1. The document discusses Emma Jane Hogbin Westby's background growing up in a family of craftspeople and woodworkers, and how this influenced her interest in effective communication and feedback. 2. It then covers Westby's training in the 4D-i framework for understanding personal preferences and modes of thinking related to decision making, understanding, and creativity. 3. The document provides examples of how understanding individual preferences can help teams work more effectively together by structuring meetings and discussions around shared outcomes rather than agendas.

1. Was It Something I Said?
Emma Jane Hogbin Westby
www.gitforteams.com
@emmajanehw

2. I’m the daughter of a hacker. But not a computer hacker: a craft hacker. This is a picture of
my dad standing in front of a lathe he built. Yes, that’s a tree trunk on the lathe. My dad
revolutionized wood turning in the 1960s and 1970s. Pun not actually intended.

3. This was our living room growing up. The chairs and the table are solid wood and turned on a
lathe. These chairs are now in the permanent collection at the Yale University Art Gallery
and Minneapolis Institute of Art. Growing up, the design process--and especially the
design REVIEW process--was a big part of my life. I learned which of my parents to go to
when I wanted whatever kind of feedback I was looking for.

4. Effective communication is hard.
It frustrates me.
So I think about it a lot.
In 2012, I took a training course called 4D-i. It’s like Myers Briggs, but different. It’s focused
on the work place, and it’s about preferences, and not about trying to type-cast who a
person is.

5. This is my 4Di profile
This screen shows you my personal operating style and preferred mindset profile. You can
see from the charts that I prefer to gather information. I’m a “yellow” thinker, followed by
“red” and then “green” and then “white” (think of the white as my amplifier..I don’t go to
‘eleven’ very often). Within the four dimensions, I am more likely to use creative intuition
than creative thinking. (I don’t enjoy muscling into new ideas; but solutions often JUMP out at
me.) Given a choice, I’d rather analyze data than people. And finally, you can see I’m more
likely to rely on gut-instinct when it comes to decision making. In other words: I spent
forever analyzing a situation and then I JUMP to a conclusion. Some people might interpret
this as “impulsive”. It’s interesting, isn’t it?

6. You don’t need to take
the test to use the
system.

7. Modes of Thinking
crux
validate
experience
conclude
trust your heart
values-driven
Decide
clarify
tune-in
structure
empathize
scan
express
Understand
challenge
envision
brainstorm
reframe
flash of insight
flow
Create
Generate; understand; Decide

8. challenge
envision
brainstorm
reframe
flash of insight
flow
Creative Thinking
There are two types thinking creatively: Thinking and Intuition. Creative thinking involves
“muscling through”. It includes: brain storming, challenge, reframe, envision. Creative
intuition “just happens”. It includes: flow and flash of insight.

9. Common Phrases of a
Creative Thinker
• “Can we try ...”
• “I know we’re done, but what about ...”
• “OMG! I just had this great idea ...”
• “Have you thought about doing it like this
instead ...”

10. clarify
structure
tune-in
scan
empathise
express
Understanding Thinking
The two types of analytical thinking: Understanding Situations and Understanding People.
Analytical thinking (situations) includes: scan situation, structure information and clarify
understanding. Compassion thinking includes: tune-in, empathize, express feelings.

11. Common Phrases of an
Understanding Thinker
• “So what you’re saying is ...”
• “Just to clarify ...”
• “Can you tell me how ...”
• “Is this related to ...”
• “So I made this spreadsheet ...”
• “That must feel horrible!”

12. crux
validate
experience
conclude
trust your heart
values-driven
Decision Thinking
Decision thinking breaks into three categories: Critical Thinking, Values-driven thinking
(belief-based decisions); and Intuitive thinking (gut-instinct decisions). Critical thinking
includes: getting to the crux, conclude, validate the conclusion, rely on experience. Belief-based
thinking and Gut-based thinking are single strategy mind-sets.

13. Common Phrases of a
Decision Thinker
• “I don’t know why, but ...”
• “I’m ready to move on to ...”
• “We’ve already made a decision ...”
• “Last time we tried this ...”
• “So I think the real problem is ...”
• “My gut tells me ...”

14. Can you think of
someone who uses
these phrases?

15. So if people have personal
operating preferences...
What state are we in?
Where do we want to go?
What are the blockers?
- creating a better "ask" that results in the kind of feedback you actually want to receive
Seeking (Family) Feedback : When I wanted affirmation, I’d ask my mom. When I wanted a
critique, I’d ask my father. Are asked in a timely manner. (Don’t start writing code until you
have buy-in on the direction.)

16. ...how do we switch modes and
get everyone working from a
common language?
What state are we in?
Where do we want to go?
What are the blockers?

17. Stop wasting time.
Start on the same page.
Stay on the same page.

18. Plan meetings around outcomes,
not agendas.
crux
validate
experience
conclude
trust your heart
values-driven
Decision
clarify
tune-in
structure
empathise
scan
express
Understand
challenge
envision
brainstorm
reframe
flash of insight
flow
Creative

19. Decision Outcomes
• Advice and recommendations
• Critical assessments
• Conclusions and decisions

20. Brainstorm » Decide
Brainstorm; Make decision
How to use this process:
- select the type of outcome (advice, recommendations, decision)
- share information on the problem for one minute.
- brainstorm ideas.
- eliminate ideas or recombine to ensure the best option is selected
Use It When:
Time is tight and you need to make a decision quickly.
Brainstorm new ideas and then make a decision.

21. Report » Decide
Share information; Make decision.
Decide ahead of time what type of “red” you need. e.g. advice, recommendation, decision.
Use It When
You’ve presented information and you want a critique, advice, recommendation, or decision.

22. Creative Outcomes
• Idea generation
• Reframing problems
• Future scenarios

23. Information » Options
Describe the situation; reframe + brainstorm.
Use It When:
You need fresh input and a broader number of options, alternatives, or ideas on how to solve
a problem before you choose which one is the right one.

24. Crux » Brainstorm
Determine crux; brainstorm ideas.
Use It When:
A team member needs fresh ideas on how to deal with a challenge.

25. Understanding Outcomes
• Information and clarification
• Analysis and a plan
• Appreciative understanding

26. Facts » Understanding
Share information; clarify understanding
Use It When:
People need to understand the situation better.

27. Possibilities » Structure
Envision possibilities; scan the situation; conclude; plan and organize.
Use It When:
You have a complex problem and want to start by looking forward with fresh thinking and
end with a plan.

28. Meeting Agenda
9AM - Welcome
9:15 - Topic 1
9:45 - Topic 2
10AM - Coffee
10:15 - Blah
10:45 - Bored
Our typical meeting agendas look like this. We have little to no idea what is expected us of
and are looking ahead to when it will be over.

29. Meeting Agenda
9AM - Welcome
9:15 -
9:45 -
10AM - Break
10:15 -
10:45 -
Re-structure the presentation of the agenda so that people know what is expected of them.
1. Review the report of known facts to date.
2. Determine the crux of the problem; and generate ideas on how to solve it.
3. Based on the new ideas; summarise commonalities
4. Based on the summary; make a decision or plan on how to proceed.

30. 4 Dimensions
of Total Intelligence

31. Preferences are at play.
Plan to speak with intention.
Decide
Understand
Create

32. Emma Jane Hogbin Westby
www.gitforteams.com
@emmajanehw