building skills & capabilities for change. module 2 building effective working relationships
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Building Skills & Capabilities for Change
Building Skills & Capabilities for Change
Module 2Module 2
Building Effective Working Building Effective Working RelationshipsRelationships
Building Skills & Capabilities for Change
What we’ll be doingWhat we’ll be doing
Examine a range of motivation theoriesExamine a range of motivation theories
Review and plan improvements to Review and plan improvements to existing communication systemsexisting communication systems
Refresh or learn methods to deal with Refresh or learn methods to deal with difficult situations/behavioursdifficult situations/behaviours
Learn and practice key approaches Learn and practice key approaches which will empower and motivate which will empower and motivate peoplepeople
Building Skills & Capabilities for Change
How We’ll Do It.How We’ll Do It.
SimulationsSimulationsCritical IncidentsCritical IncidentsDiscussionsDiscussionsPractical ExercisesPractical Exercises
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But First, Answer TheseBut First, Answer These
Why did you Why did you bother to come bother to come here, on this here, on this programme?programme?
What What motivated you?motivated you?
What What specifically do specifically do you want?you want?
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The Jack Stone ProjectThe Jack Stone Project
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Management is the Management is the efficientefficient, , effectiveeffective and and economiceconomic use of use of
resources to achieve results with resources to achieve results with and through the efforts of other and through the efforts of other
people.people.
Definition Of ManagementDefinition Of Management
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Session 1Session 1 Examine a range of motivation theoriesExamine a range of motivation theories
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7 Theories Of Employee Motivation:7 Theories Of Employee Motivation:
1. Maslow’s Hierarchy1. Maslow’s Hierarchy2. Herzberg’s Two-Factor Theory2. Herzberg’s Two-Factor Theory3. McGregor’s Theory X and 3. McGregor’s Theory X and
Theory Y Theory Y 4. Ouchi’s Theory Z4. Ouchi’s Theory Z5. Equity Theory5. Equity Theory6. Expectancy Theory6. Expectancy Theory7. McClelland’s Achievement Need7. McClelland’s Achievement Need
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Morale Boosters:Morale Boosters:
RespectRespect Positive CulturePositive Culture PromotionsPromotions Pleasant EnvironmentPleasant Environment InvolvementInvolvement AppreciationAppreciation Adequate Adequate
CompensationCompensation
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1. Right now, how many exist for you?
2. Right now, how many exist for your boss?
3. Right now, how many exist for your team?
Morale Boosters:Morale Boosters:
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Perspectives On Motivation:Perspectives On Motivation:
Classical Theory of MotivationClassical Theory of Motivation
Money is the sole motivator for Money is the sole motivator for workers workers
(Taylor)(Taylor)““Hawthorne Effect”Hawthorne Effect”
Employees respond to positive Employees respond to positive attention they receive attention they receive
(Mayo) (Mayo)
What works best today: Money or Attention? What works best today: Money or Attention?
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““Hawthorne Effect”Hawthorne Effect”
One reasonable conclusion is that One reasonable conclusion is that the workers were happy to receive the workers were happy to receive
attention from the researchers attention from the researchers who expressed an interest in them.who expressed an interest in them.
The major finding of the study was that almost
regardless of the experimental manipulation, worker production seemed
to continually improve.
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Importance of Motivation Strategies:Importance of Motivation Strategies:
Motivation is a process that affects all Motivation is a process that affects all the relationships within an organization the relationships within an organization and influences pay, promotion, job and influences pay, promotion, job design, training opportunities, and design, training opportunities, and reporting relationshipsreporting relationships
Employees are motivated by the nature of Employees are motivated by the nature of
their jobs, relationships with their supervisors, their jobs, relationships with their supervisors,
and characteristics of the organizationand characteristics of the organization
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Because definitions of success vary, Because definitions of success vary, motivational tools must vary, as well.motivational tools must vary, as well.
Importance of Motivation Strategies:Importance of Motivation Strategies:
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Building Skills & Capabilities for Change
Building Skills & Capabilities for Change
Maslow’s Hierarchy of Needs:Maslow’s Hierarchy of Needs:
A theory that arrangesA theory that arranges
the five basic needs ofthe five basic needs of
people(physiological,people(physiological,
security, social,security, social,
esteem, and selfesteem, and self
actualization) into theactualization) into the
order in which peopleorder in which people
strive to satisfy them.strive to satisfy them.
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According to Maslow…According to Maslow…
The more basic needs at theThe more basic needs at the
bottom of the hierarchybottom of the hierarchy
must be satisfied beforemust be satisfied before
higher level goals can/willhigher level goals can/will
be pursued (i.e. must have be pursued (i.e. must have
shelter before you can thinkshelter before you can think
about studying for a degree.)about studying for a degree.)
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The Hierarchy Applied To Your LifeThe Hierarchy Applied To Your Life
Physiological needs (water, food, clothing) Physiological needs (water, food, clothing)
Security needs (safety, finances, car)Security needs (safety, finances, car)
Social needs (friends, love, Social needs (friends, love, companionship)companionship)
Esteem needs (self-respect, respect from Esteem needs (self-respect, respect from others)others)
Self-Actualization needs (being the best Self-Actualization needs (being the best you can be– maximizing your potential)you can be– maximizing your potential)
Are some needs unmet?Are some needs unmet?
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Herzberg Two-Factor Theory:Herzberg Two-Factor Theory:
- Adequate wages- Adequate wages
- Fair agency policies- Fair agency policies
- Comfortable/safe working - Comfortable/safe working conditionsconditions
- Job security- Job security
Hygiene Factors vs. Motivational FactorsHygiene Factors vs. Motivational Factors
Hygiene Factors relate to the work settingHygiene Factors relate to the work setting
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Motivational FactorsMotivational Factors relate to the relate to the content of the work:-content of the work:-
Herzberg Two-Factor Theory:Herzberg Two-Factor Theory:
Hygiene Factors vs. Motivational FactorsHygiene Factors vs. Motivational Factors
- Achievement - Achievement - Responsibility - - Responsibility - AdvancementAdvancement
- Recognition - Recognition - Involvement - - Involvement - LearningLearning
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McGregor’s Theory X & Theory YMcGregor’s Theory X & Theory Y
Theory XTheory X
People inherently dislike work, People inherently dislike work,
People must be coerced or controlled to do work People must be coerced or controlled to do work or achieve objectivesor achieve objectives
People prefer to be directedPeople prefer to be directed
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People view work as being as natural People view work as being as natural as play or restas play or rest
People will exercise self-direction and People will exercise self-direction and self-control towards achieving self-control towards achieving objectives they are committed to,objectives they are committed to,
People learn to accept and seek People learn to accept and seek responsibilityresponsibility
Theory YTheory Y
McGregor’s Theory X & Theory YMcGregor’s Theory X & Theory Y
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Ouchi Theory Z:Ouchi Theory Z:
Collective responsibilityCollective responsibility
Employee participation in all aspects of Employee participation in all aspects of company decision-makingcompany decision-making
Managers and workers share Managers and workers share responsibilitiesresponsibilities
Long-term employment and job securityLong-term employment and job security
Concern for a total person, including Concern for a total person, including their familytheir family
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Equity TheoryEquity Theory
How much people are willing to contributeHow much people are willing to contribute
to an organization depends on theirto an organization depends on their
assessment of the fairness, or equity, of theassessment of the fairness, or equity, of the
rewards they will receive in exchange.rewards they will receive in exchange.
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Motivation depends not only Motivation depends not only on how much a person wants on how much a person wants something, but also on how something, but also on how likely he or she is to get it.likely he or she is to get it.
Vroom Expectancy Theory:Vroom Expectancy Theory:
Although individuals may have different Although individuals may have different sets of goals, they can be motivated if sets of goals, they can be motivated if they believe that:they believe that:
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There is a positive correlation between There is a positive correlation between efforts and performance,efforts and performance,
Favourable performance will result in a Favourable performance will result in a desirable reward,desirable reward,
The reward will satisfy an important The reward will satisfy an important need,need,
The desire to satisfy the need is strong The desire to satisfy the need is strong enough to make the effort worthwhile.enough to make the effort worthwhile.
Vroom Expectancy Theory:Vroom Expectancy Theory:
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Vroom Expectancy Theory:Vroom Expectancy Theory:
A person who wants something A person who wants something and has reason to be optimistic and has reason to be optimistic will be strongly motivatedwill be strongly motivated
A person who wants something, but believes A person who wants something, but believes they will not get it, may not even be they will not get it, may not even be motivated to try.motivated to try.
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n.ach The need to The need to AchieveAchieve
n.affl The need to The need to AffiliateAffiliate
n.inflThe need to The need to InfluenceInfluence
McClelland’s Motivation TheoryMcClelland’s Motivation Theory
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Work GroupsWork Groups
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Applying The TheoriesApplying The Theories
To SelfTo Self To OthersTo Others(Above)(Above)
(Beside) (Beside)
(Below)(Below)
To The To The Past/PresentPast/Present
To The FutureTo The Future
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And Another Thing,And Another Thing,
When you went to work yesterday what was When you went to work yesterday what was motivating you?motivating you?
Remembering back to your first day Remembering back to your first day at work, at work, and then your first day with SEELB, and then your first day with SEELB, what waswhat wasmotivating you back then?motivating you back then?
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Home WorkHome Work
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What about you?What about you?
What sorts of things What sorts of things are you really good at?are you really good at?
What sorts of things What sorts of things do you excel at? do you excel at? - As an - As an employee? employee? - As a manager?- As a manager?
What motivates you What motivates you then?then?
Motivation In Practical TermsMotivation In Practical Terms
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What is most important to What is most important to you in what you do?you in what you do?
How do you do it when How do you do it when it’s something you don’tit’s something you don’t want to do?want to do?
What do we need to do toWhat do we need to do to influence you ?influence you ?
What switches you off?What switches you off?
So, what about you?So, what about you?
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ModellingModelling
NLP = The Study of ExcellenceNLP = The Study of Excellence
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Pick Something You Like Doing
& that you do really very well& that you do really very well
In pairs, go find In pairs, go find outout
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StrategiesStrategies
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NLP Definition of Strategy
A STRATEGY is the model’s internal thought:
a sequence of representations a person goes through in order to
achieve their outcome.
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NLP Definition of Strategy
How does Tiger Woods get it right more often
than anyone else?
A STRATEGY is the model’s internal thought:
a sequence of representations a person goes through in order to
achieve their outcome.
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Input Processing Output
= Representation Systems
StrategiesStrategies
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StrategiesStrategies
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Vic- Ki-
StrategiesStrategies
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Vic- Ki-
Vic+ Ki+
StrategiesStrategies
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Getting Out Of Bed StrategyGetting Out Of Bed Strategy
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Building Skills & Capabilities for Change
Review and plan improvements to Review and plan improvements to existing communication systemsexisting communication systems
Session 2Session 2
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Forms of CommunicationForms of Communication
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Maps Of The WorldMaps Of The World
““The map is not the territory”The map is not the territory”
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Maps Of The WorldMaps Of The World
Accept that other people's maps are Accept that other people's maps are real to them, even if they don't make real to them, even if they don't make
sense to you. sense to you.
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You cannot not communicateYou cannot not communicate
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The NLP Communication ModelThe NLP Communication Model
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ABIRD
IN THETHE BUSH
““The map is not the territory”The map is not the territory”
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The AlbatrossThe Albatross
““The map is not the territory”The map is not the territory”
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Internal DialoguesInternal Dialogues
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The meaning of your communication The meaning of your communication is the response that you getis the response that you get
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Don’t judge….We listen out of OUR Don’t judge….We listen out of OUR experienceexperience
Empathise…….Everyone’s needs are Empathise…….Everyone’s needs are differentdifferent
Paraphrase & SummariseParaphrase & Summarise
Watch body language (yours and theirs)Watch body language (yours and theirs)
Maintain appropriate silencesMaintain appropriate silences
Quiet your mindQuiet your mind
Be patient…….Go slow to go fastBe patient…….Go slow to go fast
Active ListeningActive Listening
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5W+H Open & Closed Questions5W+H Open & Closed Questions
Socratic questionsSocratic questions
Listen more than you talkListen more than you talk
Identify resistance pointsIdentify resistance points
Gather informationGather information
What is their reality?What is their reality?
Question TechniqueQuestion Technique
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Coffee Time
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Communicating Across The OrganisationCommunicating Across The Organisation
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CommunicationCommunication
Building Skills & Capabilities for Change
The Newsletter ExerciseThe Newsletter ExerciseIt’s the first anniversary afterIt’s the first anniversary afterimplementation. You are aimplementation. You are amember of a team whosemember of a team whosejob is to produce the first of ajob is to produce the first of aseries of monthly newsletters.series of monthly newsletters.
How will it look?What must be included?What would be nice to include
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Oh yes, and the e-mail thing!Oh yes, and the e-mail thing!
You are a group of You are a group of managersmanagers
tasked with establishing atasked with establishing a
group e-mail policy.group e-mail policy.
What is your policy?What problems does your policy address?
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"Oh no, not another meeting! ""Oh no, not another meeting! "
CommunicationCommunication
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Magnificent Meetings!Magnificent Meetings!
To Brief/InformTo Brief/Inform To ConsultTo Consult To Problem SolveTo Problem Solve To Take To Take
DecisionsDecisions
Types Of MeetingsTypes Of Meetings
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Building Skills & Capabilities for Change
That’s all for now folks
Thanks for taking part
Building Skills & Capabilities for Change
Building Skills & Capabilities for Change
Module 2Module 2
Building Effective Working Building Effective Working RelationshipsRelationships
Building Skills & Capabilities for Change
What we’ll be doingWhat we’ll be doing
Examine a range of motivation theoriesExamine a range of motivation theories
Review and plan improvements to Review and plan improvements to existing communication systemsexisting communication systems
Refresh or learn methods to deal with Refresh or learn methods to deal with difficult situations/behavioursdifficult situations/behaviours
Learn and practice key approaches Learn and practice key approaches which will empower and motivate which will empower and motivate peoplepeople
Building Skills & Capabilities for Change
Session 3Session 3
Refresh or learn methods to deal Refresh or learn methods to deal with difficult situations/behaviourswith difficult situations/behaviours
Building Skills & Capabilities for Change
Effects of Rude Behavior:Effects of Rude Behavior:
A recent study found that rude or uncivilA recent study found that rude or uncivil
behaviour directed toward employees damagedbehaviour directed toward employees damaged
their mental health, lowered productivity, andtheir mental health, lowered productivity, and
decreased job satisfaction.decreased job satisfaction.
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But…But…
Reporting put-downs, condescendingReporting put-downs, condescendingbehaviour, or rudeness often led to social orbehaviour, or rudeness often led to social orwork-related retaliation (given less work-related retaliation (given less
favourablefavourableduties, denied promotion, being ignored),duties, denied promotion, being ignored),while failing to report the instances fosteredwhile failing to report the instances fosteredanxiety and depression.anxiety and depression.
Effects of Rude Behavior:Effects of Rude Behavior:
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Causes Of Causes Of ConflictConflict
Communication failure Communication failure
PPersonality conflict ersonality conflict
Value differences Value differences
Goal differences Goal differences
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Causes Of Causes Of ConflictConflict
Lack of cooperation Lack of cooperation
Substandard performance Substandard performance
Non-compliance with rulesNon-compliance with rules
Methodological differences Methodological differences
Competition over resources Competition over resources
Differences regarding authority Differences regarding authority
Differences regarding responsibilityDifferences regarding responsibility
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Building Skills & Capabilities for Change
Building Skills & Capabilities for Change
FightFight oror “I’m right, you’re wrong “I’m right, you’re wrong
FlightFlight oror “I don’t care who is right, I’m “I don’t care who is right, I’m gone.”gone.”
SubmitSubmit oror “You’re right, I’m wrong” “You’re right, I’m wrong”
FreezeFreeze oror “I’ll wait for your next move” “I’ll wait for your next move”
ResolutionResolutionoror “We both have a bit of the “We both have a bit of the truth. truth. Let’s work it out.” Let’s work it out.”
Common responses to conflictCommon responses to conflict
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Building Skills & Capabilities for Change
Difficult People Or Difficult Behaviour?Difficult People Or Difficult Behaviour?
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Who are yours?Who are yours?
Finding ResourcesFinding Resources
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Building Skills & Capabilities for Change
Transactional AnalysisTransactional Analysis
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Building Skills & Capabilities for Change
I’m OkayI’m Okay
You’re Not You’re Not OkayOkay
I’m OkayI’m Okay
You’re OkayYou’re Okay
I’m Not OkayI’m Not Okay
You’re Not You’re Not OkayOkay
I’m Not OkayI’m Not Okay
You’re OkayYou’re Okay
The Okay CorralThe Okay Corral
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Thoughts, Emotions, FeelingsThoughts, Emotions, Feelings
Building Skills & Capabilities for Change
the increased heartbeat and the increased heartbeat and perspiration that accompany fear,perspiration that accompany fear,
the freezing response of a rat in the the freezing response of a rat in the presence of a cat, presence of a cat,
the extra muscle tension that the extra muscle tension that accompanies anger.accompanies anger.
Thoughts, Emotions, FeelingsThoughts, Emotions, Feelings
Emotions are measurable physical responses Emotions are measurable physical responses to salient stimuli. For example:to salient stimuli. For example:
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Feelings, on the other hand, are the Feelings, on the other hand, are the subjective experiences that sometimes subjective experiences that sometimes
accompany these processes:accompany these processes:
The sensations of The sensations of happiness, envy, sadness, happiness, envy, sadness,
and so on.and so on.
Thoughts, Emotions, FeelingsThoughts, Emotions, Feelings
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Mood DiariesMood Diaries
& Critical Incidents& Critical Incidents
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SituationSituation
ThoughtsThoughts
ActionsActions FeelingsFeelings
A CBT ModelA CBT Model
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You've having a bad day, you feel fed up,
so you go out shopping.
SituationSituation
As you walk down the road, someone you know walks by and, apparently, ignores you. You feel
certain that they saw you.
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Thoughts Unhelpful HelpfulHe/she ignored me - they
don't like me He/she looks a bit wrapped up in themselves - I wonder if there's
something wrong? Emotional:
Feelings Low, sad and rejected Concerned for the other person
Physical Feelings
Stomach cramps, low
energy, feel sick None - feel comfortable
Action: Go home and avoid them Get in touch to make sure they're OK
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SituationSituation
ThoughtsThoughts
ActionsActions FeelingsFeelings
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PresentationsPresentations
Your Chance To ShineYour Chance To Shine
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What you like What you are like What you are good at What switches you off
PresentationsPresentations
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PresentationsPresentations
Building Skills & Capabilities for Change
Self Talk/Internal DialogueSelf Talk/Internal Dialogue
Oh S*”t!!
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How are you doing it inside your head?How are you doing it inside your head?
Building Skills & Capabilities for Change
How is it that I amHow is it that I am providing a button to be pressedproviding a button to be pressed??
If people come along andIf people come along and press my buttons.press my buttons.
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Perceptual PositionsPerceptual Positions
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Building Skills & Capabilities for Change
Session 4Session 4
Learn and practice key Learn and practice key approaches which will empower approaches which will empower and motivate peopleand motivate people
Building Skills & Capabilities for Change
3).3). They didn’t have the They didn’t have the skills.skills.
1) + 2) are 1) + 2) are debilitating,debilitating,
If people don’t get things done………..If people don’t get things done………..
3) is demoralising3) is demoralising
1).1). They didn’t understand.They didn’t understand.
2).2). They weren’t bought in.They weren’t bought in.
(The What)
(The Why)
(The How)
We get results through people.We get results through people.
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Remember ThisRemember This
The major finding of the studywas that almost regardless of
the experimental manipulation,worker production seemed
to continually improve.
One reasonable conclusion is that One reasonable conclusion is that the workers were happy to receive the workers were happy to receive
attention from the researchers attention from the researchers who expressed an interest in them.who expressed an interest in them.
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Empowerment & Motivation Empowerment & Motivation
Give me clear, precise objectives Give me the proper training Give me the right tools/equipment Give me the right support Give me the right environment Give me praise and constructive feedback
Trust me and leave me to do it!Trust me and leave me to do it!
If I get it wrong, support me!If I get it wrong, support me!
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Influence & PersuasionInfluence & Persuasion
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The Rewards ThingThe Rewards Thing
Positive Reinforcement Positive Reinforcement A behaviour rewarded, is a behaviour repeatedA behaviour rewarded, is a behaviour repeated
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The Unearned FishThe Unearned Fish
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Alien InvasionAlien Invasion
Building Skills & Capabilities for ChangeValuesValues
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Filters we use to evaluate the Filters we use to evaluate the content of incoming information content of incoming information about ourselves and the world in about ourselves and the world in
general, sorting our perceptions into general, sorting our perceptions into good and bad, worthwhile and good and bad, worthwhile and
worthless, and so on. Our values are worthless, and so on. Our values are usually closely related to our beliefs.usually closely related to our beliefs.
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Personal ValuesPersonal Values
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What’s important to you as a manager? What’s important to you as a manager? What’s important to you as an employee?What’s important to you as an employee?
In terms of people – above, below, beside? In terms of customers (internal & external)? In terms of place (the work environment)? In terms of the work itself?
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The Manager’s CreedThe Manager’s Creed
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Coffee Time
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Empowering Beliefs, Dis-empowering beliefsEmpowering Beliefs, Dis-empowering beliefs
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Empowering Beliefs, Dis-empowering beliefsEmpowering Beliefs, Dis-empowering beliefs
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Empowering Beliefs, Dis-empowering beliefsEmpowering Beliefs, Dis-empowering beliefs
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An idea about ourselves and/or the An idea about ourselves and/or the external external
world which we hold to be true even world which we hold to be true even though we though we
have no unambiguous supporting have no unambiguous supporting evidence. evidence.
BeliefBelief
A belief may be true. The important A belief may be true. The important distinction between what we 'believe' distinction between what we 'believe'
and what we 'know' is whether we have and what we 'know' is whether we have evidenceevidence, not just personal opinion and , not just personal opinion and
experience. Many of the things we experience. Many of the things we imagine are facts are actually beliefs.imagine are facts are actually beliefs.
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The nature of beliefsThe nature of beliefs
Human experience is subjective Human experience is subjective - each of us does it differently- each of us does it differently
Subjective experience has a structure, Subjective experience has a structure, which can be modelled and changedwhich can be modelled and changed
A belief is something that A belief is something that needs to be maintainedneeds to be maintained
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WorthinessWorthiness -You deserve to -You deserve to achieveachieve
P.A.W.’sThe keys to achievement
P.A.W.’s = Empowering Beliefs
PossibilityPossibility -It is possible to achieve-It is possible to achieve
AbilityAbility -You are able to -You are able to achieveachieve
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Logical LevelsLogical Levels
MissionMission
IdentityIdentity
BeliefBelief
CapabilityCapability
BehaviourBehaviour
EnvironmenEnvironmentt
A naturally HIERARCHICAL
system
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When “here” is stressed it is a statement about environment.
Negative or Limiting Belief
“I can’t do that here.”
When “I” is stressed it is a statement about identity.
When “can’t” is stressed it is a statement about belief.
When “do” is stressed it is a statement about capability.
When “that” is stressed it is a statement about behaviour.
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A problem cannot be solved A problem cannot be solved with the with the
same level of thinking that same level of thinking that created itcreated it
In order to bring about change it is In order to bring about change it is necessary to work at the level above necessary to work at the level above
the one you want to influencethe one you want to influence
Logical Levels & ChangeLogical Levels & Change
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Change at a higher level always
changes things on lower levels
Change on a lower level will not necessarily affect higher levels
Logical Levels & ChangeLogical Levels & Change
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MissionMission
IdentityIdentity
BeliefBelief
CapabilityCapability
BehaviourBehaviour
EnvironmenEnvironmentt
A naturally HIERARCHICAL
system
Logical LevelsLogical Levels
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Connecting It All UpConnecting It All Up
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What are your key What are your key learnings?learnings?
What changes as What changes as a result?a result?
Did You Get What You Came For?Did You Get What You Came For?
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Did You Get What You Came For?Did You Get What You Came For?
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& Exactly What Are You Going To Do?& Exactly What Are You Going To Do?
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Thank you very much &
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