Produtivity Power Pack

8/10/2019 Produtivity Power Pack

1/25

Colored Brain

Communication Cards


2/25

Table of Content

I. Introduction

About Directive Communication 1About Arthur F Carmazzi 2Brain Profile Description 3

The Eight Human Drivers 6Colored Brain Communication Cards 7

II. Exercise

Exercise # 1 - Determining Anothers Brain Processing 8

Exercise # 2 - Assessing How Other Team MembersPerceive A Collective Project 10Exercise # 3 - Discovering Greater Insights about

Products or Service 11Exercise # 4 - Creative Idea Generation Pertaining to

A Particular Issue 11Writing Software for Your Brain 12Exercise # 5 - Mental Software Development 14Exercise # 6 - Developing Cross Colored Talent 16

Personal Driver Clusters 17Exercise # 7 - Motivation and Drive Poker 17Exercise # 8 - Motivation and Drive Bridge 18Utilizing Brain Colors and Needs Ranking forSuper Decision Making 20Exercise # 9 - Decision Making Using the CBC Cards 20Exercise # 10 -D irective Decision Making 21Exercise # 11 - Developing Your IRS

(Instant Responses Systems) 22Exercise # 12 - Building Your Relationship 23

III. Contact Information 24


3/25Copyright Arthur F. Carmazzi, 2004 1

Directive C ommunication

Directive Communication is a methodology that affects how people acand react in group s.

It is a foundational science for influencing individual and group dynamicas they relate to productivity and leadership across any discipline withinan organization.

The Directive Communication m ethodology incorporates the latestbreakthroughs in persuasive and genetic psychology, and applies them tothe p rocess of transferring knowledge at a sup er-conscious level thatinstils a greater ability for effective implementation. It simu ltaneouslyincorporates the methodology with the curriculum to enhance theeffectiveness of the application.

W ithin individuals, Directive Communication sets the emotional anddecision-making base for optimizing people skills. It enables individualthe ability to specifically and positively direct enthusiasm and action fothemselves and others. It exposes individuals to the mental, emotional,and physical triggers that will lead to improvement in their quality of lifein and out of work.

Within groups, Directive Com munication embodies the essence of drivinprogress within the organization and the many group s that d irect it. It i

the foundation for understanding and developing rapp ort at t he deepeslevels of acceptance to create chain reaction t ransformation and influenca more enriching and productive work environment.

Within the overall organization, Directive Communication provides thplatform to effectively interact w ith multiple levels of peers, subordinatesand management within the organization. Programs taught with D irectivCom munication methodology cultivate cohesiveness across departmentand break the barriers that limit productivity and potential profitability


4/25Copyright Arthur F. Carmazzi, 20042

Arthur F. Carmazzihas 19 years experience in Asian and US marketsspecializing in psychological approaches to persuasion and transformationalparadigm change within organizations.

He has advanced the Corporate Training industry with innovativeexperiential techniques that have been acknow ledged by some of theworlds greatest organizations and has transferred h is methodology tofranchisees in Malaysia, Singapore, Korea and China.

He is the principle founder of the Directive Communication discipline,the author of Identity Intelligence and the co-author of the best-sellerThe 6 Dimensions of Top Achievers. He was previously the regionalDirector for the US based consulting company, The Grail Corporation(Asia) and has created a number of psychology based Training Programsas well as Facilitated for management of multinationals such as SamsungIntl., Hansol Telecom, Kodak (Korea), Daewoo, Guinness Anchor Berhad,Bloomberg, Merrill Lynch Securities, MediaCorp, MayBank, the Singaporegovernment and more.

He is the developer of the CBCI (Colored Brain Communication Inventory),HDMA (H um an Drivers Mirror Assessment) , and CBCC (Colored BrainCommunication Cards) profiling tools used for Psycho-Productivity

management. This tool has been implemented across a variety of HR andLeadership disciplines by num erous multinationals to generate greaterefficiency of hum an capital.

His articles are frequently in Asian publications. He is regularly soughtafter as a guest on talk show s, radio, and has been written up as O ne OfAsias Best Business Speakersby the Singapore Straits Times.

H e has delivered keynote speeches and training programs in the areas ofDirective Communica tion, Corpora te Re-C ulturing, Tra nsforma tiona l

Leadership and Team Development for multinational and governmentthroughout Asia.

About Arthur F. Carmazzi


5/25

Copyright Arthur F. Carmazzi, 2004 3

The followings are general descript ions of the different brain colors (orthe colors of the glasses your communication is viewed through).

The Red Brain

Clarity is pow er to the red brainsbecause they usually maintain a clear sense of purpose and direction.The initiation sequence collects information, processes and shapes theinformation, processes it some more, then acts on it. They tend to bevery clear and precise in their communication, dealing with only onesubject at a time. They process facts in a logical way which carries theability to detach themselves from situations and be ext remely objective.They also process information from a long term perspective and oftenthink in the future. Red brained people do not u sually express muchemotion and tend to be calm under stress. They are often reserved andmay not say anyth ing if they think a person or group s objective is beingrealized. Red brained p eople usually like and need t ime alone.

The G reen Brain

People with a green brainare forward moving.They process their surroundings as a sum mary of the overall situationand can see the Big Picture of things they get involved in. Thinking isin non-linier random chunks so they can usually fully concent rate onone situation at a time. The initiation sequence collects information, acts

on it again, processes and shapes it some m ore, get more information,and acts on it again. They tend t o be flexible with the outcom e if theneeds of a project change or if others come up with better ideas. Greenbrain people usually asks a lot of questions to t ry to understand t hingsfrom an objective point of view. In relationships or projects, green brainedindividuals are usually very focused, driven and intense. They work w ellwith other p eople as well as by themselves.

Brain Profile Description


6/25

The Purple Brain

Information is the king to purple brain,they style of processing requiresthem to absorb lots of information so theycan take app ropriate action. For them , the m ore information they have,the more clear a situation becomes and clarity of purpose gives themdirection. The initiation sequence for purple brain gathers information,gathers more information, gathers still more information, processes andshapes it, then acts on it. They are key in operat ional funct ions and verypractical in their applications. They will often have a sense of individualidentity rather than group identity, yet family is of great importance. Theare usually more incline to follow rules because of their orderly nature.

The Blue Brain

Because of their emotional base,blue brain people process andcommunicate in the feelings.The initiation sequence processes and shapes surroundings, and starts tocollect information at the same time, processes it a little more and takesa small action, more processing and getting a litt le more information, then

another small action, then a little more information with the simultaneousprocessing and shaping, finally they start processing and acting at the sametime until it just becom e action. They are versatile and flexible and arecapable of p laying many roles. This characteristics allow them to beorganized as long as they dont have too many tasks or stimulus at thesame time. They are usually active in play and fun. Their sensitivity t othe feelings of others also gives them the ability to be emphatic butsometime creates difficulty in differentiating their own feelings and fromthose of others. Blue brained people comm unicate at a deeper level with

others because of their verbal expressiveness and intuition. They may tryto do everything themselves to be m ore considerate to others.


7/25

Copyright Arthur F. Carmazzi, 2004 5

Clarify objectivesLong term strategies

Keep objectivity

Move team forwardStimulate group thinking

Short term strategies

Create systems

OperationalizeMake practical

Connect people

OrganizeStimulate communication

RED BRAIN GREEN BRAIN

BLUE BRAINPURPLE BRAIN


8/25

There are 8 fundamental human drivers. Each of these is based on a humanpsycho-em otional need. W hile each of these drivers has equal importance,

they are achieved in different ways by different individuals. Also, everyindividual has a different order of important for these 8 drivers. We areconstantly filling these drivers. Sometimes in positive ways, sometimes inneutral ways, and sometimes in negative w ays. But we are constant ly fillingthem . The ranking of these drivers changes in t ime, based on ourenvironments, our experiences, or our t raumas. These drivers can also becultivated either positively or negatively by our environment , our culture,our parents, our teachers, and our peers.

The 8 human drivers are as follows:

The Eight H uman Drivers


9/25

The CBC cards are composed of images that have been carefully chosento access the subconscious associationsand feeling a person has to situationsand decisions in a work environment.Additionally, the process and nature ofassociations are also a clear way todetermine brain processing andgreater understanding those wework with.

CBC cards applications:

o Determining an individuals brain processingo Assessing the way someone really feels about a situationor project

o Having a greater insight about something you need todecide on

o Having a better understanding of the consequences foractions you need to take

o Helping others to realize a greater meaning in what theyare doing

o Discovering the needs of those you work with and

expressing your needso Creating deeper communication between people working

togethero Establishing the motivating factors in an action or decisiono Discovering greater insights about products or serviceso Creative idea generation

How it works:

The cognitive process uses available conscious references and accessesfeelings associated with the object of your thought. CBC cards aid inthe solidification of these thoughts and feelings by introducing avisual catalyst that stimulates the association betw een ideas, thoughtprocesses, logic and em otions.This adds much greater dimension and insight to in reference to howsomething affect you.

Colored Brain Communication Cards


10/25

Excercise # 1Determining Anothers Brain Processing

Goal:By the end of t he exercise, you w ill have an idea of the persons

brain processing patt ern b ased on the p rofile descrip t ions given.

Form group s of 2 people or m ore w ith m ultip le colored brains

1. A sk your part ner to pick 5 cards th at best representact ive concep ts like p rod uct ivity, p ersonal success,failure, etc.

2. N otice the way in which your partner looks throughthe cards.

Do they rush in and looking through quickly and pickingthe cards with litt le hesitation (green brain)?Do they app roach as if it w ere a living object ,holding it carefully and observing what others are doingwhile they look through it (blue brain)?Do they look through the cards picking more than 5and then narrow it down to 5 (red brain)?Do they look through the ent ire deck before they goback and make their decision (purple brain)?

T hese are generalizat ions and actu al action w ill vary,bu t you can use the guidelines and decipher th e actionsin accordance w ith th e colored p rofiles.

3. N otice th e type of cards th at are chosen. D o th eyinclud e p eop le? If so, is it one p erson or m ore t han onep erson? Are th e im ages inanim ate? Are th ey m ixed?

+


11/25

Copyright Arthur F Carmazzi 2004 9

4. T he deciding factor is in th eir interp ret ation of t hecards th ey have chosen. W hy th ey chose th at card, andw hat it m eans to t hem pert aining to t he question willident ify m ore clearly th eir brain p rocessing p att ern.

Ap p ly your kn ow ledge of th e different color profiles.T hose that chose cards with peop le may have anobjective Effect meaning to the card instead of ahu m an or em otional m eaning (representative of redbrains). Teamwork will be comm on amongst most, butwill be the primary focus of green brains. People satisfactionwill be a comm on them e for blue brains. Data andinformation will be common with purp le brains.

These guidelines are just that, you will need to practice (or attend

a DC based seminar) and use these combined with the CBCI tobecome proficient. Once you have mastered the cards, you will beable to see patterns in the ordinary actions of others to determinetheir brain color w ith reasonable accuracy.

Summary of the aspects you need to pay attention to:

0 Time Spent for Searching

0 Selection Process

0 Type of Cards (People thinks, Metaphors....)0 Patterns

0 Sequence

0 Meaning of Cards


12/25

Copyright Arthur F Carmazzi 200410

Exercise # 2Assessing How O ther Team Members Perceive ACollective Project

Goal:

At the end of the exercise, you are expected to have greater clarityof the motivations and priorites of those you w ill be w orking withby looking at the insights that team members get from this particularexercise.

Form a group of tw o peop le or more +

1. You and your team members each pick 5 cards that bestrepresent answers to some specific questionspertaining to the outcome or team member roles.

For example :

If you a re working on ma rketing a new product, you mightask each team member questions like:

Where do you see your contribution to the project?

What would success of this project mean to you?

What is the ultimate result we are trying to achieve?

2. Explain to each other W hy each of the cards was chosen.Give details about the relation of the image to eachquestion.


13/25

Exercise # 3Discovering Greater Insights About Products OrServices

Goal:

Discovering subconscious associations and ideas related to aproduct or service.

This exercise can be done either individually or in a group +

1. You and your team members each pick 5 cards thatbest represent answers to specific questionspertaining to the product or service.

For example:

W hat are the benefits of this product?What are the potential brand associations to this product?

2. Explain to each other Why each of the cards was chosen.Give details about the relation of the image to the question.

Exercise # 4Creative Idea Generat ion Pertaining To A Part icular

Issue

Goal:Finding a number of creative insights from your subconscious.

This exercise can be done either individually or in a group +

1. Clearly define the issue to be personally considered oropenly discussed.

F or exa mple :Create a P R implementa tion plan for your new ser vice

2. Randomly deal 5 cards facing down.

3. Reveal each card one by one and create an association asto how the card relates to the issue. Make up detailsand/ or stories about the relationship of the image to the

issue.


14/25

Traditionally, the problem has been that red brain outcom es (for example)have been taught by red brained people. So green, blue and purple brained

people usually have to work harder to achieve the same results, and eventhen the results are often not as good as those achieved by red brainedpeople, who hardly worked at it at all. But , if a green brained p erson hasawareness of a being a green b rained person, it allows him the ability touse his natural green brain-ness to write software to more efficiently getthe red or blue or purple brained outcomes.

Throughout your life you m ay, out of necessity, have naturally found waysto do this through t rial and error. This has developed your brain flexibility.

Yet you m ay st ill be struggling with being more creative, or being moreanalytical, or m ore systematic or more sensitive to others, etc. Here iswhere awareness of brain color processing patterns helps to accelerate theprocess.

For exam ple, if you are processing as a green brain,it is unnatural to analyze something withouttaking action toward it, yet many situationsrequire a red brained linear and m ore analytical

outcome. Rather than sitting down andimpatiently attempt analysis (like everyone saysyou should), you would take a hands-onactive approach to it, like talking to others thatmay have similar experience and doingsmall scale tests before carrying it out ona larger project. This approach w ould be m uch easier to interpret by agreen brain and your analysis would be more accurate than trying to doit in a red brain w ay.

Writing Software for Your Brain


15/25

Brain Flexibility helps you to communicate and build better rapp ort w itothers, whether you have known them for years, or you have met themfor the first time. The m ain genetic foundation of our brains communicatiodoes not change, but as we develop through our environment , we acquirflexibility in how we are able to use our genet ic processor.

Imagine your brain as a computer processor, some may have a PC processorothers may have a Mac processor. Each of these processors can run similaapplications such as Microsoft Excel or Adobe Photoshop, and w hile theshave the same function and similar appearance, each requires differentsoftware to do so and each runs them differently. For example, a PC wirun Excel in a very direct and speedy manner, but will run Photoshop ina slower and roundabout way. The Mac on the other hand is just theopposite. But , if you try to run Excel for Mac on your PC, it wont workand vise versa. Our brains act in a similar way. Just like writing softwarefor a PC or a Mac processor to accomp lish a specific task, you can writesoftw are for your genetic brain p rocessor.

If you are a green brain (random, interactive processing) t rying to do a rebrain (linear objective processing) function, you will have a great deal odifficulty doing it in the same w ay that a red brain person does. It thenbecom es essent ial for getting your red brain outcome to do it in a greenbrain way.

W hen you begin to understand your brain color, it not only pu ts a newlight on your own identity, but gives you a new perspective on how itaffects others and how people with different brain colors are affectingyou.

The key to leaders success is not in their natural gifts, bu t in their abilitto maximize the natural gifts of those around them, and to act on w hatis required by the task at hand instead of what seems natural for them tdo. This unnatural flexibility stems from personal management of the 8

human needs.


16/25

Copyright Arthur F Carmazzi 200414

Goal:To have more flexibility and ability to deal with people with

other brain colors and to avoid miscomm unication w iththem.

Form a group of 2 peop le or more +Picks five cards that best describe how to expand your ownmental software.

Practicing new software 2 to 3 times a week.

For example, if you are green brain a nd you wa nt to wr ite red brainsoftware, what you first have to do is to exercise your natural resources,in this case is green brain. T his is to warm up the processor before wr iting

new software (red brain).

1. Choose a Brain Color that s not your ow n.

2. Select a scenario from the follow ing page.

3. Choose cards from the perspective of the color you havechosen to p ractice with.

4. Each participant then provides a possible solution fromthe perspective of their selected color.

5. Role play one of the following scenarios together withother group members, each p erson taking the perspect iveof their selected color.

Exercise # 5Mental Software Development


17/25

List of possible scenarios:

Scenario 1

You are working on three projects that are equally important.

They all have to be completed by their specific deadlines.Based on current progress, you will not able to completeall the projects.

Using your selected color bra in, how do you handle this issue?List down the steps and expla in.

Scenario 2

Currently you are working in a team handling an important project.The team members cannot agree on a unified direction.

Utilizing your selected color brain, how do you able to improve thesituation?

List down the steps and expla in.

Scenario 3

You are in charge of purchasing items for your department.

What process do you use to do your job well?

Q uestions to consider:

Q1. W hat is the best way to achieve unilateraldecisions or solutions?

Q2. W hat do you do next?

Q3. W hat action would you take?


18/25

Exercise # 6Developing Cross Colored Talent

Goal:To expand our ability in our own and different brain colors.

This exercise is to be done individuallyRandom ly select five cards...

Green Brain InnovationCreate fictional story not a process.Select 5 mystery cards, and place them facing dow n.Start telling your story as you turn over your first card, and continuedit by tu rning over additional card; each card being a segment in astory. Join each segment by and or so beforeturning the nextcard. The last card should be the ending of the story.

Red Brain ObjectivitySelect five random cards. O bject ively explain the facts that eachcard represents. Then choose any three ou t of the five cards andcross reference the facts and how they interrelate to each other.

Purple Brain Systemat izationIt is a process of not a fictional story.Select five random cards, and place them facing up. Then organizethem and explain the process of a system.

Blue Brain SensitivitySelect five random cards, and place them facing dow n. As eachcard is turned over exp lain how it relates to people you know , andhow you feel about them .


19/25

Personal Drivers Clusters

In our daily life, we engage in a number of different activities. Eachof these activities has different sets or clusters of drivers associated

with them , the sum tot al of which makes up our drivers ranking.

N ot all the activities that we engage in satisfy our needs in the sameway. Some activities may satisfy only one or two needs, while otheractivities may satisfy multiple needs. The m ore needs that an activitysatisfies (i.e. the greater the density of the drivers cluster), the easierit is for us to be motivated to carry out the work on that activity

Exercise # 7

Motivation and Drive Poker

Goal:Assesing the needs and drivers that motivate others

Form a group of 4 in 2 teams of 2 +

1. Each team w ill use their CBC Cards and will have 40 piecesof Need Currencies with 8 different designs. Each kindrepresents a driver.

2. The first team should choose five cards that they believebest describe and fulfil the needs and drivers of the otherplayers.

3. They then make a guess at the types of needs and driversfilled and discreet ly write it on a piece of paper.

4. The other players place currencies on the cards that theyfeel best fill their own needs and drives. The more currenciesplaced on a particular card, the m ore the need is filled.Then the other team does the same.

5. This is repeated 3 t imes by each team and the currenciescollected are recorded. The team w ith the closest numberof guesses for all 3 sessions com bined wins.


20/25

Exercise # 8Motivation and Drive Bridge

Goal:Participants to obtain the cards that fulfi l l their top 3 needs.

Guidelines:In life in genera l, we a re are a lways using a strategy to fill our needs. Thecurrency represents our emotional currency. What needs are we willing togive in order to gain other emotional needs? When we understand whatit is we are really trading in, it becomes easier to make better decisions,to influence others, and help them to make decisions. It affects how peoplecan be consistently de-motivated or driven in whatever we do. By biddingon a need, we know that we might not be able to bid on another need.

Instruction:1. The game will be p layed in group of four

2. Each participant within a group will draw 10 cards randomlyfrom one deck of CBC cards and will be distributed 8 bills of8 different N eed Currencies.

3. Each participant will have to get rid of the cards that they feeldo not fulfill their needs, and bid for the ones that they perceivefulfill their needs most (primarily the top 3 needs).

4. A participant gets rid of his card by putting it up for bidding bythe other players during his turn. Other players may value thecard (since they may feel that it fulfills their top needs) and bidfor it, thus allowing the participant to earn his currency.

5. A part icipant then bids for the card he wants when anotherplayer puts up a card for bidding. The participant is able to bidfor the card he wants because he would have earned currencyfrom other players who had bid for his own cards earlier.

6. But please keep in mind that there might be cards that nobodywill want . In such a case, the ow ner of the card w ill not be ableto earn currency from pu tt ing that card up for bidding.


21/25

8. All participants will have to earn as much N eed Currencies aspossible in order to buy the cards that they want.

9. The successful transaction of the different Need Currencies will

depend on what currency the buyer is willing to give up at therequest of the seller. This depends on how the buyer and sellervalue each need, and thus value each different Need Currency.

10. Every participant has to play at least 5 of his cards and must notbid on h is own card.

11. A participant may decide not to bid on certain cards.

12. At the end of the game, every participant will have to dividetheir cards that they have on hand, based on the need that eachcard represented in their opinion. Cards that are on their top 3needs value double than the other cards. The one that has mostvaluable card w ins the game.


22/25

Utilizing Brain Colors and Needs Ranking for SuperDecision Making

Every decision made can take an individual, team, and potentiallythe entire organisation in a com pletely new direction. A decision

about listening to a piece of music while you are working caninspire a whole new idea. The choice of words when talking tosubordinates, peers or superiors can strengthen, or weaken therelationship. Each decision you make is an opportunity for fulfilmentand productivity when they are made from what you are trying toachieve and not reactiveness.

The best decision is one made from your O utcome, NOT fromyour Environment.

Environment is reactive, primary outcome is constant

Exercise # 9Decision Making Using the C BC Cards

Goal:Making a decision better suited to groups objectives.

Form groups of 4 peop le with multiple brain colors

1. Discuss a real life decision scenario with your group andchoose ONE difficult scenario for the w hole group toconsider.

2. Each person use the CBC Cards to independently make adecision for the scenario.

3. Combine your thoughts and express W HY you chose eachcard and how that affected your decision.


23/25

Excercise # 10Directive Decision Making

Goal:You will find that the insights you get from this exercise w ill give

you greater clarity on the actions that would best suit you.

The exercise is to be done individually

1. Clearly phrase a question pertaining to the out come ofthe decision you need to make.

For exa mple:If you need to decide between two career pa ths you might

create a question like:

Path A

Path B

W hat w ould my life be like if I choose career path A?

Followed by:W hat w ould m y life be like if I choose career path B?

2. Then for each question look through the deck of cardsand choose 5 cards whose picture best represent ananswer to the question.

3. Ask yourself what each card you chose means to you andthen W hy it has that meaning.


24/25

Goal:To have a fun and interactive exchange with someone while stimulating

extemporaneous mind and understanding how you can create a unifieddirection.

Instructions:1. This game will need two participants or more and using one

deck of CBC Cards

2. First participant will draw one card and start a beginning of astory or condition using that card.

3. After first participant finishes with his/ her story, secondparticipant will draw another card from the deck.

4. W ith that card, he/ she must continue first participants story andhis/ her story must relate t o the first one, however, a newcharacter can be created if it is necessary.

5. Third participant (or going back to first participant) will do thesame, continuing second partys story using the CBC cardshe/ she withdrew from the deck.

6. Please note that the story must have a beginning, content, andending.

Exercise # 11Developing Your IRS (Instant Responses Systems) +


25/25

C i h A h F C i 200423

Contact Information

For more information on Colored Brain Communication Cards,Directive Communication training franchisees or based trainingconsulting program, please contact:

Directive Communication International

Email: [email protected]: www.directivecommunication.com

Produtivity Power Pack

Documents

Transcript of Produtivity Power Pack