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Questioning Techniques

Questioning Techniques
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No Batteries Required: 8 Conflict Resolution Tips Learning to deal with emotions in conflict situations helps us be more effective in our professional or personal lives. August 17, 2011 There is an African proverb that says: “Don’t look where you fell, but where you slipped.” When we find ourselves on the conflict carousel, we often tend to lose sight of the root cause of the conflict. Learning to deal with emotions in negotiations or conflict situations helps us to be more effective, whether in our professional or personal life. 1. Do you feel heard, understood and valued for your point of view? 2. Are you treated as an adversary and kept at a distance, or are you treated as a colleague? 3. Do you have the freedom to make a decision without feeling that someone else is telling you what to do? 4. Do you feel treated with respect, or do you feel diminished? 5. Do you have a fulfilling or meaningful role in your conflict situations or negotiations? 1. Escalators cause a conflict to quickly intensify. 2. 3. 4. 5. Think about your values. 6. 7.

An Introduction to 5-why Learn how to find root causes of a problem by using 5-why analysis, so you can fix the issues where it matters most. First in a series of four articles explaining this powerful tool. By Karn G. Bulsuk More information: 5-why Analysis using a Fishbone Diagram, 5-why Analysis using an Excel Spreadsheet Table and The Weaknesses of 5-Why 5-why analysis, used throughout the kaizen concept and in quality control, is a tool to discover the root causes of a problem. More often than not, people fix a problem by dealing with issues that are immediately apparent. For example, suppose we had a tree which was wilting and dying. Instead, we need to investigate the cause of the wilting. Most people get stuck in the Do-Do-Do-Do cycle, in which they carpet bomb every possible solution with no guarantee that they will fix the true problem, wasting time, effort, and often money. 5-why analysis provides the tool to engage in precision targeting to fix the right problem in one go. Using 5-why More information:

How To Avoid Communication Pitfalls In The Workplace – The Clarion Call to Leadership! This post first appeared on OPEN Idea Forum. There is a large body of work concerning the way women’s communication style differs from that of men. For example, there is research suggesting that females downplay their certainty, while males downplay their doubts. In an effort to crack the female linguistic code, some have even gone so far as to assert that women and men speak different languages. But stereotyping the way women or men speak is dangerous and can be misleading. A more reliable way of looking at the issue of communication styles is to look at it from the point of view of personality which is independent of gender. If you are not sure whether you are predominantly a Feeling or Thinking type, you can take a quick quiz here. If we are influenced by stereotypes, we might conclude that the majority of males are overwhelmingly Thinkers while statistics indicate that a whopping 43.5 % of males in the U.S. are Feelers. Tips for Thinkers: Work on being more approachable.

Six Thinking Hats Méthode des six chapeaux Un article de Wikipédia, l'encyclopédie libre. Pour cela, chaque participant prend un « chapeau » d'une couleur particulière, lui assignant ou lui reconnaissant un rôle. Ce chapeau peut changer durant la réunion. Il peut aussi être identique à celui d'autres participants. La méthode[modifier | modifier le code] Quand il s'agit d'utiliser la méthode lors d'une réunion, le principe est de faire l’effort d’endosser tous les modes de pensée à tour de rôle (ou de les reconnaître chez les autres intervenants). Ce système crée un climat de discussion cordial et créatif et facilite la contribution de chacun. Cette méthode centralise l’énergie créatrice de l’équipe, rarement sollicitée. Quand il s'agit d'un management personnel, l'effort se porte sur le changement successif des modes de pensée. Les différents chapeaux[modifier | modifier le code] Chapeau blancLa neutralité : lorsqu’il porte le chapeau blanc, le penseur énonce des faits purement et simplement.

Decisive: The Four Villains of Decision Making You're probably not as effective at making decisions as you could be. This article explores Chip and Dan Heaths' new book, Decisive. It's going to help us make better decisions both as individuals and in groups. But before we get to that, you should think about a tough decision you're grappling with right now. Ok, let's dig in. “A remarkable aspect of your mental life is that you are rarely stumped … The normal state of your mind is that you have intuitive feelings and opinions about almost everything that comes your way. — Daniel Kahneman We're quick to jump to conclusions because we give too much weight to the information in front of us and we fail to search for new information, which might disprove our thoughts. Nobel Prize winning Psychologist Daniel Kahneman called this tendency “what you see is all there is.” We're overconfident. Knowing about these and other biases isn't enough; it doesn't help us fix the problem. And that, in essence, is the core difficulty of decision making. 1.

Eclectic Energies Enneagram Tests (free) Copyright © Ewald Berkers These two online Enneagram tests help you to determine which personality type you are. Your wing will also be indicated. Some suggestions on how to take the tests to get the most accurate results can be found below. Classical enneagram test This test consists of pages containing nine questions or less (one for each Enneagram type). Enneagram test with instinctual variant With this test you are presented with pairs of character traits to rate. Getting accurate results from these Enneagram tests It's important to answer the questions honestly. Actually it is not so easy to answer the questions honestly, as we all want to see ourselves as better than we are, and we often have preconceived ideas about ourselves that are not really true. For instance, if you resent being fearful, you might have worked to develop courage to compensate, but the fear is still there beneath the surface. You might also be interested in these books about the Enneagram at Amazon

What Matters More in Decisions: Analysis or Process? Think of the last major decision your company made. Maybe it was an acquisition, a large purchase, or perhaps it was whether to launch a new product. Odds are three things went into that decision: (1) It probably relied on the insights of a few key executives; (2) it involved some sort of fact gathering and analysis; and (3) it was likely enveloped in some sort of decision process—whether formal or informal—that translated the analysis into a decision. Now how would you rate the quality of your organization’s strategic decisions? If you’re like most executives, the answer wouldn’t be positive: In a recent McKinsey Quarterly survey of 2,207 executives, only 28 percent said that the quality of strategic decisions in their companies was generally good, 60 percent thought that bad decisions were about as frequent as good ones, and the remaining 12 percent thought good decisions were altogether infrequent. How could it be otherwise? Product launches are frequently behind schedule and over budget.

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