The Core Pattern of Changing Minds with David Straker

Changing WorksDS 310329 Page 1

The Core Pattern

for Changing Minds™

Friday, 29 March 2013

David Straker

The Core Pattern for Changing Minds (c) Changing Works Ltd

@

Changing WorksChanging Works

The journey to the core pattern

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Psychology

Teaching

Sales & Marketing

Business Change

Counselling

Leadership

Storytelling Negotiation The Core

Pattern

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From practice to theory (and back again)

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Disciplines

Techniques

Explanations

Theories

How

Why

What

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The Core Pattern for Changing Minds™

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Trust Closure Commitment Tension Information

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Tension

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I want I have not

I fear What may be

I am I want to be

What is What should be

Ga

ps

Etc. Etc.

Tension = Total Gap

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Overload

Relief- seeking

Collapse

Performance

Flow

Yerkes-Dodson curve

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Perfo

rm

an

ce

Tension

Boredom

Tension- seeking

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Some gap variables

• Time: Past – Present – Future

• Ownership: Actual – Desired

• Perception: Reality – Experience

• Needs: Health, Belonging, Esteem, etc.

• Values: What is good, right, important

• Emotions: Love, anger, fear, etc.

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Changing WorksChanging Works

Cialdini’s Six Principles of Influence

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Reciprocity

Commitment

and

Consistency

Social

Proof

Authority Liking Scarcity

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Small talk

Traditional selling

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Features & Benefits

Closing Techniques

Objection- Handling

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Situation Questions

SPIN selling

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Problem Questions

Implication Questions

Need-Payoff Questions

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Principled Negotiation

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Make it easy to say yes

Make it hard to say no

Deploy your BATNA

Go to the balcony

Step to their side

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Tension at work

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Understanding

Motivation

Ability

Workplace gaps include:

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Gaps in understanding

• Sender: Unclear message

Things missing, elaborations, distortions

Assuming other think like me

• Listener: Different cognitive structures

Beliefs: Assumed truths, rights and wrongs

Mental models: What works, how and why

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Speak their language

Check their understanding

So: Don’t just ‘communicate, communicate’

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Gaps in motivation

• Formal drivers

Personal and organisational objectives

Consequences of compliance or not

• Personal motivations

Ambitions and fears

Pressures of external life

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Ensure the whole organisation is aligned

Speak to individual human concerns

So: Don’t just tell or ‘vanilla sell’

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Gaps in ability

• Personal ability

Skills and knowledge

Technical and human

• Organisational support

Tools for the job

Attention and escalation

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Ensure they are personally able

Provide real operational support

Don’t just allocate responsibility So:

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Major tension-closure pattern

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Hurt and Rescue

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Thank You

http://changingminds.org

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