Archive for November, 2011

  |  
November 30, 2011

Making Shared Visions Real and Meaningful For All Concerned

flip chart 2.0

Image by velkr0 via Flickr

Peter Senge describes “building shared vision” as “a practice of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance.” His description and application applies, not only to teams and organizations, but also to couples, family units and any group of people that comes together for a common purpose. I want to share a fun and dynamic methodology to make shared visions real and meaningful for all the participants.

The characteristics and benefits of shared vision include:

  • Visual portrayal of everyone’s  “picture of success”
  • Focus on collective and mutually beneficial future outcomes
  • Everyone’s voice is heard, respected and acknowledged
  • Visibility of the group’s values that help guide “high road” behaviors
  • Stakeholder buy-in, commitment and involvement
  • Group and organizational performance excellence and sustainability

This practical neuroscience method has been field tested extensively with groups ranging from 3 to 50 people. The group participants may be a family, social organization, church committee, board of directors, sports team, business department or an entire organization. The process can be replicated multiple times in an organization to cover hundreds or thousands of people.

The Basics

  • Every group member willing to participate is included without exception.
  • The meeting room should accommodate all participants to sit in a semi-circle, stand and move about. Less than 30 participants at a time are recommended to allow for maximal participation and keep sessions under 2 hours.
  • A large, smooth and unobstructed white board or wall, with space to post 7-10 flip chart pages, is required in front of participant seating. The flip charts are where the participants place their shared vision notes.
  • Each participant is given an 8 1/2” X 11” paper with 6-8 colored Post-It notes. Additional Post-Its are available upon request.
  • A skilled, non-participating facilitator, known for open-mindedness, flexibility and non-judgment should lead the session.
  • No interruptions or questions are allowed when participants share their “pictures of success.”
  • Order of participation is voluntary; everyone participates.
  • Pre and post-applause for all participants is recommended.

The Process

  1. The facilitator welcomes the group and explains the process and ground rules for sharing. Post-It notes and colored pens are provided for all participants.
  1. Each person records a single idea of his or her vision, picture and description of success, per Post-It note. Description may be a key word, short phrase, value, headline, symbol, color, image, outcome, book, movie, song, event, award, number, dollar amount, sound, feeling, picture or virtually whatever comes to mind. Maximum of 12 ideas per person.
  1. Pre-Applause for first volunteer. First Post-It is placed on any one Flip Chart page and said aloud for everyone to hear. Subsequent ideas are placed next to similar/associated themes or on a separate flip chart if the idea doesn’t seem to relate to the others. Post-applause with no comments or questions.
  1. Pre-applause and post-applause for subsequent volunteers until all participants have shared their vision of success. The process reveals a colorful galaxy of “cluster pattern” themes that constitute the group’s “shared vision.”
  1. The facilitator invites the group to walk around the flip charts for a closer look, name the themes and realign individual notes. Themes may include legacy, values, goals, customer benefits, team benefit and so forth.
  1. The facilitator asks the group if any theme should be dropped because it is less important than the others are. All the groups I have facilitated say all themes are connected and equally important; this response is ideal and should be expected. The facilitator asks the group if they feel their voice has been heard and respected.  Finally, participants are given the opportunity to voice their takeaways and closing comments.
  1. The flip charts and Post-It notes are photographed, transcribed and distributed to each participant. This process continues until all smaller groups, constituting the larger group/organization, have gone through their shared vision sessions. It is strongly advised that the materials be transformed into a colorful mind map for daily viewing, communications, meetings and events. The mind map should be magnified to poster size and hung in large reception areas or other areas where people learn, work and communicate. Smaller versions are made available for every participant.

In conclusion, implementing a “shared vision” session is immensely rewarding for all participants, their organization and the people they serve and interact with. The process connects each person’s mind, body and heart in a respectful way. It brings people together to work with shared purpose, common goals and desired outcomes. Creating a shared vision builds morale, trust and cooperation; it leverages the brainpower and heart power of the group for outstanding and sustainable outcomes.

Related articles

Posted in Career, Education, Family, Personal | Leave a Comment »

Tags: , , , , , , , , , ,
November 22, 2011

Are Your Mental Models on the High or Low Road?

Road Closed

Peter Senge in his The Fifth Discipline: The Art and Practice of The Learning Organization (1990) describes mental models as “deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action.” Mental models have profound impact on how we view, react to and respond to the world; they shape our decisions, relationships and quality-of-life. They affect us on all levels –personal, social, professional, organizational, national and global.

My purpose is to raise your level of awareness of what mental models are and how they operate.  Practical neuroscience principles and tools help you challenge, change and manage your mental models for a better, more peaceful and less stressful life.

Personal Observations of Mental Models

  • Mental models are stored information and emotional imprints of how your brain perceived  and remembered direct personal experiences, as well as information learned from a third party or indirect source like the media.
  • Mental models that yield harmful outcomes to you and/or others are good candidates for examination and changed thinking.
  • Formed over time from accumulated information, mental models may also be developed quickly and deeply depending on their importance and emotional impact.
  • Most people are unaware of their mental models, where they came from and their effects.
  • Mental models are subtle and challenging to identify and describe.
  • They seem to operate in a “back room” or subconscious part of our brain.
  • Our mental models tend to get stronger over time as human nature wants to “be right” about its opinions.
  • Mental models may or may not be verifiable through direct experience or independent observations from integrous people.

I believe the core question is “how well do my mental models serve me and others,” rather than “are my mental models right or wrong?” There is no right way of taking in and processing sensory information because everyone perceives and interprets information differently. A group of people agreeing on something doesn’t make it true; the process merely bonds the group around something they hold to be true. Needless arguments, and even wars, ensue due to differences of opinion about mental models.

Evaluating Mental Models

These everyday life situations give you a grasp of what mental models look like; each pair contains differences of mindset for illustrative purposes. As you look them over, ask yourself which ones might serve you and others best, rather than deciding on what may be correct or in error. The purpose of this exercise is to shift your focus to a “high road” or positive perspective for evaluating mental models. Hopefully, these examples will stimulate your thinking to write down your mental models that serve you well or poorly.

Low Road: Good ideas for innovation are drying up and there is limited opportunity for me to prosper.

High Road: Good ideas for new products, technology and services are endless and infinite.

 

Low Road: We live in a competitive world of scarcity.

High Road: We live in a world of boundless opportunity where situational cooperation is possible.

 

Low Road: Girls do poorly in math and science.

High Road: Anyone can learn what interests him or her, when in a supportive environment.

 

Low Road: You can’t trust people who look , act and speak a certain way.

High Road: There are trustworthy and untrustworthy people in all walks of life.

 

Low Road: In this economy, no one will interview me, much less, hire me.

High Road: I have transferable skills and positive traits that some employer is looking for.

 

Low Road:  I can’t trust myself behind the wheel due to my driving record and what my spouse says.

High Road: A refresher course will make me a safer, more dependable and better defensive driver.

 

Low Road: I can’t learn new things because I made poor grades and my teacher said I was stupid.

High Road: My brain has infinite capacity to grow, get stronger, learn quickly and make great decisions.

 

Low Road: It’s unlikely I’ll live beyond 73 because of my family health history.

High Road: Good health practices and a positive mental attitude will increase my quality-of-life and perhaps add years to my life span.

In conclusion, mental models are what we believe and hold to be true about life. They are our “software programming” that drives thinking, opinions and behaviors. There is always an outcome from every mental model, although they may not be obvious. People vehemently agree or disagree on the truth of their mental models. The defining moment for challenging a mental model occurs when the focus shifts to the desired outcome. Clarity can best be achieved by examining gaps between what is desired and the outcome that actually occurs. This is the only way I know to break the endless cycle of defending and attacking mental models.

Posted in Personal, Uncategorized | 2 Comments »

Tags: , , , , , , , , ,
November 16, 2011

Three Reasons Why People Talk More and Listen Less

Listen, Understand, Act

Image by highersights via Flickr

Have you noticed that many people can’t remember what was said, interrupt others regularly, rarely ask genuine questions and generally have poor listening skills? Has attentive and respectful listening gone out of style since the advent of TV, computer technology, cell phones, texting and video games? I wonder if people were more “auditory,” from a listening standpoint, when distractions were fewer, people engaged in more mealtime conversations and radio was a bigger source of news and entertainment.

Our worldwide statistics show that 78% of the population least prefers to listen as a primary way to receive sensory information; these people prefer to take in information visually and kinesthetically. Why do people who least prefer to listen select talking as their preferred way to express themselves? Practical neuroscience and common sense reveal possible reasons and provide pathways to improve listening competencies.

Reasons Why People Talk More and Listen Less

  • Lack of awareness: I believe most people are unaware of how their poor listening skills negatively impact rapport, harmony and understanding others. Interrupting, “tuning out” others and raising one’s voice to get attention serve no useful purpose; hurt feelings often occur and important information is lost. As a practical matter, meager listening takes a steep toll on valuable time that could be used for other things. At worst, important relationships can be put in jeopardy and may crash. These factors are why people benefit from being informed of how their brains are wired to receive and process information. Practical neuroscience reveals our sensory and cognitive processing strengths, thus providing a simple recipe to communicate with others in optimal ways.
  • Busy Schedules: During an executive coaching session, I asked a person about his listening competency. His reply was, “it’s poor and I don’t care because I don’t have time to listen.” He went on to say, “I prefer to receive information by email, text and brief discussions when walking with a colleague to a meeting or during mealtime.” I asked him what impact his tactics would have on his morale and productivity if he walked in the shoes of his direct reports and peers.  He then asked how he could be a better listener; the Hot Tips (below) summarize what I suggested. Within a week of using these new “high road” listening tactics, this busy executive received positive feedback from three people saying they enjoyed working with him and it seemed like he was different person.
  • Maintaining Control: As long as you are talking, you don’t have to listen, answer questions or respond to other people. A higher form of talking is using language understandable to others, stating the purpose of the communication and asking questions to confirm their understanding. Listening requires attention, focus, personal involvement and feedback. Attentive and respectful listening sends a strong message that you care about the other person; talking, alone, may introduce an element of doubt about your intention and integrity.

Hot Tips for Being a Better Listener

  • Ask for the purpose and desired outcomes of the conversation.
  • Respectfully, set a time period for the discussion, if time is an issue.
  • Do not interrupt and impose your opinion.
  • Ask questions to gain clarity and understanding.
  • Listen for congruency of tone-of-voice and body language with what’s being said.
  • Paraphrase what you hear.

In conclusion, improved listening skills pay big dividends of relationship rapport, mutual respect, understanding others and making effective use of available time. Based on statistics, most people should talk less and communicate more visually and kinesthetically. Practical neuroscience methods are the ideal solution for “transmitting” information on the preferred “receiving wavelengths” of others.

Related articles

Posted in Career, Education, Family, Personal | 5 Comments »

Tags: , , , , , , , , , , , , , , , , , , , , ,
November 11, 2011

Practical Neuroscience Tools For Systems Thinking

Meeting space

Image via Wikipedia

 

Peter Senge’s seminal work, The Fifth Discipline: The Art and Practice of The Learning Organization (1990) has been described as visionary and ahead of its time. We will revisit Senge’s foundational discipline – Systems Thinking – in the light of practical neuroscience.

Systems thinking, through my practical application lens, can be viewed as an integrated, “whole brain” approach to describe, analyze and solve business problems; build and leverage organizational core competencies; conduct strategic planning sessions and implement scenario simulations. The core methodology can be applied to practically any personal or professional circumstance.

This practical neuroscience process works well for a full day session with three or more people.

The Group: Stakeholders and subject matter experts form “the group;” they are open-minded, flexible and committed to learning from one another. A skilled, non-participating facilitator is recommended. The facilitator and group should know each other’s subject matter expertise and their sensory and cognitive strengths; this knowledge establishes mutual respect, facilitates efficient exchange of information and leverages the brain diversity of the group. These often-ignored factors can make a big difference in increasing harmony and collaboration, accelerating the process and achieving results beyond the most optimistic prediction.

The Environment: The physical environment helps establish a positive state-of-mind, comfort and safety. A large and attractive room, with temperature and light control and both informal and formal seating/working areas, is recommended. Beverages and refreshments are available at all times. The space is quiet and free from outside interruptions. White boards, flip charts, artist pads, colored pens and markers are available.  Table toys or props are available to help kinesthetic learners process information and express themselves. Internet connectivity, computers, LCD projector and screen are set up for immediate use. The room includes a sound system and CD’s for breaks and background music. Classical music is particularly effective for helping participants conduct high level cognitive thinking. These environmental factors are important for all meetings, not just systems thinking sessions.

Mind Mapping: Mind mapping activates and makes use of the visual cortex, a large and underutilized part of the brain. It may be the most effective learning and communication system available for meetings and work sessions. Mind mapping is faster, more fun and covers more bases than traditional outlining methods. Using the services of a skilled mind-mapper is highly recommended.

The Process: The actual process of systems thinking is easier than you may think when the above pre-planning steps are in place. The facilitator and mind-mapper explain the process to the group and answer questions. The group understands that all contributions are viewed as equally valuable and valued. What seems strange, goofy or out-of-place may very well be the tipping point for breakthrough insights.

Start with the Global Picture, addressing the context or big “chunks” that form and frame the systemic picture of the given situation. As an example, if the subject is “competitive positioning,” ideas that come to mind may be key words and concepts like strengths, weaknesses, reputation, customer perception, competencies, gaps, risks, obstacles, success and so forth. These key ideas and concepts spawn additional ideas that expand existing key concepts or establish a new component part of the “big picture.” These component parts are the content of the context. Eventually, a well developed mind map not only describes a situation, but also reveals pathways to the desired outcomes. This initial process occurs in an informal and casual setting with dim light and comfortable temperatures; this environment stimulates and supports creative thinking. Participants may close their eyes to think deeply, sit, stand, move about, doodle, draw or take notes on their sketchpads.   Research-based background music to play before and/or during these brainstorming segments includes  Tchaikovsky, P. (The Nutcracker Suite), Debussy (La mer or Prelude a l’apres midi d’un Faun) and Ravel (Daphne et Chloe).

The process continues until the active flow of ideas ceases. The facilitator and mind-mapper work as a  team to stimulate and document the group’s thinking. There may be multiple breaks to rest and reenergize between sessions. The resulting mind map will look like a giant tree with multiple trunks,  branches and leaves, constituting the group’s systems thinking output.

Examine how the parts may be connected and relate to one another. This is the sequential and logical process of systems thinking when the group looks for themes, patterns, pathways and relationships. Align and connect parts of the “tree,” using arrows, symbols and additional key words that add meaning and clarity. Number or sequence the elements that constitute action steps.

This sequential part of systems thinking is conducted in a formal setting with straight-back chairs, tables, bright lights and cooler temperature; these environmental conditions help keep the group focused, alert and on-task. The group may request that the mind-mapper redraw the initial mind map for communication purposes or further work.

In conclusion, the success of a systems thinking session is dependent on the diversity and mind-set of the participants, the physical environment and the use of mind mapping as a primary communication and learning tool. Diverse, knowledgeable and open-minded women and men can trust their collective brainpower to describe, analyze and solve any problem using these practical neuroscience methods.

Related articles

Posted in Career, Uncategorized | 3 Comments »

Tags: , , , , , , , , , , , , , , ,
November 8, 2011

Practical Neuroscience Approach to Personal Mastery

Premioneurona

Several visionaries cite “learning” as a key ingredient to personal and organizational success:

Peter Senge identifies “personal mastery” as the second discipline of a learning organization in his book, The Fifth Discipline: The Art and Practice of The Learning Organization (1990). Senge describes personal mastery as a commitment of employees and leaders to the process of learning.

John Naisbitt says, “In a world that is constantly changing, there is no one subject or set of subjects that will serve you for the foreseeable future, let alone for the rest of your life. The most important skill to acquire now is learning how to learn.”

Peter Drucker states, “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.”

Steven Covey declares that the mental component of “Sharpening Your Saw” (the 7th habit of The 7-Habits of Highly Effective People) is “learning, reading, writing and teaching.”

Many people agree on the underlying value of personal mastery through lifelong learning. However, few know the practical neuroscience principles and practices behind learning with ease, thinking imaginatively and logically, solving problems quickly, working happily, communicating effectively and making decisions accurately. Most people appear highly interested in learning more about how their brains are wired for success and what makes them tick. There seems to be a strong undercurrent of awareness that understanding and leveraging individual and collective brainpower may be one of the last frontiers for human development.

Practical Neuroscience 101 for Gaining Personal Mastery

The following is a summary compilation of practical neuroscience principles and practices that will help you understand and leverage your brain strengths for personal mastery.

  • Practical Neuroscience: An overarching term comprised of neuroscience-based principles and practices focused on understanding “self” and the people you influence and lead. Practical neuroscience acknowledges and respects diverse brain strengths, varied knowledge, personal interests and emotional trigger points; it enables people to be the best they can be, individually and collectively.
  • Neuroplasticity: Your brain is the most amazing mass of protoplasm in the known universe. It contains about 100 billion neuron cells, each having the potential to make multiple connections with other cells. Your brain is dynamic, not static. Neuroscience research reveals that you have “brain plasticity” or the ability to continuously grow and adapt your brain as you learn and use new information, despite your age. The more you learn, think and use knowledge, the more you grow and increase your intelligence and resourcefulness. What set Einstein’s genius apart, was not what he started with, but how he developed his thinking through vast neuron pathways. The bottom-line is that we can rewire our own brains for new and better outcomes and help other people do the same.
  • Learning Is Voluntary: Your brain must establish value and positive emotions to engage with learning, thinking, listening, working and any form of mental or physical activity. Fear works poorly as a motivator and is not healthy or sustainable.
  • Unique Sensory and Cognitive Strengths: Everyone has their preferred order for taking in sensory information; there are six combinations of Visual, Kinesthetic and Auditory sequences. Besides, people have cognitive preferences for processing sensory information, receiving communications and for specific types of work activities; there are three major categories: Sequential, Global and Integrated.
  • Alignment Is Your Key to Success:  No one combination of sensory and cognitive preferences is better than another. The key to success is aligning your brain strengths with activities and tasks you are passionate about and require your strengths. Communication challenges are often due to misalignment with how people prefer to receive and process information. You can “flex” and align with people who are different from you to gain rapport, respect, trust and understanding.
  • Integrate Fun Into Everything You Do: Your brain is naturally curious and loves to learn. A fun and safe environment naturally engages your brain. Create fun and safe environments for others; teach others what you want to learn. These are some characteristics of a neuro-leader.

In conclusion, practical neuroscience is the pathway to greater self-awareness of your potential for personal mastery. Online, validated assessments accurately determine your sensory and cognitive strengths and offer tools to help improve your learning, thinking, problem solving, decision making, communication success, career fulfillment, and help you experience more fun in life.

Related articles

Posted in Personal, Uncategorized | 5 Comments »

Tags: , , , , , , , , , , , , , , , , , , , ,
November 2, 2011

Five Common Pitfalls Entrepreneurs Should Avoid

Pitfall! (my version)

Image by docpop via Flickr

Avoiding or correcting any one of five pitfalls for entrepreneurs may be the tipping point to achieving your goals and improving the quality of your life. I have personally experienced and observed all these behaviors since becoming an entrepreneur in 1979. Most of these pitfalls have relatively quick and simple escape routes using practical neuroscience and common sense. The pitfalls are listed in no particular order of priority; all are important to avoid for a happy and fulfilling life.

  1. Lack of Focus

Some entrepreneur’s brains are like a nuclear fission reactor that self-fuels and regenerates itself with a continuous stream of new and better ideas. This creates a scenario where the entrepreneur may be doing excessive multi-tasking without getting meaningful work accomplished. Sometimes, when projects get close to completion, an entrepreneur loses interest and wants to move on to something new and different, leaving the project without a sustainable infrastructure. “Focus” is the operative word. If you relate to this pitfall, consider bringing in trusted advisors who share your vision and have strong Sequential thinking skills to help organize, prioritize and develop a logical and orderly work plan around your ideas and concepts.

  1. Low Self-Awareness of Strengths and Limitations

Many entrepreneurs’ passion for their dream causes them to jump into a new endeavor without taking the time to see how well equipped they are for the journey. All too often, the well-intentioned, good-hearted entrepreneur learns through trial and error that they should have taken an inventory of their strengths and limitations. Very few entrepreneurs consider the alignment of how their brains are wired – to learn, think, create, solve problems, make decisions and communicate – with their chosen life path. Reliable, statistically validated online instruments provide this important but overlooked knowledge.

  1. Trying to Do It All

Most entrepreneurs feel they can and should do almost everything themselves; the result is some things taking longer to do, others less than well done, and little time left for personal relationships and taking care of themselves. The solution is to have trusted advisors, with knowledge and strengths different from theirs, who can advise them on where to apply their strengths and when to assign work to people better suited to the tasks.  Strive for a diverse team of trusted advisors with skills and experience in the areas of finance, human resources, sales, public relations, technology, research and development, marketing, business planning and hands-on tactical implementation. Covering all the applicable bases with competent and committed people is a sure and safe way to maximize the probability of success.

  1. Compromising Health and Relationships

Health and relationships are listed together because they seem to walk hand-in-hand. Working long hours takes its toll on your physical, mental and emotional health. When you experience stress and your health is at risk, it’s likely that your rapport and communication with people you love and care about are also suffering. Correction of any of the three previous pitfalls will help alleviate stress and free up more time for restful sleep, proper diet, exercise and fun. Make personal health and relationships a component of your total picture of success.

  1. Believing Happiness is an Upcoming Event

Happiness comes from within and occurs in the present moment. Event-driven happiness is distressingly temporary and short-lived. Work happily and passionately in everything you do, each and every day. Waiting and expecting to achieve sustainable happiness and fulfillment from a future event robs you of the joy of the journey.

In summary, being aware of these five pitfalls will help you live that life you dreamt of when you first catapulted into the wild and crazy world of entrepreneurship. I hope you use these insights and ideas for a better life and better relationships. Please share your knowledge and best practices with fellow entrepreneurs. How many entrepreneurs does it take to build a better world?

Related articles

Posted in Career | Leave a Comment »

Tags: , , , , , , , , , , , ,
  |  
Follow

Get every new post delivered to your Inbox.

Join 1,008 other followers