The Core Pattern of Changing Minds with David Straker
•
9 likes•4,517 views
The document outlines a core pattern for changing minds called "The Core Pattern for Changing Minds" which involves addressing tensions through information, trust, and closure to build commitment. It discusses how this pattern was developed from various disciplines and techniques. The core pattern involves identifying gaps or tensions, managing tension levels, and closing gaps to build performance and flow.
Report
Share
The Core Pattern of Changing Minds with David Straker
- 1. The Core Pattern for Changing Minds™ @ Friday, 29 March 2013 David Straker Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 1
- 2. The journey to the core pattern Leadership Sales & Psychology Marketing The Storytelling Core Negotiation Pattern Business Teaching Change Counselling Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 2
- 3. From practice to theory (and back again) Disciplines What Techniques How Explanations Theories Why Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 3
- 4. The Core Pattern for Changing Minds™ Information Trust Tension Closure Commitment Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 4
- 5. Tension I want I have not Gaps I fear What may be I am I want to be What is What should be Etc. Etc. Tension = Total Gap Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 5
- 6. Yerkes-Dodson curve Boredom Performance Overload Tension- Flow Relief- seeking seeking Performance Collapse Tension Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 6
- 7. 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. Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 7
- 8. Cialdini’s Six Principles of Influence Commitment Social Reciprocity and Proof Consistency Authority Liking Scarcity Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 8
- 9. Traditional selling Small talk Features & Benefits Closing Techniques Objection- Handling Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 9
- 10. SPIN selling Situation Questions Problem Questions Implication Questions Need-Payoff Questions Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 10
- 11. Principled Negotiation Go to the balcony Step to their side Make it easy to say yes Make it hard to say no Deploy your BATNA Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 11
- 12. Tension at work Workplace gaps include: Understanding Motivation Ability Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 12
- 13. 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 So: Don’t just ‘communicate, communicate’ Speak their language Check their understanding Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 13
- 14. Gaps in motivation • Formal drivers Personal and organisational objectives Consequences of compliance or not • Personal motivations Ambitions and fears Pressures of external life So: Don’t just tell or ‘vanilla sell’ Ensure the whole organisation is aligned Speak to individual human concerns Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 14
- 15. Gaps in ability • Personal ability Skills and knowledge Technical and human • Organisational support Tools for the job Attention and escalation So: Don’t just allocate responsibility Ensure they are personally able Provide real operational support Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 15
- 16. Major tension-closure pattern Hurt and Rescue Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 16
- 17. Thank You For more, see… http://changingminds.org Changing Works The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 17