Winning Willing C ooperation Through: Presentations skills Leadership Skills
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Transcript of Winning Willing C ooperation Through: Presentations skills Leadership Skills
SO, IF MEHRABIAN IS TO BE BELIEVED
Words, being 7% of the equation shouldn’t be that important, right?
ARE 1ST IMPRESSIONS IMPORTANT?
Bare in mind that people can, and do, make decisions very ‘primitively’
HOW PEOPLE COMMUNICATE...
Great leaders listen beyond what is being said
The experience started before it started...
COACHING & ENGAGEMENT –
IT CAN’T BE ORDINARY…
1. Know your people – you can’t just guess
2. Give them some say
3. How do you reach them?
IRRATIONALITY
What is it about?
Forces that drive our behaviours – Economic, Social and Technological
Based on the work of Professor Dan Ariely
How he came to study and document the subject
All in the bandages
Why does this happen?
• The brain doesn’t “see” what the eyes see, it sees its own interpretation
• Perception of colour relative to immediate environment
• We rely on contextual information to make all sorts of judgements and decisions
SELECTIVE ATTENTION
Count how many times the players dressed in white pass the basketball
[To view this video, go to YouTube: Type in the search ‘Test of Selective Attention]
STARTLING!
We don’t see what is there, but what we expect to see – ‘Expectation Bias’
The brain interprets information by incorporating our expectations into our perceptions
ORGAN DONATION RATES
Why do countries on the right give more than countries on the left?Gift of giving?Altruism?Social Responsibility? What is it?
IT’S IN HOW THE QUESTION IS ASKED
The path of least resistance
The forms provide a default option which ‘push’ us toward that choice.
WE HAVE A SENSE OF AGENCY
We’re only partly in charge of our decisions; we are influenced by:
1. Environment
2. Defaults
3. Complexity
DEFAULTS ARE NEITHER GOOD NOR BAD
They just are! By being aware of them, and how your staff is influenced by them – gives you the knowledge to deliver more skilful leadership
GOOD COACHES UNDERSTAND
It’s difficult to evaluate choices If no frame of reference thenYou provide the frame of reference
SO, LET’S TRY THIS…
How do we decide?Base price £24,000. For £500 extra you can have Leather seats.What do you do?
COMPARED TO THIS…
How do we decide value?A basic office chair; Price £249. For £500 extra you can have aSuper-duper leather seats. . .What do you do?
BUT FRET OVER…
Over whether we should buy ASDA’s best value tomato or organically grown for a price differential of 50p to £1,00
PERCEIVED FAIRNESS
Locksmith- There’s the story of a locksmith
The notion of how much did I enjoy, does not enter the picture naturally.
WHAT DOES THIS TELL US ABOUT INTUITION?
Investigate how intuitions can be misleading
Now, keep in mind that employees are also subject to these forces.
CONSTITUENT PARTS OF BECKER’S THEORY
1. How much do I stand to gain?
2. Probability of being caught!
3. Punishment
FROM AN EMPLOYEE’S PERSPECTIVE
How do you apply what you found to improve your employee’s experience of you?
CAN ‘MEANING’ MOTIVATE?
1. What would happen if:You’ve worked solidly on a project for 6 months – then…?
BY WHATEVER NAME
Two decisions of decision making – and they are referred to by different names e.g. System 1 & System 2; Emotional system, Cognitive system
AMAZING OR WHAT?
Richard Wiseman’s Amazing Colour Changing Card Trick
[To view this video, go to You Tube and type into the search bar ‘Richard Wiseman’s The Amazing Colour-Changing Card Trick]
CONFIRMATION BIAS
Definition: Confirmation bias (also
called confirmatory bias or myside
bias) is a tendency for people to
favour information that confirms
their preconceptions or hypotheses
regardless of whether the
information is true.
THIN SLICING
What is this – and how does it work?First documented by Ambady and Rosenthal but popularised by Malcolm Gladwell in his book ‘Blink’