VISN 21 Pharmacy Team Sierra Pacific Network Communicating for Results October 25, 2009 Facilitator: Deborah DeNure The Art of Possibility think about.

VISN 21 Pharmacy TeamSierra Pacific Network

Communicating for ResultsCommunicating for ResultsOctober 25, 2009

Facilitator: Deborah DeNure

The Art of

Possibility

think about it believe it

get on board with it

Action Plan

AGENDA AGENDA Start Thinking: Whole Brain Advantage

Measuring Personal Preference

HBDI Individual and Team Work StylesWhat I Bring To The Team

Getting on Board with a Plan

Learning and Teaching StyleBreak Put Your Whole Brain to Work

Communication Walk-Around

ThinkAbout ListeningThinkAbout Talking to OthersThinkAbout 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

Objective

This program is going to help you learn to:· 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. 

The Science

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Left Mode

Thinking P

rocesses

Upper Mode Thinking Processes

Lower Mode Thinking Processes

D

Upper RightAUpper

Lef

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BLower Left

C

Lower

Righ

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LOGICALANALYTICALFACT-BASED

QUANTITATIVE

ORGANIZEDSEQUENTIAL

PLANNEDDETAILED

HOLISTICINTUITIVEINTEGRATINGSYNTHESIZING

INTERPERSONALFEELING-BASEDKINESTHETICEMOTIONAL

WHOLE BRAIN MODEL

PROCESSING MODESCIRCLE your Preference

Cognitive / Intellectual

Visceral / Instinctual

Non VerbalVerbal

Lower LeftB

ControlledConservativePlannerOrganizationalAdministrative

AUpper Left

LogicalAnalyzerMathematicalTechnicalProblem solver

Lower RightC

InterpersonalEmotionalMusicalSpiritualTalker

DUpper right

ImaginativeSynthesizerArtisticHolisticConceptualizer

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ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

A

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

ORGANIZED

SEQUENTIAL

PLANNED

DETAILEDB

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZINGINTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL C

LOGICAL

ANALYTICAL

FACT BASED

QUANTITATIVE

ORGANIZED

SEQUENTIAL

PLANNED

DETAILED

INTERPERSONAL

FEELING BASED

KINESTHETIC

EMOTIONAL

HOLISTIC

INTUITIVE

INTEGRATING

SYNTHESIZING

D

IMPACT OF DOMINANCE ON HOW WE SEE THE WORLD

© 1989-2000 Ned Herrmann Group

A

B

D

C

AnalyzesQuantifies

Is logicalIs critical

Is realisticLikes numbers

Knows about moneyKnows how things work

InfersImaginesSpeculatesTakes risksIs ImpetuousBreaks rulesLikes surprisesIs curious / Plays

Takes preventive actionEstablishes procedures

Gets things doneIs reliableOrganizes

Is neatTimelyPlans

Is sensitive to othersLikes to teachTouches a lotIs supportiveIs expressiveIs emotionalTalks a lotFeels

OUR FOUR DIFFERENT SELVES

BRAIN DOMINANCE FILTERS

© 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 ResultsIndividual and

Team

MAP OUT TEAM STRENGTHS

Preference Code:

Adjective Pairs:Profile Score:

A B C DQuadrant:

2

3

48

1

9

111

1

8

87

2

4

35

©2005 The Ned Herrmann Group

Result Comparison

• Explore– Strengths– Difference– Similarities– Cognitive Orientation

• Table Profile

Measuring Personal Preference

Welcome to Preference Island™!

HeterogeneousDominance Profiles

HomogeneousDominance Profiles

Heterogeneous groupsare capable of significantly greater creative

output than unbalanced or homogeneous groups.

7

Whole brain

teams are 66% more effective.

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The Whole Brain® Team Diagnosing

Aver

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Team

Pro

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RESULTS

Preference All Staff Map 2009

On The Job Application

RealisticCommonSense

IdealisticIntuitive

Cognitive Pragmatic

Visceral Instinctual

Dou

ble Dom

inan

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ft

Double DominantCerebral

Double DominantLimbic

Double D

ominant

Right

CREATIVENATURAL

LOGICALQUANTITATIVE

CRITICALANALYTICFACTUAL

CONCEPTUALSYNTHESIZINGMETAPHORICINTEGRATIVE

VISUAL

EMOTIONALHUMANISTICEXPRESSIVESENSORYMUSICAL

SEQUENTIALCONSERVATIVECONTROLLEDSTRUCTURED

DETAILED

THE UNIVERSE OF THINKING STYLES

A

B

D

C

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– Natural areas of interest

– Changes during stressful times

– Under-represented

– Over-represented

Getting on Board with a Plan

NO MATTER HOW “DIFFERENT” YOU ARE,

THERE ARE OTHER NORMAL PEOPLE LIKE YOUSOMEWHERE IN THE WORLD.

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Learning & Teaching Styles

Whole Brain Teaching & Learning

LogicalRational

Quantitative

Theoretical

OrganizedSequentialProcedural

Methodical

VisualConceptual

Simultaneous

Experimental

EmotionalExpressive

Interpersonal

Kinesthetic

A

B C

D

RIGHTLEFT

UPPER

LOWER

exp

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concr

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intellectual

instinctual

Non-V

erbal

Ver

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WHOLE BRAIN TEACHING & LEARNING MODEL

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

Length of CALLLength of CALL

Short

By The Clock

Open Ended

Will Vary With

Excitement

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 bestWhat “turns us on?”

How we perform (Success)How we do businessHow we interact with the worldWhat we are most successful at

Communication Walk-AroundWe 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

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

A Reacts unemotionally.

Wants precise facts

DReacts by thinking about it.

Prefers concepts

C

Reacts spontaneously.

Needs to feel enthusiasm

B

Reacts cautiously.

Requires neatness and punctuality

““WHAT?”WHAT?”

““HOW?”HOW?” ““WHO?”WHO?”

““WHY?”WHY?”

© 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*

A

B C

D

To have trust….

“I need to know I am dealing with someone who‘knows their stuff’ and has the right expertise…”

“Reliability and ‘coming through as planned’ are essential for me to feel trust…”

“I need to feel good about theperson..to sense that they understand my point of view…”

“I need to have the freedom tobe myself and feel that myuniqueness adds value…”

©2009 Used with Permission: DB Associates of WI, LLC – Created by The Ned Herrmann Group©2006

A

B C

DImprove 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

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

“Why Collaboration?”

©2009 Used by Permission DB Associates of WI, LLC Created by The Ned Herrmann Group ©2006

GIVING FEEDBACK

A UPPER LEFT

• Be precise & logical• Use facts• Pay attention to data

DUPPER RIGHT

• Be imaginative & holistic• Use Metaphor• Pay attention to ultimate

outcomes

B LOWER LEFT

• Be organized & structured• Use a step by step

approach• Pay attention to details

CLOWER RIGHT

• Be empathic & caring• Use eye contact• Pay attention to

feelings/relationships

© 1990-2000 Ned Herrmann Group

thinkAbout Talking to Others

On the Job Application – Key Ideas & Brainstorming

Teaching Coaching

MentoringFeedback

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?

© 1992-98 Ned Herrmann Group

Write Down A Fact

Write Down A Detail

Write Down A “what if”Or future outcome

Write Down A Person’s Name

3 WHAT | Analyze

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

ThinkAboutThinkAbout

AA

LearningLearning

StrategyStrategy

DesignDesign

BrainstormingBrainstorming

thinkAbout Conversation

The Whole Brain Communicator

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?

A

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D

WALK AROUND DESK FLIP©

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PROBLEM SOLVING APPROACH’S

Approach:• “Big picture” BrainstormingQuestions:• How does this fit in with our overall

strategy? • How can we approach this in a new

and different way?

Approach:• Teamwork, emotions, and feelingsQuestions:• Who needs to be involved? • How are they going to feel about it?

Approach: • Critical analysisQuestions:• Have you done any research? • Have you identified an expert?

Approach:• Organization and planningQuestions:• Do you have a plan? • What are your next steps?

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Believe it…..Getting on Board with a Plan

Use The Check Lists, resources, walk-around pad, desk flip and team members for Idea’s.

45 Minutes to put together a Plan for these processes

Teaching Vs. Coaching Vs. MentoringTeaching Vs. Coaching Vs. Mentoring

Training FeedbackTraining Feedback

You will have 5 minutes to demonstrate your ideas to the other team members.

Demonstration Time

• BRING IT

Seeing is… Believing

Seeing is… Believing

Seeing is… Believing

Seeing is… Believing

Some things have to be believed to be seen…..

Some things have to be believed to be seen…..

Evaluation

thinkAbout it!

My Action Plan is……….

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