discusses conducting observations and interviews over several weeks to deeply understand individuals and systems. Needs are defined as things that could improve experiences related to physiological, safety, love/belonging, esteem or self-actualization needs. Wants are desires that are unnecessary but fulfilling. The document emphasizes identifying needs before developing solutions and provides examples to distinguish needs-based versus wants-based approaches.
This document discusses the key attributes of excellence: passion, competency, flexibility, communication, and ownership. It emphasizes that excellence is often compromised by rationalization and lowering standards. True excellence requires mastery in all areas, including having passion for one's work, strong competency, flexibility to adapt, clear communication, and taking full ownership. The document stresses that excellence is a continuous journey, not an end goal.
Fearless Change - Myths and Patterns of Organizational Change - Linda RisingAgileSparks
We attend conferences or read books and articles discover new ideas we want to bring into our organizations; but we often struggle when trying to implement those changes. Unfortunately, those introducing change are not always welcomed with open arms. Linda Rising offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. In addition to using these approaches to change your organization, you can use them to become a more effective person. Come and discuss your organizational and personal change challenges. Linda shows how the lessons from her book, Fearless Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome adversity to change and to celebrate your improvement successes along with your organization's new found practices.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
CHAPTER The Benefit and Manner of Asking the Right Quest.docxchristinemaritza
CHAPTER
The Benefit and Manner of
Asking the Right Questions
THE NOISY, CONFUSED WORLD WE LIVE IN
This book encourages you to learn something we think can change your life
for the better. That something is "critical thinking." But there is an imaginary
world that some of us inhabit where there is no need at all for critical think-
ing. In this imaginary world several conditions prevail:
1. We are each allowed the independence to make decisions about reli-
gion, politics, and what we will and will not buy or believe. Advertisers,
marketers, public relations specialists, campaign managers, and advo-
cates of various worldviews will provide us only the information that we
need to make decisions that result in building a life that we choose.
2. Anyone trying to persuade us of anything will always explain the disad-
vantages of what he or she wants us to do.
3. Any time we are confused about one of life's important questions, we
can quickly find a dependable expert, authority, or wise person. Fur-
thermore, these voices of knowledge will all agree with one another. In
short, we need not be anxious about what to do or believe because the
wise ones will have the answer. Our task is simply to locate and listen to
them.
4. Our minds are calm, engaged, reflective, and curious whenever faced
with an important choice.
We hope you realize that the world we actually live in is nothing like the
Never-Never Land, we just described.
1
2 Chapter 1 • The Benefit and Manner of Asking the Right Questions
In the real world, we are assaulted on all sides by others who insist that
we must do what they tell us we should do. They know best. They know
what we should wear, eat, buy, and believe. They claim to possess a truth
that we must accept. They say they want to help us. They will not leave us
alone to form our own understanding of who we should become.
As an illustration, in a 5-minute Internet search we found the following
advice with respect to the relatively simple question: Should we use more tea?
These were all found on web sites urging you to buy more tea.
• Use green tea to ease itching and swelling.
• Use strong tea as a disinfectant on cuts and bruises.
• Use strong tea to treat athlete's foot. Bathe the foot twice a day for ten
minutes for up to several weeks.
• Press rehydrated tealeaves on teeth to reduce the pain of toothache.
• Chewing rehydrated tealeaves cleanses the breath.
• Soak a towel in warm tea, and place the towel on tired eyes to refresh
them.
• Wash the face with warm tea to reduce skin rashes and pimples.
• Rinse washed hair with strong tea for shine and softness.
The people making these claims want us to change our behavior. Planning to
buy more tea?
To make matters worse, those trying to persuade us do not play fair as
they try to shape us. They tell us half-truths at best. The socialist does not
explain the dangers of a large government. The conservative does not explain
...
This document provides a worksheet to help prepare for difficult conversations. It outlines steps to understand each person's perspective, including their contributions, impacts, intentions, feelings, and self-image related to the situation. The preparation involves considering one's own story and potential contributions to the current situation. It also involves contemplating the other person's potential feelings, intentions, and impacts. The worksheet guides the user to identify an authentic purpose for the conversation and plan how to initiate it, inquire respectfully, share one's own story, and potentially problem solve. The goal is to have an authentic discussion that understands both perspectives.
This document discusses how developing empathy can help marketing, engineering, and design teams be more successful. It argues that focusing on understanding customers, colleagues, and community through techniques like customer personas, journey mapping, appreciative inquiry, and considering different perspectives can strengthen teamwork and better meet people's needs. The overall message is that cultivating empathy expands one's influence in a positive manner.
This document discusses influence and persuasion, outlining six universal principles of persuasion put forth by Dr. Robert Cialdini including reciprocity, scarcity, authority, consistency, liking, and consensus. It notes that while logic and data help us understand issues, emotion plays over 70% of the role in our decision making. Effective messages contain unexpected, emotional, simple, concrete and credible stories that activate our "mirror neurons" and feel real to our brains. Stories can be used to inspire behavior, communicate values and expertise, and sell products or pitch ideas.
Pluses & Deltas - The art of feedback for managers - Alex Clapson 15-02-19 ta...Alex Clapson
As Managers, we are required to provide our observations of our direct reports, & record this on a regular basis. We offer them feedback to help them improve their behaviours & performance. For some staff members, they must change their behaviours, or practice, or suffer serious consequences (such as being served an official warning, or possibly even being fired). We dress up our approach as being ‘strengths based. This often isn’t the experience of the recipient of the well intentioned feedback.
I would like to offer you a tried & tested alternative approach, which only requires a minor tweak to standard practice.
Positive Politics in Projects and OrganizationsVic Divecha
Inspired by Kathleen Reardon's "It's all politics", this presentation was used to facilitate a discussion at the Community of Project/Program Managers at the University of Michigan monthly meeting on January 2018, 2018.
The document discusses the principles of persuasion and propaganda. It outlines six principles of persuasion: reciprocity, scarcity, authority, commitment, consensus, and likability. Practical tips are provided for each principle. Propaganda is defined as information used to manipulate behavior or beliefs. Common techniques of propaganda discussed are portraying "us" as good, "them" as evil, and that we must stop "them" from destroying us. The document cautions that we should evaluate assumptions in propaganda and avoid being manipulated by it.
This document discusses emotional intelligence and conflict resolution. It defines emotional intelligence as the ability to understand and manage one's own emotions and those of others. The document then covers the history of the concept, differences between EQ and IQ, clusters of emotional intelligence including self-awareness and self-management, types of conflicts, and techniques for resolving conflicts such as preparing, owning responsibility, finding solutions together, and agreeing on a plan of action.
The document discusses emotional intelligence and its benefits. It defines emotional intelligence as the ability to identify, assess, and control one's own emotions and the emotions of others. Developing emotional intelligence requires self-awareness, self-control, and cultural competence. It leads to more innovation, deeper relationships, greater productivity and better performance. The document provides tools and strategies for improving emotional intelligence, such as developing self-awareness, handling emotional flooding, and using emotional intelligence to improve communication, problem solving, decision making, and reduce conflict.
The document discusses the importance of critical thinking skills in the workplace and provides examples of companies that failed to make good decisions. It then outlines ways to develop critical thinking abilities, including through assessment and training focused on skills like separating facts from opinions and evaluating arguments. The assessment Watson-Glaser is presented as a tool to measure critical thinking and identify talent.
Persuasion is a powerful force in daily life and has a major influence on society as a whole .
Politics, legal decisions, mass media, news and advertising are all influenced by the power of persuasion, and influence us in turn.
Hence need for its understanding
The document discusses various leadership concepts including:
- Leadership is getting people to do what you want while thinking it was their own idea.
- Good leaders make good followers by persuading rather than forcing compliance.
- Effective leaders deal with different personality types - such as triangles, rectangles, circles and squiggles - in different ways.
This document discusses six principles of persuasion: liking, reciprocity, social proof, consistency, authority, and scarcity. It provides examples and explanations of each principle. The principles of persuasion can be applied separately or in combination to change attitudes or influence decisions. While these tactics can be effective, rules of ethics should be followed and dishonest approaches only work in the short term.
The document provides tips to motivate employees and manage conflict. It suggests making employees feel valued, giving autonomy, finding purpose in work, being self-directed, embracing change, accepting responsibility, widening options, being clear in expectations, truly listening to others, and not being overconfident. The tips are attributed to sources like Fred Kofman's Lynda.com courses on managing conflict and a book by Chip Heath and Dan Heath.
The document outlines best practices for brands engaging with consumers on social networks. It discusses listening to customers in their communities online and using analytics to gain insights. It provides 9 best practices for social media marketing: be relevant, authentic, and transparent; have appropriate success measures; beware of means and extremes; allow feedback; pay attention to creepiness; choose the right listening mode; understand people are people; understand the technology; and engage people in their online communities.
This document outlines the BUILD process for identifying needs through human-centered entrepreneurship. It discusses conducting observations and interviews over several weeks to deeply understand individuals and systems. Needs are defined as things that could improve experiences related to physiological, safety, love/belonging, esteem or self-actualization needs. Wants are desires that are unnecessary but fulfilling. The document emphasizes identifying needs before developing solutions and provides examples to distinguish needs-based versus wants-based approaches.
This document discusses the key attributes of excellence: passion, competency, flexibility, communication, and ownership. It emphasizes that excellence is often compromised by rationalization and lowering standards. True excellence requires mastery in all areas, including having passion for one's work, strong competency, flexibility to adapt, clear communication, and taking full ownership. The document stresses that excellence is a continuous journey, not an end goal.
Fearless Change - Myths and Patterns of Organizational Change - Linda RisingAgileSparks
We attend conferences or read books and articles discover new ideas we want to bring into our organizations; but we often struggle when trying to implement those changes. Unfortunately, those introducing change are not always welcomed with open arms. Linda Rising offers proven change management strategies to help you become a more successful agent of change in your organization. Learn how to plant effective seeds of change, and what forces in your organization drive or block change. In addition to using these approaches to change your organization, you can use them to become a more effective person. Come and discuss your organizational and personal change challenges. Linda shows how the lessons from her book, Fearless Change: Patterns for Introducing New Ideas, can help you succeed. Learn how to overcome adversity to change and to celebrate your improvement successes along with your organization's new found practices.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
CHAPTER The Benefit and Manner of Asking the Right Quest.docxchristinemaritza
CHAPTER
The Benefit and Manner of
Asking the Right Questions
THE NOISY, CONFUSED WORLD WE LIVE IN
This book encourages you to learn something we think can change your life
for the better. That something is "critical thinking." But there is an imaginary
world that some of us inhabit where there is no need at all for critical think-
ing. In this imaginary world several conditions prevail:
1. We are each allowed the independence to make decisions about reli-
gion, politics, and what we will and will not buy or believe. Advertisers,
marketers, public relations specialists, campaign managers, and advo-
cates of various worldviews will provide us only the information that we
need to make decisions that result in building a life that we choose.
2. Anyone trying to persuade us of anything will always explain the disad-
vantages of what he or she wants us to do.
3. Any time we are confused about one of life's important questions, we
can quickly find a dependable expert, authority, or wise person. Fur-
thermore, these voices of knowledge will all agree with one another. In
short, we need not be anxious about what to do or believe because the
wise ones will have the answer. Our task is simply to locate and listen to
them.
4. Our minds are calm, engaged, reflective, and curious whenever faced
with an important choice.
We hope you realize that the world we actually live in is nothing like the
Never-Never Land, we just described.
1
2 Chapter 1 • The Benefit and Manner of Asking the Right Questions
In the real world, we are assaulted on all sides by others who insist that
we must do what they tell us we should do. They know best. They know
what we should wear, eat, buy, and believe. They claim to possess a truth
that we must accept. They say they want to help us. They will not leave us
alone to form our own understanding of who we should become.
As an illustration, in a 5-minute Internet search we found the following
advice with respect to the relatively simple question: Should we use more tea?
These were all found on web sites urging you to buy more tea.
• Use green tea to ease itching and swelling.
• Use strong tea as a disinfectant on cuts and bruises.
• Use strong tea to treat athlete's foot. Bathe the foot twice a day for ten
minutes for up to several weeks.
• Press rehydrated tealeaves on teeth to reduce the pain of toothache.
• Chewing rehydrated tealeaves cleanses the breath.
• Soak a towel in warm tea, and place the towel on tired eyes to refresh
them.
• Wash the face with warm tea to reduce skin rashes and pimples.
• Rinse washed hair with strong tea for shine and softness.
The people making these claims want us to change our behavior. Planning to
buy more tea?
To make matters worse, those trying to persuade us do not play fair as
they try to shape us. They tell us half-truths at best. The socialist does not
explain the dangers of a large government. The conservative does not explain
...
The document discusses how to develop empathy through practicing different levels. It begins by defining empathy and distinguishing it from sympathy. It then outlines three levels of practicing empathy with increasing difficulty: Level 1 involves learning about others by asking questions and listening; Level 2 uses thinking strategies to understand motivations and structure interactions; Level 3 uses imagination to see issues from other perspectives. The document provides examples of practicing empathy for oneself and others. It emphasizes that developing empathy improves problem-solving and fosters relationships.
This document discusses techniques for influencing others without direct authority over them. It introduces the "Triangle of Influence" which involves understanding who the audience sees as the "hero", what motivates them ("what makes them tick"), and how to create change. The key is appealing to both the heart and mind of the audience by balancing rational arguments with emotional appeals. Stories can help win people over by addressing both their logical and emotional thinking. The goal is to ethically influence or persuade others by understanding their perspective and helping them, not forcing actions upon them against their will.
People can influence others through logical, emotional, and cooperative appeals. Logical appeals use facts and data to persuade others. Emotional appeals connect ideas to individual values and feelings. Cooperative appeals involve collaboration and working together towards mutual goals. Influencing others effectively requires understanding human psychology and motivations. Research has identified six universal principles that guide decision making: reciprocation, scarcity, authority, consistency, liking, and social proof. Mastering influence requires applying these principles strategically and developing skills like building relationships and demonstrating expertise.
Revised psychology, influence, persuasion and nlp tds versionrobertlaunchpodium
This document summarizes techniques for persuasive communication and influence from the fields of psychology, NLP, and hypnosis. It discusses:
1. Methods of influence like reciprocity, commitment, social proof, authority, and reactance that can be used consciously or unconsciously in persuasion.
2. NLP and hypnotic language patterns for getting someone to do what you want by making them think it's their idea, seeing things differently, and using agreement frames.
3. The importance of asking questions to avoid direct commands, get commitments from others, and steer people towards your preferred conclusions in a subtle way. Stories and examples from others can also influence without directly telling someone what to think.
Revised psychology, influence, persuasion and nlp tds versionMason Weiss
This document summarizes techniques for persuasive communication and influence from the fields of psychology, NLP, and hypnosis. It discusses:
1. Methods of influence like reciprocity, commitment, social proof, authority, and reactance that can be used consciously or unconsciously in persuasion.
2. NLP and hypnotic language patterns for getting someone to do what you want by making them think it's their idea, seeing things differently, and using agreement frames.
3. The importance of asking questions instead of making direct commands to avoid resistance and get the other person to provide the answer you want to influence them.
13 Signs of High Emotional Intelligence.pdfDanielDieck1
Emotional intelligence manifests itself in everyday behaviors and actions. Some signs of high emotional intelligence include regularly reflecting on one's feelings, pausing before speaking or acting, controlling one's thoughts in response to emotions, benefiting from criticism by focusing on self-improvement, showing authenticity, demonstrating empathy, praising others, providing helpful feedback, apologizing, forgiving others, keeping commitments, helping others, and protecting oneself from emotional manipulation.
Presenation by Jim Thornton, Certified Hypnotist and Principal of Northstar Consulting Group International to ASQ Section 1508 Tampa/St Petersburg on April 13th, 2009
The document discusses why facts often fail to change people's minds. It provides several reasons for this:
1) Confirmation bias causes people to only accept information that confirms their existing beliefs and reject anything contradictory.
2) People are more influenced by social approval from their peers than logic or evidence. Changing beliefs risks losing social ties.
3) Minor differences in beliefs can seem threatening, making people defensive and less open to changing their views. It is difficult to change someone's mind by directly opposing their beliefs.
This document summarizes five power tools for leadership. It discusses stopping hammering everything as a nail and keeping an open mind when listening to different situations. It emphasizes the importance of practicing these tools and not keeping them a secret. Specific tools covered include balancing advocacy with inquiry, using a positive "no", shaping the path by considering how context and space influence interactions, and the power of silence. Leaders are encouraged to reflect on their assumptions, advocate while also inquiring others' perspectives, and say "no" while acknowledging other perspectives.
The document provides 20 tips for being an effective rebel or change agent within an organization, such as framing new ideas in terms of organizational goals, asking questions that highlight possibilities rather than problems, and sharing credit for successes. The tips are based on the author's experience as a lifelong outlier and business executive, and are meant to help rebels get their ideas heard and implemented.
The document discusses strategies for dealing with difficult people. It identifies different types of difficult personalities, including aggressors like "The Tank" and passives like "The Whiner." Effective communication is key, such as being aware of body language and generational differences. The document recommends maintaining confidence, having realistic expectations, not trying to change the difficult person, refusing to play their games, and creating a strategy for dealing with them. Specific techniques are outlined, like pacing, backtracking, clarifying intent, and agreeing to disagree. Scenarios provide examples of difficult situations and strategies to address them.
Apply the science of decision making to improve the effectiveness of your communications. This is helpful for web sites, brochures, political campaigns, and all forms of advertising and communication. Get a competitive advantage in your communications.
This document outlines principles of effective persuasion and discusses the human capacity for persuasion. It begins by defining persuasion as communicating in a way that induces voluntary thought or action change. In contrast, it distinguishes persuasion from coercion or payment. It then lists 17 techniques for effective persuasion, such as storytelling, empathy, repetition, credibility and conformity. The document emphasizes that persuasion skills can be improved with practice, though innate abilities also play a role. It concludes by discussing the dual responsibilities of ethical and effective persuasion.
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Myths patterns - Agile Summit 2019 Taiwan
1. Myths and Patterns of
Organizational Change
Linda Rising
www.lindarising.org
linda@lindarising.org
@RisingLinda
2. Why patterns?
Giving a name to a common
problem with a known solution
means we can have a
conversation about the problems
and solutions, using the names
of the patterns.
3. Fearless Change and More
Fearless Change
Patterns based on
Social psychology
Influence strategies
Evolutionary biology
4. Myth #1:
Smart people are rational.
“Rational" defined in classical economic theory:
makes decisions by weighing the additional benefits
against the additional costs of every option. Richard
Thaler, 2017 Nobel Prize in Economics
7. Keep these patterns with you
Take on a role:
Evangelist (not a fanatic)
Run lots of small experiments. Iterate:
Just Do It
Time for Reflection
Small Successes
Baby Steps
8. Stories are better than facts
Arguing facts increases resistance.
Telling stories engages and brings others in.
Different areas of the brain are involved.
Emotional Connection is the goal.
9. Organizations are Complex
Adaptive Systems
Small, simple, fast, and frugal trials or
experiments used to Probe, Sense, Respond are
the way to evolve
You hope for but cannot plan on a tipping
point
It’s about learning as you go – therein lies the
power of pairing/mobbing – implicit learning
10. Myth #2:
Good always triumphs over
evil. (Just World Fallacy, one
of our many cognitive
biases.)
11. Do Food: A most under-
appreciated pattern but one
of my favorites !
12. Maria’s Rule
There are very
few problems
that cake
cannot solve.
With special thanks to Morten Elvang
13. Myth #3: If I just had enough
power I could make people
change.
15. Downsides of Compliance
Compliance requires overhead.
Over time, this overhead increases and
can be as costly as the initiative itself.
Usually people will appear to be
compliant but often really doing what
they have always done.
16. You can buy a person's hand, but you
can't buy his heart. His heart is where
his enthusiasm, his loyalty is. You can
buy his back, but you can't buy his
brain. That's where his creativity is, his
ingenuity, his resourcefulness.
Stephen R. Covey
The 7 Habits of Highly Effective People
17. Personal Touch: Each person is
asking, “What’s in it for me?”
You must address a genuine user
need. Data does not equal
empathy.
Jeff Patton
18. Different people accept new
ideas differently
This is new so it’s cool!
(Innovators--2.5%)
It’s interesting, but I want to learn more.
(Early Adopter--13.5%)
I want to know what other people think.
(Early Majority--34%)
If I have to. I guess.
(Late Majority--34%)
We’ve always done it this way.
(Laggards--16%)
19.
20. Caveats about adoption curve
These are roles not people
There is a correlation with age, both for individuals
and organizations
People can change -- encourage movement “up” the
curve
Why would we be hardwired to behave this way?
Imagine if everyone were an Innovator !
21. Myth #4: Skeptics, cynics,
resistors—THOSE people must
be BAD or STUPID or BOTH!
Ignore them!
22. Fear Less: Listen, really
listen with respect, and learn
all you can. Use the
resistance to your
advantage. Find a way to let
your opponent “win.”
23. Your belief changes everything
Men who thought they were talking to
beautiful women behaved differently
and so did the women.
What you believe about the person
you’re talking to affects you and the
other person.
24. Seek first to understand,
then to be understood.
Stephen R. Covey
The 7 Habits of Highly
Effective People
25. Champion Skeptic: Encourage a
resistor to play the important
role of “Devil’s Advocate.” Treat
this person as a valued partner
in the change effort.
Note: this is about learning, not keeping
the skeptic busy!
26. Myth #5:
You’re a smart person, so you
don’t need help from others.
After all, it’s YOUR idea!
27. Ask for Help: The idea is
yours and you believe in it,
but the change must NOT be
“all about you.”
Bringing in others is the best
way to influence them.
29. Power Thanks
Sincere
Timely
Detailed
Describe impact
Thanks for working late last night.
You fixed that bug, so now we can
do the customer demo on time.
30. Grateful people
Have more energy and optimism
Are more resilient
Have better health
Suffer less depression
Are more compassionate, more likely
to help others, less materialistic,
more satisfied with life.
31. There are other patterns in
Fearless Change and More
Fearless Change to help you
introduce new ideas. This is
just a start!
Thanks for listening!