Why can t you be normal like me
Download
1 / 16

why can t you be normal like me - PowerPoint PPT Presentation


  • 217 Views
  • Updated On :

Why Can’t You Be Normal Like Me?. Harold Kurstedt Newport Group, LLC for PMI Montgomery County, MD Chapter September 8, 2005 . Successful project managers must play many roles. Supervisor Leader Coach and team builder Problem solver Salesperson Politician and conflict resolver

Related searches for why can t you be normal like me

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'why can t you be normal like me' - Mercy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Why can t you be normal like me
Why Can’t You Be NormalLike Me?

Harold Kurstedt Newport Group, LLCforPMIMontgomery County, MDChapterSeptember 8, 2005


Successful project managers must play many roles
Successful project managers must play many roles.

  • Supervisor

  • Leader

  • Coach and team builder

  • Problem solver

  • Salesperson

  • Politician and conflict resolver

  • Negotiator

  • Communicator

  • Technician – tools and techniques

  • Which are people-oriented?


We re each individually and wonderfully made
We’re each individually and wonderfully made.

  • Individually – Gifts differing

  • Wonderfully – valued contribution

  • Meyers Briggs and information processing

  • Additional differences

    • Gender – Deborah Tannen

    • Ethnicity – country of origin

    • Family size

    • Etc.


The mbti includes four dimensions focusing on information processing
The MBTI includes four dimensions focusing on information processing.

  • Extrovert (E) versus Introvert (I)

    • Where we get our energy (outside versus inside)

  • Intuitive (N) versus Sensing (S)

    • How we like to perceive information

  • Thinking (T) versus Feeling (F)

    • How we like to process and act on information

  • Perceptive (P) versus Judgmental (J)

    • Whether we’d rather perceive or process information


I m normal are you
I’m normal. Are you? processing.

  • Are you really normal? What’s normal?

  • We expect others to be and think just like we are and do.

  • Wrong ! !

  • We’ll consider just a couple of differences tonight.


Systemic misunderstandings usually lead to assigning fault
Systemic misunderstandings processing.usually lead to assigning fault.

I need six volunteers.


Systemic misunderstandings usually lead to assigning fault cont
Systemic misunderstandings processing.usually lead to assigning fault. (cont.)

  • Write down who is most at fault in the skit and why that person is most at fault.

  • No generalizations, no corrections, no problem solving.


Your mental models affect your thoughts and feelings about actions
Your mental models affect processing.your thoughts and feelingsabout actions.

ACTIONS

PARADIGM

MENTAL MODELS

SENSORY DATA

FRAME OF REFERENCE

FILTER

THOUGHTS AND FEELINGS

(Total of life’s experiences)


Your mental models define how you see and deal with the world
Your mental models define how you see and deal with the world.

  • Paradigms

  • Frames of reference

  • Filters

  • Deeply ingrained assumptions

  • Generalizations

  • A system of mental models


We display our preferred social style
We display our preferred world.social style.

Analytical

Driver

task

ask

tell

Responsiveness

people

Amiable

Expressive

Assertiveness


In meetings do you show tell or ask assertiveness
In meetings, do you show “tell” world.or “ask” assertiveness?

TELL (Driver, Expressive)

  • Statements

  • Faster pace (speaking, moving, thinking)

  • Greater risk acceptance

  • Stimulated by conflict

    ASK (Analytical, Amiable)

  • Questions

  • Slower pace

  • Lesser risk acceptance

  • Avoid conflict


In meetings do you show task or people responsiveness
In meetings, do you show “task” world.or “people” responsiveness?

TASK (control) (Driver, Analytical)

  • Consider tasks / facts

  • Logical

  • Closed body language

  • Show fewer feelings

    PEOPLE (emote) (Expressive, Amiable)

  • Consider relationships

  • Intuitive

  • Open body language

  • Show more feelings

Dislike meetings

Like meetings


We display our preferred social style1
We display our preferred world.social style.

Analytical

Driver

task

ask

tell

Responsiveness

people

Amiable

Expressive

Assertiveness


Treat different people differently
Treat different people differently. world.

ANALYTICAL

AMIABLE

DRIVER

EXPRESSIVE

PRIMARY ASSET

Systematic

Supportive

Controlling Focused

Energizing

BACK-UP BEHAVIOR

Avoiding

Acquiescing

Autocratic

Attacking

Decide

Initiate

Listen

Check Follow through

NEEDED FOR GROWTH

Respect for work completed

Approval Appreciation

Results Autonomy Control

Recognition Status

MOTIVATORS

HOW problem is solved

WHY solution is best

WHAT solution will do (WHEN)

WHO else has used

BENEFITS ANSWER

Data and evidence History

Assurances and guarantees

Options and probabilities

Testimony and incentives

NEEDS FOR DECISIONS


Consider the example of the systems versus software engineer
Consider the example of world.the systems versussoftware engineer.

  • Focus – whole versus parts

  • Cycle time – long versus short

  • Expectations – customer versus supplier

  • Orientation – problem versus solution

  • If you’re interested in all nine differences, I can provide detailed discussion.


Do yogi berra s aphorisms make sense to you
Do Yogi Berra’s aphorisms make sense to you? world.

  • It ain’t over till it’s over.

  • It’s dega vu all over again.

  • If the world were perfect, it wouldn’t be.

  • If you come to a fork in the road, take it.

  • Nobody goes to that restaurant anymore, it’s too crowded.

  • It’s tough to make predictions, especially about the future.

  • In theory there’s no difference between theory and practice. In practice, there is.

  • You can see a lot by observing.

  • Intellectuals solve problems; geniuses prevent them.


ad