Recently I heard a radio spot that began, “When you hear the words dental procedure how do you feel?” My immediate response to the words dental procedure was “UG.” I started thinking about how much additional probing it would take me as a qualitative researcher to find out exactly what “UG” means. “Feel” is such an abstract word that it’s often almost impossible to explain exactly how or why we feel the way we do.
I tried an experiment. I closed my eyes and thought about the last time I was at the dentist’s office, and began exploring my sensory memories of that experience – what I saw, heard, smelled, tasted, and the sense of touch during that dental visit. My strongest recollection was the sense of touch – lying back uncomfortably in the dentist’s chair, and feeling the high speed spray of water from the dental instrument all over my face, shooting into my mouth, going up my nose, making it somewhat hard for me to catch my breath and actually gagging me.
Based on that quick exploration of a real event (the dental visit) rather than the abstract word “feel,” I now vividly understand “UG.” It’s a sense of being totally out of control regarding what is happening to me, as well the sense that I am actually at some risk of physical danger. If a dentist could address those issues for me I might be more regular in my dental visits.
Wednesday, July 28, 2010
Saturday, July 24, 2010
Science of the 4-Quadrant Communication Model
Based on the longevity and usefulness of 4-Quadrant behavior models there must be something to the idea that we can generally categorize how people perceive information and what their communication affinities and biases are in a simple, easy to use and comprehend framework. Over the past several years I have developed a structure that can help us better understand these communication affinities and biases and allow us to communicate more effectively with our peers as well as our consumers.
The four quadrants of the PSRC Communication Model are as follows.
The Logical HOW Communicator
HOW communicators think analytically and don’t engage with things that are not "explainable". HOWs rely on figures and facts and on this basis they feel secure to act. HOWs generally perceive "psychobabble" as negative, but will accept it if based on unequivocal research results. “Just hold on there!” a HOW individual might reply if confronted with moods or opinions rather than facts. As a rule, HOWs then ask for key data to provide orientation for their decision making.
A HOW communicator purchasing a new computer might say, “I want this computer because for $2,000 I get a 2.1 Ghz processor, 10/100/1000 ethernet, 4 GB of ram, 750 GB hard drive, DDR3 SDRAM memory, rewritable DVD drive and a Windows 7 operating system.”
In terms of communication affinities and biases, HOWs tend to look for: precise, to the point information; proof of validity; research references; quantifiable numbers; and subject matter expertise.
Best approaches when communicating with HOWs are:
- Be systematic, thorough, deliberate and precise
- Be prepared to answer many “how” questions
- Provide analysis and facts
- Don’t get too personal
- Recognize and acknowledge the need to be logical and correct
- Don’t rush unnecessarily
- Expect to repeat yourself
- Allow time for evaluation
- Use lots of evidence
- Compliment precision and accuracy
The Creative WHY Communicator
WHY communicators constantly have fascinating ideas, which are pursued without shying away from risks. WHYs are often less concerned with implementation than with the idea. WHYs tend to follow spontaneous associations rather than formal logic. When shopping, WHYs follow their creative impulses. We can hear a WHY person saying "Great, we can do that!" or "That will definitely work!"
If the WHY communicator were purchasing a new computer, he or she might say, “I want this computer because the new design is great, the fact that the speakers simulate holophonic sound means I can meditate listening to my CD’s without having to put on headphones and I can access the data on my hard drive from my cell phone easily.”
In terms of communication affinities and biases, WHYs tend to look for: playful, surprising approaches; visuals, symbols, overviews; freedom to explore; quick pace and variety in format; and new ideas and concepts.
Best approaches when communicating with WHYs are:
- Be relaxed and agreeable
- Provide pictures and metaphors
- Allow them to explore new ideas and concepts
- Make everything seem fun and spontaneous
- Be prepared to answer the “why” question
- Allow freedom to explore options
- Agree clearly and often
- Use the word “we”
- Keep the pace quick and provide a variety in communication format
- Compliment them as team players
The Practical WHAT Communicator
Security, safety and order are important to WHATs, and they therefore tend to avoid risks. WHATs are cautious and put quite a lot of effort into achieving clarity about a particular situation. "Yes, and what is the point of all that?" a WHAT communicator might ask, or "How am I going to pay for it?"
A WHAT communicator purchasing a new computer might say, “I want this computer because it was voted best value by “Consumer Reports,” has a 3 year limited warranty, and lifetime technical support.”
In terms of communication affinities and biases, WHYs tend to look for: organized consistent approaches; complete subject chunks; practical applications; examples; and clear instructions/expectations.
Best approaches when communicating with WHATs are:
- Focus on the task
- Talk about expected results
- Be businesslike and factual
- Provide concise, precise and organized information
- Discuss and answer “what” questions
- Provide facts, not feelings
- Don’t waste time
- Don’t argue details
- Provide options
- Compliment their practicality
The Relational WHO Communicator
WHOs are outgoing and forthcoming! They cultivate friendships, enjoy being with friends and family, like going out, enjoy meeting new people, and sign contracts because the sales representative is nice - but not before consulting with those they trust. "Oh, we can do that." say WHOs, and at a party a WHO individual is an absolute hit.
The WHO person buying a new computer would most likely say, “I want this computer because I like the color, the monitor is big, and because the salesperson was very helpful and said that if I had any problems I can always talk with a technical person in the store.”
In terms of communication affinities and biases, WHOs tend to look for: involvement; personal connection; use of the senses; user-friendly experiences; as well as sharing and expressing.
Best approaches when communicating with WHOs are:
- Focus on relationships
- Be enthusiastic, open and responsive
- Relate to the need to share information, stories and experience
- Be forthcoming and willing to talk
- Ask and answer “who” questions
- Work to minimize direct involvement with details or personal conflicts
- Stress values
- Don’t rush them
- Self disclose
- Compliment them on everything
The four quadrants of the PSRC Communication Model are as follows.
The Logical HOW Communicator
HOW communicators think analytically and don’t engage with things that are not "explainable". HOWs rely on figures and facts and on this basis they feel secure to act. HOWs generally perceive "psychobabble" as negative, but will accept it if based on unequivocal research results. “Just hold on there!” a HOW individual might reply if confronted with moods or opinions rather than facts. As a rule, HOWs then ask for key data to provide orientation for their decision making.
A HOW communicator purchasing a new computer might say, “I want this computer because for $2,000 I get a 2.1 Ghz processor, 10/100/1000 ethernet, 4 GB of ram, 750 GB hard drive, DDR3 SDRAM memory, rewritable DVD drive and a Windows 7 operating system.”
In terms of communication affinities and biases, HOWs tend to look for: precise, to the point information; proof of validity; research references; quantifiable numbers; and subject matter expertise.
Best approaches when communicating with HOWs are:
- Be systematic, thorough, deliberate and precise
- Be prepared to answer many “how” questions
- Provide analysis and facts
- Don’t get too personal
- Recognize and acknowledge the need to be logical and correct
- Don’t rush unnecessarily
- Expect to repeat yourself
- Allow time for evaluation
- Use lots of evidence
- Compliment precision and accuracy
The Creative WHY Communicator
WHY communicators constantly have fascinating ideas, which are pursued without shying away from risks. WHYs are often less concerned with implementation than with the idea. WHYs tend to follow spontaneous associations rather than formal logic. When shopping, WHYs follow their creative impulses. We can hear a WHY person saying "Great, we can do that!" or "That will definitely work!"
If the WHY communicator were purchasing a new computer, he or she might say, “I want this computer because the new design is great, the fact that the speakers simulate holophonic sound means I can meditate listening to my CD’s without having to put on headphones and I can access the data on my hard drive from my cell phone easily.”
In terms of communication affinities and biases, WHYs tend to look for: playful, surprising approaches; visuals, symbols, overviews; freedom to explore; quick pace and variety in format; and new ideas and concepts.
Best approaches when communicating with WHYs are:
- Be relaxed and agreeable
- Provide pictures and metaphors
- Allow them to explore new ideas and concepts
- Make everything seem fun and spontaneous
- Be prepared to answer the “why” question
- Allow freedom to explore options
- Agree clearly and often
- Use the word “we”
- Keep the pace quick and provide a variety in communication format
- Compliment them as team players
The Practical WHAT Communicator
Security, safety and order are important to WHATs, and they therefore tend to avoid risks. WHATs are cautious and put quite a lot of effort into achieving clarity about a particular situation. "Yes, and what is the point of all that?" a WHAT communicator might ask, or "How am I going to pay for it?"
A WHAT communicator purchasing a new computer might say, “I want this computer because it was voted best value by “Consumer Reports,” has a 3 year limited warranty, and lifetime technical support.”
In terms of communication affinities and biases, WHYs tend to look for: organized consistent approaches; complete subject chunks; practical applications; examples; and clear instructions/expectations.
Best approaches when communicating with WHATs are:
- Focus on the task
- Talk about expected results
- Be businesslike and factual
- Provide concise, precise and organized information
- Discuss and answer “what” questions
- Provide facts, not feelings
- Don’t waste time
- Don’t argue details
- Provide options
- Compliment their practicality
The Relational WHO Communicator
WHOs are outgoing and forthcoming! They cultivate friendships, enjoy being with friends and family, like going out, enjoy meeting new people, and sign contracts because the sales representative is nice - but not before consulting with those they trust. "Oh, we can do that." say WHOs, and at a party a WHO individual is an absolute hit.
The WHO person buying a new computer would most likely say, “I want this computer because I like the color, the monitor is big, and because the salesperson was very helpful and said that if I had any problems I can always talk with a technical person in the store.”
In terms of communication affinities and biases, WHOs tend to look for: involvement; personal connection; use of the senses; user-friendly experiences; as well as sharing and expressing.
Best approaches when communicating with WHOs are:
- Focus on relationships
- Be enthusiastic, open and responsive
- Relate to the need to share information, stories and experience
- Be forthcoming and willing to talk
- Ask and answer “who” questions
- Work to minimize direct involvement with details or personal conflicts
- Stress values
- Don’t rush them
- Self disclose
- Compliment them on everything
If you would like more information on how you can build better solutions by utilizing the science of the 4-Quadrant Communication Model send me an email or give me a call at 888-400-7344.
IBM 2010 Global CEO Study: Creativity Selected as Most Crucial Factor for Future Success
The following are some excerpts from a recent summary regarding the IBM 2010 Global CEO Study:
“According to a major new IBM survey of more than 1,500 Chief Executive Officers from 60 countries and 33 industries worldwide, chief executives believe that – more than rigor, management discipline, integrity or even vision – successfully navigating an increasingly complex world will require creativity.”
“The study highlights the attitudes of top-performing organizations based on revenue and profit performance during the past five years, including the economic downturn."
"Top performing organizations are 54 percent more likely than others to make rapid decisions. CEOs indicated they are learning to respond swiftly with new ideas to address the deep changes affecting their organizations."
"95 percent of top performing organizations identified getting closer to customers as their most important strategic initiative over the next five years…"
"Organizations that have built superior operating dexterity expect to capture 20 percent more of their future revenue from new sources than their more traditional peers.”
To read the entire summary click here. You can download the entire report using the link at the bottom of the summary.
“According to a major new IBM survey of more than 1,500 Chief Executive Officers from 60 countries and 33 industries worldwide, chief executives believe that – more than rigor, management discipline, integrity or even vision – successfully navigating an increasingly complex world will require creativity.”
“The study highlights the attitudes of top-performing organizations based on revenue and profit performance during the past five years, including the economic downturn."
"Top performing organizations are 54 percent more likely than others to make rapid decisions. CEOs indicated they are learning to respond swiftly with new ideas to address the deep changes affecting their organizations."
"95 percent of top performing organizations identified getting closer to customers as their most important strategic initiative over the next five years…"
"Organizations that have built superior operating dexterity expect to capture 20 percent more of their future revenue from new sources than their more traditional peers.”
To read the entire summary click here. You can download the entire report using the link at the bottom of the summary.
Friday, July 23, 2010
Attend - Intend - Extend - Connect
When you’re dealing with some thorny problems and looking for creative breakthrough solutions, try expanding your thinking by considering the following questions.
ATTEND
What do we need to pay more attention to?
How many different ways can we look inside at dreams, intuitions, feelings and ideas?
What needs to happen to look outside at trends, market shifts, feedback, and the needs of others?
INTEND
How can we turn intentions into action?
What is the most important “right” question to be asking now?
How can we eliminate distractions to increase creative focus?
EXTEND
What boundaries, limits or old paradigms do we need to challenge?
How can we suspend our normal ways of thinking and doing?
What needs to happen so we can let go of the inner critic and take risks?
CONNECT
Who or what do we need to connect with in a new way?
What new connections and uncommon linkages will move our ideas to the next level?
What kind of support do we need and how can we get it quickly?
*Based on structure originally developed by IDEA Champions: www.ideachampions.com
Eight Steps for Generating Creative Breakthrough Business Solutions
BUILD a multi-dimensional and multi-level team (including consumers) dedicated to short-term intense interaction, creativity and collaboration to accomplish a clearly defined objective.
CLARIFY communication connection affinities and biases to identify key action drivers that will guide real action regarding the defined objective.
SEARCH inside, outside and all around the objective focusing on attending, intending, extending and connecting.
EXPLORE insights through creative who/why discovery techniques to grow multiple “Crazy and Hazy” (C&H) solution ideas based on both client and consumer inspiration.
EXPAND C&H solution ideas using how/what discovery techniques to align solution options with business strategy.
DEVELOP solution options along with alternative approaches for each option in simple sketch or concept form.
TEST options with consumers and revise continually in-the-moment during the testing based on response.
REFINE team selected best option, engage champions and sell up the ladder to “make it work.”
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