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ThinkAbout Communication
The Business of Thinking® ThinkAbout Communication
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WHOLE BRAIN® MODEL D A B C LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE
UPPER LEFT D UPPER RIGHT LOGICAL ANALYTICAL FACT-BASED QUANTITATIVE HOLISTIC INTUITIVE INTEGRATING SYNTHESIZING ORGANIZED SEQUENTIAL PLANNED DETAILED INTERPERSONAL FEELING-BASED KINESTHETIC EMOTIONAL LOWER LEFT B LOWER RIGHT C
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Introduction What do you communicate about?
Who do you communicate with? How do you communicate? Why do you communicate? What often happens? What goes wrong?
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Everyday Communication
We do it all day, every day 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
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C O M U N I A T In the ThinkAbout Communicating Module we will discuss: The impact that our thinking has on the way we communicate The Whole Brain® Communicator to use when you have time to prepare How to have a whole brain® conversation when you have no time to prepare How to talk from all 4 languages of the brain
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Communicating is something we do all day, every day
A business cannot survive without effective communication Most of the day-to-day business problems we face are communication problems, or are the result of poor communication We communicate every day in a many different ways Sometimes we have time to think about what we are going to say, other times we don’t
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How does your thinking affect the way you communicate?
How do the different quadrants communicate? What are some of the characteristics of each quadrant?
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ThinkAbout Communicating How do the 4 quadrants like to communicate?
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ThinkAbout Communicating
D Critical analysis Facts – no fluff Technical accuracy Goals and objectives Well articulated ideas Data – fact based charts Brief, clear, precise info Minimal details Freedom to explore Metaphors – visuals Overview – “big picture” New, fun, imaginative Conceptual framework Aligns with long term strategy UPPER RIGHT UPPER LEFT Detailed time-action plan Through with references Rules and procedures Step by step – concise In writing, in advance Contingency plan No digressing Open, informal discussion Expressive body & voice Intros and conversation Knows effect on others Knows how people feel Hear & understand all No hidden agendas LOWER LEFT LOWER RIGHT B C
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How do you like to communicate?
What sort of things do you do? What don’t you do? “ThinkAbout” your everyday communication. What does this tell you about how effective you are? What can you do to be more effective?
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A D B C ThinkAbout Listening Technical accuracy
Brief, clear & precise info Data & fact-based charts Materials that are direct and to the point Presentation in alignment with corporate goals & objectives Well articulated ideas presented in a logical format An overview A conceptual framework Idea chunks Freedom to explore Metaphorical examples Frequent, spontaneous tasks Visuals Long-term objectives Connection to the "big picture" Thorough, timely & reliable follow through Alignment with well established procedure Assurance that this has been done before Explanation of how it will happen A written schedule & action plan Step by step unfolding of the topic References & background info Consistency Empathy & consideration of their needs Involvement with others A good attitude & personal relationship Personal touch & informality For all to have equal consideration To know how others will react References to people involved Their feelings to be respected Eye contact B C
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How do you like to listen? What sort of things do you do?
TALK ABOUT IT! LET'S How do you like to listen? What sort of things do you do? What sort of things don’t you do? “ThinkAbout” your everyday communication. How effective are you as a listener? What can you do to be more effective? TALK ABOUT IT! LET'S TALK ABOUT IT! LET'S TALK ABOUT IT! LET'S
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A D B C Scenario 1 — Same-quadrant
Communication between people within a quadrant Free Flow and ‘same wave length’ — but can be competitive and tribal My most preferred quadrant is? Name someone who is in the same quadrant as you How do you communicate? A D B C
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A D B C Scenario 2 — Compatible-quadrant
Communication between people with same left or right dominance Supportive, reinforcing — sometimes leads to a false sense of understanding Name someone who is in a compatible quadrant How do you communicate? A D B C
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A D B C Scenario 3 — Contrasting-quadrant
Communication between people with same limbic or cerebral dominance Additive, synergistic — difference in styles can be challenging Name someone who is in a contrasting quadrant How do you communicate? A D B C
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A D B C Scenario 4 — Cross-quadrant
Communication between people from diagonally opposing quadrants Complimentary but may be confrontational — misunderstanding can occur Name someone who is in the cross quadrant from you How do you communicate? A D B C
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We tend to speak the language of our most preferred quadrant
This means that other people may not always understand us We tend to listen from our most preferred quadrant This means we may not always understand others When you are not sure what language to speak, the best language is whole brain language
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Introducing: The Whole Brain® Communicator Sometimes you have time to ‘ThinkAbout’ what you are going to say. Other times you do not. For example, a scheduled meeting or discussion gives you time to prepare, a chance or impromptu meeting does not. The Whole Brain® Communicator is for when you do have time to think about what you are going to say.
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The Whole Brain® Communicator
3 What What is your objective? What do you want to achieve? What must everyone know? What are the key facts? What facts back up what you are saying? Are there any references/research? Why 2 Why are they involved? Why are 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? A D The Whole Brain® Communicator How much time do you have? Where it will occur? What resources will you need? How many people are involved? What constraints are you under? What approach will you use? Who is the audience? What do you know about them? What is their profile—most/least preferred quadrants? What language do they speak? What are going to do to ensure they understand you? How do they like to listen? B C How 4 1 Who
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A D B C The Whole Brain® Communicator
3 What Facts to get across? I need their commitment to the objectives They are the ones who do the work Need to understand impact they have on profitability of business Main points to get across Competitive market forcing New work practices Need to do things differently next year Why 2 Industry/Economy More competition 3 new players in market $$$ against overseas markets Organizational Issues Sales 10% Prices 8% Production 5% Quality 10% Need to improve The Whole Brain® Communicator Explaining the 2002 Corporate Objectives to my Staff Series of small group meetings Present facts, figures and big picture Ask for commitment Answer any questions openly Do quickly, all in one week My divisional staff Mostly long-term employees Average age 45 Variety of profiles, mainly A/B Tend to be conservative, production driven, concerned about output and quality How 4 1 Who B C
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To Plan and Prepare a Policy Statement
3 What Why 2 The Situation To Plan and Prepare a Policy Statement How 4 1 Who B C
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On-The-Job Application
Topic List to Chose From Buying a House My career path Starting my own business Moving house Building a house The perfect Christmas The family vacation Educating the children Getting married A weekend away My favorite possession Doing the garden My best birthday The perfect dinner party Going camping Having children Cleaning the house The family finances Asking someone to marry you Writing a book
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The Whole Brain® Communicator
D 3 What Why 2 The Whole Brain® Communicator How 4 1 Who B C
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ThinkAbout Communicating
D Critical analysis Facts – no fluff Technical accuracy Goals and objectives Well articulated ideas Data – fact based charts Brief, clear, precise info Minimal details Freedom to explore Metaphors – visuals Overview – “big picture” New, fun, imaginative Conceptual framework Aligns with long term strategy UPPER RIGHT UPPER LEFT Detailed time-action plan Through with references Rules and procedures Step by step – concise In writing, in advance Contingency plan No digressing Open, informal discussion Expressive body & voice Intros and conversation Knows effect on others Knows how people feel Hear & understand all No hidden agendas LOWER LEFT LOWER RIGHT B C
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A D B C ThinkAbout Listening Technical accuracy
Brief, clear & precise info Data & fact-based charts Materials that are direct and to the point Presentation in alignment with corporate goals & objectives Well articulated ideas presented in a logical format An overview A conceptual framework Idea chunks Freedom to explore Metaphorical examples Frequent, spontaneous tasks Visuals Long-term objectives Connection to the "big picture" Thorough, timely & reliable follow through Alignment with well established procedure Assurance that this has been done before Explanation of how it will happen A written schedule & action plan Step by step unfolding of the topic References & background info Consistency Empathy & consideration of their needs Involvement with others A good attitude & personal relationship Personal touch & informality For all to have equal consideration To know how others will react References to people involved Their feelings to be respected Eye contact B C
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We speak from our most preferred quadrant.
We hear from our most preferred quadrant. Communication works well when people have the same preferences. Communication can become harder when people have different preferences. The best communication tends to be whole brained.
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