Presentation on theme: "Possibility The Art of VISN 21 Pharmacy Team Sierra Pacific Network"— Presentation transcript:
1 Possibility The Art of VISN 21 Pharmacy Team Sierra Pacific Network think about itbelieve itget on board with itVISN 21 Pharmacy TeamSierra Pacific NetworkCommunicating for ResultsOctober 25, 2009Facilitator: Deborah DeNure
3 AGENDA Start Thinking: Whole Brain Advantage Communication Walk-Around Measuring Personal PreferenceHBDI Individual and TeamWork StylesWhat I Bring To The TeamGetting on Board with a PlanLearning and Teaching StyleBreak Put Your Whole Brain to WorkCommunication Walk-AroundThinkAbout ListeningThinkAbout Talking to OthersThinkAbout Conversation/FeedbackOn The Job ApplicationThe Universe of Thinking StylesWhat’s On Your Plate?Team Project and Project Walk Around MapThe BeginningAGENDA
4 Objective This program is going to help you learn to: TEAM EXERCISE: · Communicate with anyone, about anything, at any time –with total understanding· Understand what you really want and get what you really need· Generate a conversation by listening· Create action steps for getting on board with a plan· Be more successful as a teamTEAM EXERCISE:“52 Pick Up” & Everyday Thinking
5 Pick four cardsRank them in orderCard one is my best attribute and best skill I bring to the teamCard four is my least best skill I bring to the teamDescribe a recent situation that you used all 4 cards you selected.
8 WHOLE BRAIN MODEL D A B C Upper Mode Thinking Processes Upper Right Upper LeftDALOGICALANALYTICALFACT-BASEDQUANTITATIVEHOLISTICINTUITIVEINTEGRATINGSYNTHESIZINGThinking ProcessesLeft ModeThinking ProcessesRight ModeORGANIZEDSEQUENTIALPLANNEDDETAILEDINTERPERSONALFEELING-BASEDKINESTHETICEMOTIONALThis is the whole brain model. What two colors are your most preferred quadrants. Use the polling buttons to select the two quadrants that you prefer. Remember these are not where you want to be or where others see you, but where you see your individual preferences.BCLower LeftLower RightLower Mode Thinking Processes
9 CIRCLE your Preference PROCESSING MODESCIRCLE your PreferenceCognitive / IntellectualVisceral / InstinctualNon VerbalVerbalLower LeftBControlledConservativePlannerOrganizationalAdministrativeAUpper LeftLogicalAnalyzerMathematicalTechnicalProblem solverLower RightCInterpersonalEmotionalMusicalSpiritualTalkerDUpper rightImaginativeSynthesizerArtisticHolisticConceptualizerRaise up your color CARDS to represent your choice; Those that circled upper left quadrant, blue…, lower left quadrant, green…etc.Look around, what color do you see…..Copyright The Ned Herrmann Group
10 LOGICAL A ANALYTICAL FACT BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATINGSYNTHESIZINGORGANIZEDSEQUENTIALPLANNEDDETAILEDINTERPERSONALFEELING BASEDKINESTHETICEMOTIONAL
11 ORGANIZED SEQUENTIAL PLANNED DETAILED B LOGICAL ANALYTICAL FACT BASED QUANTITATIVEHOLISTICINTUITIVEINTEGRATINGSYNTHESIZINGORGANIZEDSEQUENTIALPLANNEDDETAILEDINTERPERSONALFEELING BASEDKINESTHETICEMOTIONALB
12 INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL C LOGICAL ANALYTICAL FACT BASEDQUANTITATIVEHOLISTICINTUITIVEINTEGRATINGSYNTHESIZINGINTERPERSONALFEELING BASEDKINESTHETICEMOTIONALORGANIZEDSEQUENTIALPLANNEDDETAILEDC
15 OUR FOUR DIFFERENT SELVES AAnalyzesQuantifiesIs logicalIs criticalIs realisticLikes numbersKnows about moneyKnows how things workInfersImaginesSpeculatesTakes risksIs ImpetuousBreaks rulesLikes surprisesIs curious / PlaysDTakes preventive actionEstablishes proceduresGets things doneIs reliableOrganizesIs neatTimelyPlansIs sensitive to othersLikes to teachTouches a lotIs supportiveIs expressiveIs emotionalTalks a lotFeelsThe reality is all of us have 4 selves. Not multiple personalities, but individuals preferences or lenses that drive the way we see the world. All of you have a whole brain and 4 selves that can be leveraged in any given situation. Which self does the executive committee see most often? Use the polling option to select the quadrant that the executive committee team would likely select as being exhibited most frequently. Whole Brain leadership is situational. Each of us adjusts depending on the situation. Some do it intuitively and easily and for others it is a stretch. The power of the model is to leverage this strategically to be more efficient and effective as you lead the organization to reach goals and objectives.CB
26 Average Team Profile Average profile: 1111 Quadruple Dominant Profile Section: Quadruple Dominant Profile____________________________________________________• Multiple abilities• Likes variety• Bored easilyTHE profile expresses primary level preferences for every one of the four quadrants and is sometimes referred to as ‘whole brained’. Perhaps surprisingly to some, these profiles occur less than 3% of the time. They offer an enormous potential for a highly integrated, varied thinking process. This can translate into an ability to move seamlessly from quadrant to quadrant and mode to mode as the situation requires. Often able to understand all the thinking perspectives, these individuals have the potential to function quite effectively in group situations which require situational flexibility such as management or mediation (with appropriate training). They will interact easily with many different types of profiles. Like other profile families that display multiple preferences, these individuals are faced with certain challenges associated with the multiplicity of their preferences. Internal conflicts can occur, as well as a sense of indecisiveness or unclear focus. As with triple dominant profiles, establishing a lead quadrant helps provide direction. The overall tilt of their thinking preferences will be influenced by their highest profile quadrant or quadrants.1111This profile is a quadruple primary that is multi-dominant in all four quadrants (A, B, C, D) with relatively equal preferences in all four. This profile occurs in 3 % of the population.Individuals with this profile would be characterized by being well balanced and having sufficiently strong preferences in all four quadrants to develop the understanding and the ability to use each of the processing modes of the four quadrants.This person is often a 'multi-dominant translator', that is, acting as a ‘translator’ for others in order to facilitate communication and understanding between the various modes.In the ideal case, they would be able to move back and forth between the quadrants on a situational basis. This can, however, lead to many conflicts within the individual the ‘fact/feeling’ dichotomy of the Upper Left A and Lower Right C diagonal, or the ‘form/futures’ pull of the Lower Left B and Upper Right D diagonal that are evident in this profile. Ultimately, it can lead to a very well integrated person.Occupations with this profile are those that require effective processing in all four quadrants. Examples would be chief executive officers, chairmen of the board, and other executive officers with multi-functional responsibilities.Work that is considered a Turn On would include: many different aspects of work but variety and the opportunity to engage in multiple types of activities would be important.Most comfortable communication approaches may include approaches from all four quadrants depending on the situation. Individuals with this profile can have the ability to adapt to the listener if they are so motivated.But may overlook an understanding of those with single quadrant or modal preferences.The most natural problem solving strategies would include those strategies the individual feels best fit the situation. Because of their preferences in all four quadrants, they may be comfortable approaching problems from many different angles.But may not consider: a single focused approachTo make a decision, a person withthis profile may ask:* Do I have all the facts?* Will I be in control?* How will others be affected?* What's the "big picture?"
28 Preference All Staff Map 2009 Each person’s profile is miniaturized and placed on the map based on its degree of preference; the more wholeThe HBDI® Preference Map is a very powerful visual display that indicates the “preference tilt” of each participant.brained a profile (1111, 1112, 2111, 1211, 1121, 1212, 2121) is, the closer to the center of the grid it appears. Asprofiles are placed away from the center toward the A, B, C, or D positions, the degree of “tilt” for those quadrantsincreases. When profiles are placed toward the Left, Right, Upper and Lower positions, the preferences for thosemodes are stronger. This shows how each individual profile is similar or different from the position of the otherprofiles on the team. This helps to show how heterogeneous or homogeneous the team is.“Mini-tribes” or clusters of similar preference(s) are easily identified. If two or more profiles are in close proximity onthe map, those individuals will often demonstrate similar thinking preferences—perhaps even “group-think.” Profilesthat are a great distance apart will display very differing preferences.Additionally the preference map includes a scale to indicate the degree of introversion/extroversion each person hasselected for themselves on the HBDI® survey. The legend for the scale of dark grey (introvert) to white (extrovert) isthe darker-gray the mini-profile, the more toward the introvert end of the scale and the lighter-gray the mini-profile,the more toward the extrovert end of the scale.The Preference map also includes a white circle with an X that indicates the “center of gravity” for the group. Thecenter of gravity indicates where the average profile of the entire group would fall in the preference map. Comparethe center of gravity placement to the Average Profile to better understand.Some individuals will relish being a ‘loner’, while others may be uncomfortable with it. This person’s data will mostlikely be ‘obvious’ to the others in the group. So in fact you will be disclosing confidential data if you share thepreference map with the group, who will recognize the loner. If you have a ‘loner’, be sure to disclose this report tothe individual before sharing it with the group to verify they are comfortable with your approach. It’s better to besafe than sorry when it comes to revealing confidential data. When you have carefully staged your presentation ofindividual data, more often than not, individuals will feel proud of their HBDI® Profile, no matter where their data fallson the Preference Map.What to look for: Are there clusters (or mini-tribes)? What are the implications? Where is the natural pull on this team? (e.g., right, left, upper, lower) Are there loners (profiles that are alone/separate from the other profiles on the map)? What are the implications of this distribution? As a facilitator, what are the dynamics in the room likely to be? How will you interact with the group (e.g., Areyou a “loner” yourself)?Points to consider during the discussion of this report if they apply to this team: Individuals who are part of the team/group but have different preferences from others may feel this“separateness” during group interactions. Those who are more multi-dominant and balanced are found in thecenter of this grid.o Those who are more cognitive and intellectual are more toward the upper position.o Those who are more grounded and instinctual are more toward the lower position.o Those who are more pragmatic and realistic are toward the left position.o Those who are more intuitive and open are toward the right position.o There also can be profiles that are more singular in preference. Those will be positioned moretoward the A, B, C and D letters found around the gridIntroversion and extroversion are demonstrated differently in different quadrants and for some it isdemonstrated differently in different situations. Encourage team members to consider how they feel about theirown introvert / extrovert placement and how that impacts their work in the team. When is it an advantage?When might it negatively impact their working together? Consider the profiles of the entire group as compared to the center of gravity mark. Those individuals withprofiles the furthest distance from the center of gravity may from time to time feel like “outsiders”. Inclusion isimportant in every team. What can be done as a team to insure inclusion?
29 On The Job Application Natural areas of interest Changes during stressful timesUnder-representedOver-represented
32 Elements for a Learning Design ChartsGraphsTerminology DefinedMental ImageMind MappingBig Picture OverviewStep By StepPractical ExamplesDetail InstructionGroup ProjectSongs and MusicHands on Activity
35 Will Vary With Excitement Open EndedShortWill Vary With ExcitementBy The ClockLength of CALL
36 Brain Dominance Leads to Performance Outcomes in Business, Learning and LifeBrain DominanceThinking Style Preferences (INTERESTS)What we pay attention to (Motivations)What we learn bestWhat “turns us on?”How we perform (Success)How we do businessHow we interact with the worldWhat we are most successful at
38 Communication Walk-Around We do it all day, everydayWe cannot exist without communicatingWe communicate in many different waysThere are always at least two people involved –The sender and the receiverSometimes we have time to think about what we are going to say – other times we do notIt is a two-way process
39 This four quadrant matrix allocates to each quadrant a set of unique communication characteristics. For example, people who prefer the A quadrant use facts to illustrate points. B quadrant people ask questions that have answers, for example, who, what, when, where? C quadrant people tend to use expansive non verbal gestures. D quadrant individuals tend to ask questions that lead to other questions such as why? and how?"Walking around" this four quadrant model establishes the nature of each quadrant in the communication domain, and also serves as a check list for diagnosing another persons communication style and further, as a reminder of our own preferences and behavior.
40 thinkAbout listeningWhat is the difference between Listening & Hearing?How do you listen?What sort of things do you do? Don’t do?Why are you an effective listener?Do you listen for…..FACTS * STEPS * PEOPLE NEEDS * BIG PICTURE
42 What is the difference between Listening & Hearing? How do you listen?What sort of things do you do? Don’t do?Why are you an effective listener?Do you listen for…..FACTS *STEPS *PEOPLE NEEDS *FUTURE*This pie chart displays data resulting from a study conducted by Albert Mehrabian on the impact of principal channels of communication in face to face communication. The data is divided into three categories. Words, vocals which are the tone, pitch, volume and inflection of speaking, and non-vocals which are facial expression, body language and other physical displays that represent silent communication.The results are surprising in that words represent only 7% of the impact compare to vocals which represent 38%, and non-vocals which represent 55%. An illustration of this might be how an individual enters a room. The person might say “hello” but say it with an irritated tone, and while vocalizing it display a frown, a stooped posture, clenched fists, and overly fast and rigorous walking style. The study would conclude that the persons expression, posture, gestures, and movement would be by far the most impactful of the three categories of communication. The word “hello” would be the least impactful because the person was obviously upset and really didn’t mean “hello” but meant something entirely different.
46 Say “ here is another example of a creative solution Say “ here is another example of a creative solution. It is very important to de-mystify creativity. Small incremental solutions are essential to getting to the big ideas!”
47 thinkAbout Talking to Others On the Job Application – Key Ideas & Brainstorming Teaching Coaching Mentoring Feedback
48 What’s On Your Plate?… Anticipating Obstacles Print One Obstacle on Each Plate
51 3 WHAT | Analyze 2 WHY | Strategize 4 HOW | Organize ThinkAbout A Data-based Charts/graphsExpert sources/citationsTerminology definedTechnical problemsConcise lectureClear objectivesRigorous Q&A2 WHY | StrategizeLearner choices/freedomBig picture overviewDiscovery activitiesContent chunkedMental imageryMind mappingBrainstorming4 HOW | OrganizeSkill PracticeDetail instructionsRepetition and reviewStep-by-step directionsDetailed agendas/outlinesWell structured discussionsPractical, concrete examples1 WHO |PersonalizeGroup ProjectsHands-on activitiesIce Breaker/openersHuman interest storiesSmall group discussionSongs, music, or rhythmSharing personal reactionsThinkAboutALearningStrategyDesignBrainstorming
52 thinkAbout Conversation 3 WHAT (Analyze)What is your objective?What do you want to achieve?What must everyone know?What are the facts?What facts back up what you are saying?Are there any references/research?2 WHY (Strategize)Why are they involved?Why are you talking to them?Why do they need to know?Why is it important to them?What other significant issues are involved?What are the main points to get across?4 HOW (Organize)How much time do you need?Where will it occur?What resources will you need?How many people are involved?What constraints are you under?What approach will you use?1 WHO (Personalize)Who is the audience?What do you know about them?What is their profile/most/least preferred quadrants?What language do they speak?How do they like to listen?What are you going to do to ensure they understand you?thinkAbout ConversationThe Whole Brain Communicator
55 Believe it….. Getting on Board with a Plan 45 Minutes to put together a Plan for these processesTeaching Vs. Coaching Vs. MentoringTraining FeedbackYou will have 5 minutes to demonstrate your ideas to the other team members.Use The Check Lists, resources, walk-around pad, desk flip and team members for Idea’s.
58 Some things have to be believed to be seen….. Seeing is… BelievingSome things have to be believed to be seen…..Your style drives the way you see the world. Everyone sees the world and your strategy through their lenses. It is critical to meet their needs to get them on board.