Possibility The Art of VISN 21 Pharmacy Team Sierra Pacific Network think about it believe it get on board with it VISN 21 Pharmacy Team Sierra Pacific Network Communicating for Results October 25, 2009 Facilitator: Deborah DeNure

Action Plan

AGENDA Start Thinking: Whole Brain Advantage Communication Walk-Around Measuring Personal Preference HBDI Individual and Team Work Styles What I Bring To The Team Getting on Board with a Plan Learning and Teaching Style Break Put Your Whole Brain to Work Communication Walk-Around ThinkAbout Listening ThinkAbout Talking to Others ThinkAbout Conversation/Feedback On The Job Application The Universe of Thinking Styles What’s On Your Plate? Team Project and Project Walk Around Map The Beginning AGENDA

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 team TEAM EXERCISE: “52 Pick Up” & Everyday Thinking

Pick four cards Rank them in order Card one is my best attribute and best skill I bring to the team Card four is my least best skill I bring to the team Describe a recent situation that you used all 4 cards you selected. 

©1987- 2008 Herrmann International, Inc The Science Let’s open our flipcharts to leading effective meetings. The second to the last tab. ©1987- 2008 Herrmann International, Inc

©1987- 2008 Herrmann International, Inc The Architecture Let’s open our flipcharts to leading effective meetings. The second to the last tab. ©1987- 2008 Herrmann International, Inc

WHOLE BRAIN MODEL D A B C Upper Mode Thinking Processes Upper Right Upper Left D A LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING Thinking Processes Left Mode Thinking Processes Right Mode ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL This 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. B C Lower Left Lower Right Lower Mode Thinking Processes

CIRCLE your Preference PROCESSING MODES CIRCLE your Preference Cognitive / Intellectual Visceral / Instinctual Non Verbal Verbal Lower Left B Controlled Conservative Planner Organizational Administrative A Upper Left Logical Analyzer Mathematical Technical Problem solver Lower Right C Interpersonal Emotional Musical Spiritual Talker D Upper right Imaginative Synthesizer Artistic Holistic Conceptualizer Raise 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 2002 The Ned Herrmann Group

LOGICAL A ANALYTICAL FACT BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL

ORGANIZED SEQUENTIAL PLANNED DETAILED B LOGICAL ANALYTICAL FACT BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL B

INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL C LOGICAL ANALYTICAL FACT BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL ORGANIZED SEQUENTIAL PLANNED DETAILED C

HOLISTIC D INTUITIVE INTEGRATING SYNTHESIZING LOGICAL ANALYTICAL FACT BASED QUANTITATIVE ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING BASED KINESTHETIC EMOTIONAL

IMPACT OF DOMINANCE ON HOW WE SEE THE WORLD This metaphor represents the differences in how an individual perceives the world. It would be typical for most individuals that they would feel that they are perceiving the world around them without filters and barriers, when it is much more likely that they are perceiving the world through the limiting window of their own set of mental preferences. As the illustration shows, an individual with a strong left mode profile will actually see the world filtered through that persons unique window of preferences. The point of the metaphor is, we see the world around us based on the filtered perceptions that result from our personal brain dominance characteristics. © 1989-2000 Ned Herrmann Group

OUR FOUR DIFFERENT SELVES A Analyzes Quantifies Is logical Is critical Is realistic Likes numbers Knows about money Knows how things work Infers Imagines Speculates Takes risks Is Impetuous Breaks rules Likes surprises Is curious / Plays D Takes preventive action Establishes procedures Gets things done Is reliable Organizes Is neat Timely Plans Is sensitive to others Likes to teach Touches a lot Is supportive Is expressive Is emotional Talks a lot Feels The 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. C B

BRAIN DOMINANCE FILTERS This set of metaphors makes the point that individuals perceive what’s around them as if they were wearing special glasses that had clear windows in the shape of their personal profiles. Therefore, what they see is not full frame but rather to what view is established by the extent of their quadrant preferences. The same metaphor can apply to how we hear. The earphones suggest that our hearing is filtered by our profile of preferences. If we are bored and turned off by detail we will filter it and screen it out. If we are strongly oriented to adventure and risk taking we are less likely to hear the concerns about safety and security. Because these filters exist for everyone, listening for the intended meaning requires a proactive listening strategy. In critical communication situations we have to work hard to achieve the intended understanding. © 1989-2000 Ned Herrmann Group

TEAMS

HBDI Results & Debrief Review Profile Any Surprises? Find a Team Mate that is similar to your profile Form a Group of similar profiles  

HBDI Results Individual and Team MAP OUT TEAM STRENGTHS

“A display of personal mental preferences.” Quadrant: A B C D Preference Code: Adjective Pairs: Profile Score: 1 9 111 1 8 87 2 4 35 2 3 48 SAMPLE PROFILE “A display of personal mental preferences.” The individual profile Provides a “picture” of the degree of that individual’s preferences in each of the four quadrants. Here is another sample profile, a “John Doe,” that’s different from the example described a minute ago because the primary score or most preferred score of this profile is in the D-quadrant (yellow). The profile drawn previously had a primary preference in the upper left A-quadrant, which could have represented an engineer: a logical, rational, highly technical person. In contrast, this “John Doe” profile could represent an artist or an entrepreneur. Different thinking styles emerge from different profile configurations. ©2005 The Ned Herrmann Group

Result Comparison Explore Table Profile Strengths Difference Similarities Cognitive Orientation Table Profile

Measuring Personal Preference Welcome to Preference Island™!

Whole brain teams are 66% more effective. Heterogeneous groups are capable of significantly greater creative output than unbalanced or homogeneous groups. Whole brain teams are 66% more effective. Say: “We can enhance our creativity by integrating four quadrants of thinking styles—within ourselves and within groups. As a team the the group has an opportunity to embrace their differences as an opportunity. This means being open to “creative contention” where ideas are freely shared and the group takes advantage of all of it’s resources. Optional: Discuss the team profile of the group if available, and the degree of mental diversity present. If the group is homogeneous, then they can learn to stretch their thinking to go beyond their preferred modes, or bring in “enrichers” (outsiders) to provide greater diversity, ©1987- 2008 Herrmann International, Inc Homogeneous Dominance Profiles Heterogeneous Dominance Profiles 7

The Whole Brain® Team Diagnosing

Average Team Profile Average profile: 1111 Quadruple Dominant Profile Section: Quadruple Dominant Profile ____________________________________________________ • Multiple abilities • Likes variety • Bored easily THE 1-1-1-1 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. 1111 This 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 approach To make a decision, a person with this profile may ask: * Do I have all the facts? * Will I be in control? * How will others be affected? * What's the "big picture?"

RESULTS

Preference All Staff Map 2009 Each person’s profile is miniaturized and placed on the map based on its degree of preference; the more whole The 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. As profiles are placed away from the center toward the A, B, C, or D positions, the degree of “tilt” for those quadrants increases. When profiles are placed toward the Left, Right, Upper and Lower positions, the preferences for those modes are stronger. This shows how each individual profile is similar or different from the position of the other profiles 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 on the map, those individuals will often demonstrate similar thinking preferences—perhaps even “group-think.” Profiles that 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 has selected for themselves on the HBDI® survey. The legend for the scale of dark grey (introvert) to white (extrovert) is the 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. The center of gravity indicates where the average profile of the entire group would fall in the preference map. Compare the 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 most likely be ‘obvious’ to the others in the group. So in fact you will be disclosing confidential data if you share the preference map with the group, who will recognize the loner. If you have a ‘loner’, be sure to disclose this report to the individual before sharing it with the group to verify they are comfortable with your approach. It’s better to be safe than sorry when it comes to revealing confidential data. When you have carefully staged your presentation of individual data, more often than not, individuals will feel proud of their HBDI® Profile, no matter where their data falls on 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., Are you 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 the center 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 more toward the A, B, C and D letters found around the grid Introversion and extroversion are demonstrated differently in different quadrants and for some it is demonstrated differently in different situations. Encourage team members to consider how they feel about their own 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 with profiles the furthest distance from the center of gravity may from time to time feel like “outsiders”. Inclusion is important in every team. What can be done as a team to insure inclusion?

On The Job Application Natural areas of interest Changes during stressful times Under-represented Over-represented

Getting on Board with a Plan

Whole Brain Teaching & Learning

Elements for a Learning Design Charts Graphs Terminology Defined Mental Image Mind Mapping Big Picture Overview Step By Step Practical Examples Detail Instruction Group Project Songs and Music Hands on Activity

Clues At Work

Will Vary With Excitement Open Ended Short Will Vary With Excitement By The Clock Length of CALL

Brain Dominance Leads to Performance Outcomes in Business, Learning and Life Brain Dominance Thinking Style Preferences (INTERESTS) What we pay attention to (Motivations) What we learn best What “turns us on?” How we perform (Success) How we do business How we interact with the world What we are most successful at

Communication Walk-Around We do it all day, everyday We cannot exist without communicating We communicate in many different ways There are always at least two people involved –The sender and the receiver Sometimes we have time to think about what we are going to say – other times we do not It is a two-way process

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.

thinkAbout listening   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 * BIG PICTURE

EXPECTATIONS OF THE LISTENER 1 Reacts unemotionally. Wants precise facts D Reacts by thinking about it. Prefers concepts “WHAT?” “WHY?” C Reacts spontaneously. Needs to feel enthusiasm Reacts cautiously. Requires neatness and punctuality This four quadrant matrix differentiates the expectations of listeners in all four quadrants, and also the kind of communication and input that a person in a particular quadrant appreciates. For example, an individual with D quadrant preferences expects an overview and conceptual framework, and appreciates connections to the “big picture” and minimal details. Listeners with strong D quadrant preferences prefer concepts. In contrast, listeners with A quadrant preferences want precise facts. As listeners from each quadrant process information they might ask a different question. For example, A quadrant would want to know, what? B quadrant listeners would ask, how? C quadrant listeners would be concerned with, who? And, D quadrant people might ask, why? This matrix of expectations serves as a checklist for people who are initiating communications to another person or a group. It offers examples of what can they do in design and delivery of information to meet the expectations of individuals who are listening from the prospective of their preferred quadrant. “HOW?” “WHO?” B © 1987-2000 Ned Herrmann Group

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.

A D To have trust…. B C “I need to know I am dealing with someone who ‘knows their stuff’ and has the right expertise…” “I need to have the freedom to be myself and feel that my uniqueness adds value…” To have trust…. “Reliability and ‘coming through as planned’ are essential for me to feel trust…” “I need to feel good about the person..to sense that they understand my point of view…” B C ©2009 Used with Permission: DB Associates of WI, LLC – Created by The Ned Herrmann Group©2006

A D Improve our competitive edge through creativity and innovation and grow opportunities through a better “big” picture approach to how we serve our clients Improve efficiency, productivity, save time and accelerate growth for bottom line results “Why Collaboration?” Improve implementation, the quality of the deliverable(s) and plan for more timely response to opportunities Improve customer/employee communication and relationships to better leverage the people resources we have B C ©2009 Used by Permission DB Associates of WI, LLC Created by The Ned Herrmann Group ©2006

GIVING FEEDBACK A D B C Be imaginative & holistic Use Metaphor UPPER LEFT UPPER RIGHT D Be imaginative & holistic Use Metaphor Pay attention to ultimate outcomes Be precise & logical Use facts Pay attention to data Be empathic & caring Use eye contact Pay attention to feelings/relationships This metaphor represents the differences in how an individual perceives the world. It would be typical for most individuals that they would feel that they are perceiving the world around them without filters and barriers, when it is much more likely that they are perceiving the world through the limiting window of their own set of mental preferences. As the illustration shows, an individual with a strong left mode profile will actually see the world filtered through that persons unique window of preferences. The point of the metaphor is, we see the world around us based on the filtered perceptions that result from our personal brain dominance characteristics. Be organized & structured Use a step by step approach Pay attention to details B C LOWER LEFT LOWER RIGHT © 1990-2000 Ned Herrmann Group

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!”

thinkAbout Talking to Others On the Job Application – Key Ideas & Brainstorming Teaching Coaching Mentoring Feedback

What’s On Your Plate?… Anticipating Obstacles Print One Obstacle on Each Plate

Develop Critical Thinking Skills Project Walk-Around Process Project Name: What? Why? How? Who?

D A B C Write Down A Fact Write Down A “what if” Or future outcome Write Down A Detail Write Down A Person’s Name © 1992-98 Ned Herrmann Group

3 WHAT | Analyze 2 WHY | Strategize 4 HOW | Organize ThinkAbout A Data-based Charts/graphs Expert sources/citations Terminology defined Technical problems Concise lecture Clear objectives Rigorous Q&A 2 WHY | Strategize Learner choices/freedom Big picture overview Discovery activities Content chunked Mental imagery Mind mapping Brainstorming 4 HOW | Organize Skill Practice Detail instructions Repetition and review Step-by-step directions Detailed agendas/outlines Well structured discussions Practical, concrete examples 1 WHO |Personalize Group Projects Hands-on activities Ice Breaker/openers Human interest stories Small group discussion Songs, music, or rhythm Sharing personal reactions ThinkAbout A Learning Strategy Design Brainstorming

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 Conversation The Whole Brain Communicator

©1987- 2008 Herrmann International, Inc WALK AROUND DESK FLIP D A Use your flipcharts to help brainstorm. ©1987- 2008 Herrmann International, Inc B C

PROBLEM SOLVING APPROACH’S D Approach: “Big picture” Brainstorming Questions: How does this fit in with our overall strategy? How can we approach this in a new and different way? Approach: Critical analysis Questions: Have you done any research? Have you identified an expert? Approach: Organization and planning Questions: Do you have a plan? What are your next steps? Approach: Teamwork, emotions, and feelings Questions: Who needs to be involved? How are they going to feel about it? As you look at these initiates, it will be critical to look at how to approach the from a whole brained perspective. Challenges and problems will come up. Revisit the challenge that is keeping you up at night. And use the reverse Z formation to walk around it and answer the questions above in the chat function. For Operational or Communication Excellence to be successful walk around each quadrant and build on the questions provided. As you look at your responsibilities and the resources you begin to build your action plan or a call to action. ©1987- 2008 Herrmann International, Inc B C

Believe it….. Getting on Board with a Plan 45 Minutes to put together a Plan for these processes Teaching Vs. Coaching Vs. Mentoring Training Feedback You 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.

Demonstration Time BRING IT

Seeing is… Believing

Some things have to be believed to be seen….. Seeing is… Believing Some 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.

Evaluation My Action Plan is………. thinkAbout it!

deb@dbawi.com | 608-345-5435 | www.dbawi.com