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| Date post: | 12-Jul-2015 |
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Presentations & Public Speaking |
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History lesson http://en.wikipedia.org/wiki/Five_Ws
Hermagoras of Temnos defined 7 "circumstances" as the loci of an issue:
Quis, quid, quando, ubi, cur, quem ad modum, quibus adminiculis.
(Who, what, when, where, why, in what way, by what means)
Five Ws (Victorinus)
1. Why
2. What
3. Where
4. Who
5. When
Contents
Can we change?
Can we change others?
Why don’t people ‘just
do it’?
When do people
change?
Steps for effective change
Can/Do people change?
http://www.livingwaters.com
If you keep doing
what you've been doing …
Dr A. Rodafinos
http://www.madezee.com/change-of-life/
Can I change others?
Dr A. Rodafinos
http://img195.imageshack.us
Learning
If we can learn, then we can unlearn.
Learning how we learn,
we learn how to unlearn.
Dr A. Rodafinos
1. Social Learning Theory
(observational learning)
Dr A. Rodafinos
www.smh.com.au
Modeling
1, 2, 3, CLAP
Actions speak louder…
Do as I say …!
Dr A. Rodafinos
http://thumbs.hypem.com/
Walk your talk
http://apu.mabul.org/up/apu/2008/01/20/img-zil85920840.jpg
2. Classical Conditioning
Learn to program your mind!
(else, plenty of people will be happy to do it for you)
nvtech.com
Classical Conditioning and sexual preferences
http://ecx.images-amazon.com/images/I/51pVdeenNlL._SS120_.jpg
3. The law of Thorndike
Any behaviour that is immediately and consistently
reinforced, tends to be repeated(and vice versa)
Dr A. Rodafinos
www.rickbates.net
Whatever we do, we do it to gain pleasure or to
avoid pain.
Dr A. Rodafinos
guides.wikinut.com
Identify the type of learning
http://www.mocxi.com/moc/index.php?showtopic=111622&mode=linear
Why don’t people change?
Reasons not to change
1. We feel insecure with changes & comfortable
2. This is the way we’ve done it…
3. Can’t see the reason
4. Needs effort
5. I tried and failed
6. Performance will drop
7. No one has shown them the steps!
Dr A. Rodafinos
vaughanmerlyn.com
http://sweetwaterlibraries.com/sclsblogs/readeronthesamepage/index.php/sclsblogs/readeronthesamepage/index.php?paged=2
They hurt a lot.They are bored.
They discover they can.
avatars.imvu.comastronet.hu inglesecultura.blogspot.com
If you can find a strong enough why, you can find almost any how.
Dr A. Rodafinos
www.cm-chamusca.pt
The 81-19 rule
81% is the ‘why’
19% is the ‘how’
Μήπως είδατε κανένα
πώς;
Αν έχεις ένα αρκετά ισχυρό γιατί, θα βρεις το πώς!
Dr A. Rodafinos
Incentives
Not a matter of Ability but of Motive
Often we can change in a minute.
Dr A. Rodafinos
WII-FM
= What’s In It For Me
Dr A. Rodafinos
My Wheel of Life
Career
Social Life
Finances
Love
Mental growth Health – Phys. Condition10
10
10
10
10
10
10 10
FamilySelf-esteem
My Wheel of Life
Arrod.co.uk
Stages (Prochaska & DiClemente)
well-fitbodies.com
http://www.biggerplate.com/mindmaps/hTxF4oir/kotter-s-eight-step-process-for-leading-successful-change
live-the-solution.com
Change Techniques
Addressing Concerns: So removing objections.
Boiling the Frog: Incremental changes may well not be noticed.
Burning Bridges: Ensure there is no way back.
Burning Platform: Expose or create a crisis to get things going.
Challenge: Inspire them to achieve remarkable things.
Coaching: Psychological support for executives.
Command: Tell them what to do.
Destabilizing: Shake people of their comfort zone.
Evidence for Change: Cold, hard data to show need for change.
Evidence Stream: Show them time and again that the change is happening.
Education: Learn them to change.
Facilitation: Use a facilitator to guide team meetings.
First Steps: Make it easy to get going.
Golden Handcuffs: Keep key people with delayed rewards.
Institutionalization: Building change into the formal systems and structures.
Involvement: Give them an important role.
Management by Objectives (MBO): Tell people what to do, but not how.
Management Causality Mapping: Helping a team see its own role.
Managing Timescales: Control when things happen.
Open Space: People talking about what interests them.
Rationalization Trap: Get them into action first.
Re-education: Train the people you have in new knowledge/skills.
Restructuring: Redesign the organization to force behaviorchange.
Reward Alignment: Align rewards with desired behaviors.
Rites of Passage: Use formal rituals to confirm change.
Setting Goals: Give them a formal objective.
Shift-and-Sync: Change a bit then pause to restabilize.
Socializing: Build it into the social fabric.
Spill-and-Fill: Incremental movement to a new organization.
Stepwise Change: Breaking things down into smaller packages.
Visioning: Create a motivating view of the future.
Whole-System Planning: Everyone planning together.
These are also available, sorted by Lewin's freeze phases, as:
Unfreezing Techniques to get them going.
Transitioning Techniques to get them to the right place.
Refreezing Techniques to keep them there.
See also
Creating a Positive Culture, Creative methods, Conversion techniques, Objection-handling, Sequential Requests, Getting others to do what they don't have to do
SEVEN STEPS (Ζ. Ziglar)
1. IDENTIFY YOUR GOALS
2. BENEFITS
3. OBSTACLES
4. NECESSARY SKILLS OR KNOWLEDGE
5. WHO CAN HELP ME
6. ACTION PLAN
7. DEADLINE
coolclips.com
Common errors
• Too many goals
“smoking, exercise, diet, drinking, sleeping late, …"
Dr A. Rodafinoshttp://www.redticketproductions.com/images/euroguide.jpg
The end
-Is this it, Lord?
http://www.lindaayers.com/images/microsoft%20teacher%20clip-ED00096A.gif
www.abc.net.au
$23 US + postage =
… 20E
