decision making styles
DESCRIPTION
Handout from Influencing Skills Workshop - Hillary RobertsonTRANSCRIPT
Double Loop Development
Decision-making styles
Followers (36%) Risk-averse Worried about making the wrong choice Make decisions on the basis of how they made similar decisions in
the past or on how others they trust have made decisions. Generally cautious More aware of cost-effectiveness than some others. Focus on proven methods. Unlikely to decide in favour of something entirely untried but like
idea of innovation. May repeatedly challenge your position Only agree to something if seen it elsewhere first.
How to influence Demonstrate where others have succeeded with similar decisions. Provide the evidence. Avoid selling yourself unless you have a proven track record Look for previous decision the person has taken (or people they
trust) which support what you want and refer to those. Focus on cases studies, Use references & testimonials Present more evidence in support of your favoured option than
alternatives
Responds best to: Reason Coalition
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HTe-mail: [email protected]
Tel: 0131 208 2701
Double Loop Development
Charismatics (25%)
Like new ideas Enthusiastic & captivating Talkative Dominant Short attention span Methodical decision-makers Can process large amounts of information quickly Influenced by visual interpretations Can get really enthusiastic about a new idea Will not make a decision unless facts support Make decisions on the basis of balanced information Take responsibility for decisions
How to influence Focus on results Demonstrate evidence Impress with your intelligence Keep arguments simple and straightforward Use visual aids Be up-front about possible problems/risks
Responds best to: Reason – but be sure to start with most critical info Coalition or higher authority – influenced by other senior
people/people they respect
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HTe-mail: [email protected]
Tel: 0131 208 2701
Double Loop Development
Sceptics (19%) Very strong personality Suspicious of new data Especially suspicious of anything that challenges their view Trust people like themselves Can seem aggressive and combative Usually take charge Can be rebellious Demanding of both time & energy Regularly disagree with espoused views or the status quo Quite self-absorbed and act primarily on feelings Almost always tell you what they think
How to influence Credibility is vital. If you don’t have enough find some Enlist support of someone sceptic trusts
Responds best to: Friendliness – building up a relationship so that they trust your
judgement Coalition or higher authority – gaining an endorsement or enlisting
help/support from someone the sceptic trusts
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HTe-mail: [email protected]
Tel: 0131 208 2701
Double Loop Development
Thinkers (11%) Can be the hardest group to influence. Strongly risk-averse Slow to reach a decision Set considerable store by arguments backed up by firm data Like quantitative & comparative data Usually academic, intelligent, cerebral Logical Guard emotions Voracious readers Choose words carefully Always try to anticipate change Play to win
How to influence Have as much information ready as possible eg Cost-benefits Surveys Option appraisals Explain position from all perspectives Address counter arguments Explain carefully how you arrive at your conclusions Be open about any concerns/risks Appeal to thinker’s intelligence
Responds best to Reason
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HTe-mail: [email protected]
Tel: 0131 208 2701
Double Loop Development
Controllers (9%) Usually strong personalities Sometimes overbearing Seen as logical, unemotional Dislike ambiguity and uncertainty Driven by own fears and insecurities Only see things from own perspective Given to snap judgements May discuss decision with others but rarely listens Focused on facts and analyse arguments carefully Pay attention to the fine detail as a way of covering up their fears Open to fact or evidence-based reasoning. Controlling is more important that innovating Try to avoid being held accountable
How to influence Argument must be structured & linear Credibility is vital An expert should present info Avoid pushing your point of view too hard Provide all the information required and let the controller come to
their own decision Be prepared to wait
Responds to Reason Friendliness
Tigh a’ Mhaide, Brig o’ Turk, Perthshire, FK17 8HTe-mail: [email protected]
Tel: 0131 208 2701