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Sources for this model: Sangeetha (2012); Mishra & Gahlot (2012); Bhasker (2013); Thomas & McDonagh (2013); McNally (2011); McKenna (2007); Olson (2007); Fielding (2006); Adair (2009)
SENDER RECEIVER
CODING DE‐CODING
Sources for this model: Sangeetha (2012); Mishra & Gahlot (2012); Bhasker (2013); Thomas & McDonagh (2013); McNally (2011); McKenna (2007); Olson (2007); Fielding (2006); Adair (2009)
SENDER RECEIVER
SHAPE YOURMESSAGE
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Allocating Time
Overlaying Styles
Setting theStructure
Selecting theTemplates
Focussing Laying Out Work out TimingsWriting/
ScriptingBounding
Theme Title Points
ConciseContent
Pulling the Content Together
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EnhanceSales/Marketing
Outcomes
Improve all formsof communication
Cut Development
Time
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This is our problemThis is what we needThis is achievable(With the Profiling Pyramid)
Inherited/Natural Behaviours Affected by Gender, Age, Health, etc.
Specific to Group Driven by Race, Religion, Creed, etc. Sets Organisational Style (eg. Aggressive)
Knowledge of the Subject Knowledge of the Situation
Defines Expectations Drives Fears and Aspirations Links Allies or Creates Opponents
Inherited and Learned Shapes Individual Comfort Zones
PersonalityType
Agendas(Internal/External)
Knowledge(Subject/Situation)
Culture(Societal/Organisational)
Human Nature(Universal)
Source: Developed from information provided in: McShane & Von Glinow (2000); Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984); Linows (1997); Burns (2000); Sartain, North, Strange & Chapman (1973); Morris & Sternberg (1988); Bernstein & Audley (1988); Hofestede (1991); Tyler & Peck (2001); Newell (2012); Sung Eun Chung & Meneely (2012); Hou & Elliott (2010); Barson (2011); King (2012); Saat & Singh (2011)
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PersonalityType
Specific to Group Driven by Race, Religion, Creed, etc. Sets Organisational Style (eg. Aggressive)
Knowledge of the Subject Knowledge of the Situation
Defines Expectations Drives Fears and Aspirations Links Allies or Creates Opponents
Inherited and Learned Shapes Individual Comfort Zones
Agendas(Internal/External)
Knowledge(Subject/Situation)
Culture(Societal/Organisational)
Human Nature(Universal)
PersonalityType
Extraversion Introversion
1
Thinking Feeling
3
• Directs energy outward• Gains energy from
interaction
• Directs energy inward• Loses energy from
interaction
Decisions based on:• Logic & Analysis• Objectivity &
Detachment
Decisions based on:• Personal & Social values• Understanding & Harmony
Judging Perceiving
4
Deals with:• Decisiveness• Seeks Closure• Rational Focus
Deals with:• Flexibility• Open Options• Irrational Focus
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984)
Sensing Intuition
2
• Focussed on information from 5 senses
• Focussed on patterns and relationships.
Personal Energy Perceiving
Judging Decision Style
Extraversion Introversion
1
• Directs energy outward• Gains energy from
interaction
• Directs energy inward• Loses energy from
interaction
Thinking Feeling
3Decisions based on:• Logic & Analysis• Objectivity &
Detachment
Decisions based on:• Personal & Social values• Understanding & Harmony
Judging Perceiving
4
Deals with:• Decisiveness• Seeks Closure• Rational Focus
Deals with:• Flexibility• Open Options• Irrational Focus
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984)
Sensing Intuition
2
• Focussed on information from 5 senses
• Focussed on patterns and relationships.
PersonalityType
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998)
SENSING TYPES INTUITION TYPES
INTROVERSIONISTJ ISFJ INFJ INTJ JUDGING
ISTP ISFP INFP INTPPERCEIVING
EXTRAVERSIONESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ JUDGING
THINKING FEELING THINKING
Creating 16 Types
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SENSING TYPES INTUITION TYPES
INTROVERSIONISTJ ISFJ INFJ INTJ JUDGING
ISTP ISFP INFP INTPPERCEIVING
EXTRAVERSIONESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ JUDGING
THINKING FEELING THINKING
PersonalityType
Simplified to 4 Types (keys to communication)
The Four Types ST SF NF NTSENSING TYPES INTUITION TYPES
INTROVERSION
ISTJ ISFJ INFJ INTJJUDGING
ISTP ISFP INFP INTPPERCEIVING
EXTRAVERSION
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJJUDGING
THINKING FEELING THINKING
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998)
The Four Types ST SF NF NTSENSING TYPES INTUITION TYPES
INTROVERSION
ISTJ ISFJ INFJ INTJJUDGING
ISTP ISFP INFP INTPPERCEIVING
EXTRAVERSION
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJJUDGING
THINKING FEELING THINKING
PersonalityType
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Thompson (1997, 2001)
EXTRAVERSION
INTROVERSION
SENSING
INTUITION
THINKING
FEELING
JUDGING
PERCEIVING
Orientation ofPersonal Energy
InformationProcessing
InformationEvaluation
DecisionStyle
Keys to Decision Making Process(And prime Communication Issues)
Attitude & Orientation
or or or or
PERCEIVING JUDGING
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PersonalityType
Applying Emblematic Analysis
Let’s demonstrate this
PersonalityType
TABLE 4 TABLE 1 TABLE 2 TABLE 3
Option 1 Option 2 Option 1 Option 2 Option 1 Option 2 Option 1 Option 2
E I S N T F J P
Source: Hilliard (2006)
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Extraversion
E
Introversion
I
Sensing
S
Intuition
N
Thinking
T
Feeling
F
Judging
J
Perceiving
PTalkative Quiet Conventional Visionary Analytical Warm
Happy when settled
Happy when Pending
Sociable Territorial Concrete Abstract Objective Subjective Systematic Casual
Outgoing Intimate Realistic Imaginative Policy FocusSocial Values
FocusDeliberate Spontaneous
Many Relationships
Few Relationships
Experiential Theoretical Impersonal Personal Methodical Emergent
Seeks Breadth Seeks Depth Traditional Original Competitive Nurturing Fixed Flexible
Participative Reflective Practical Innovative Questioning Accepting Seeks ClosureSeeks Open
Options
Initiating Receiving Conservative Trendsetting Logical Emphatic Decisive Tentative
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984)
STSensing & Thinking
SFSensing & Feeling
NFIntuition and Feeling
NTIntuition and Thinking
PrimaryFocus
Facts Data
Facts Values
Possibilities Values
Possibilities Data
SupportingData
Specific Facts (may ignore patterns)
Opinions of specific people (may ignore hard data)
Symbols, imagery and metaphors (may ignore practical data)
Systematic Patterns (may ignore specifics that differ from their mental model)
DeliveryStyle
Practical andmatter-of-fact
Non-personalanalysis
Sympatheticand friendly
Personalwarmth
Enthusiasticand insightful
PersonalWarmth
Logical andingenious
Non-personalanalysis
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984) ; Lawrence (1982)
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STSensing & Thinking
(Relate to Objectives)
SFSensing & Feeling
(Relate to People)
NFIntuition and Feeling
(Relate to People)
NTIntuition and Thinking
(Relate to Objectives)
Stability Reality Proven Experienced Practical Logical Objective Structured Trustworthy Duty Security Achievement
Reality Values Structured Teams Proven Experienced Responsible Subjective Loyal Trustworthy Supportive Personal
outcomes
Accommodating Accomplished Innovative Clever / Intelligent Conscientious Ethical / Responsible Focused on
Possibilities Honorable Principled (Using
Personal Values) Strategic Thinker
Advanced / Modern Coherent / Logical Rational Common sense Consistent Explanatory Imaginative Innovative Resolve Issues Solution Focussed Strategic Solutions
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984); Klein (1990)
Works if you know them
What if you don’t know them well ?
Or know very little about them?
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Scientific Wild Assed Guess
2 Methods
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998)
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Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Hilliard (2002)
Source: Roach (1986)
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Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998)
Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Pollitt (1982); Roach (1986); Natter (1981); Gardner & Martinko (1990) & See Handout
ST SFISTJ
• Management, Administration & Accounting• Law Enforcement• Dentists• Engineering• Careers requiring attention to detail
ISFJ• Education• Health care• Religion• Careers focussed on helping people
ISTP• Skilled Trades• Technical Fields• Agriculture• Law Enforcement & Military• Careers requiring an analytical hands‐on approach
ISFP• Health care• Business• Law Enforcement• Gentle service related careers
ESTP• Business & Marketing• Skilled Trades• Law enforcement• Applied Technology• Action oriented careers
ESFP• Health care• Teaching & Coaching• Childcare workers• Skilled Trades• Careers requiring outgoing enthusiasm
ESTJ• Management & Administration• Sales & Marketing• Law Enforcement & Military• Careers focussed on applying logic and organisation
ESFJ• Education• Health Care• Religion• Careers leveraging personal concern for others
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Source: Briggs Myers, McCaulley, Quenk, & Hammer (1998); Pollitt (1982); Roach (1986); Natter (1981); Gardner & Martinko (1990) & See Handout
NF NTINFJ
• Religion & Counselling• Teaching• Arts• Careers focussed on facilitating development
INTJ• Scientific , Engineering, or technical fields• Computers• Law• Accounting & Finance• Careers focussed on applying Intellectual Creativity
INFP• Counselling• Writing• Arts• Psychology• Careers requiring the use of creativity
INTP• Scientific or technical fields• Psychology• Careers that require solitary objective analysis (e.g.
Research)
ENFP• Counselling• Teaching• Religion• Arts• Careers focussed on using creativity &
communication
ENTP• Science• Management• Technology• Arts• Careers focussed on taking on new challenges
ENFJ• Religion• Arts• Teaching• Psychology• Careers that help personal growth
ENTJ• Management• Leadership• Accounting & Finance• Careers requiring tough minded analysis
PersonalityType
Agendas(Internal/External)
Knowledge(Subject/Situation)
Culture(Societal/Organisational)
Human Nature(Universal)
These are good
indicators
Only apply what is sensible
Source: Developed from information provided in: McShane & Von Glinow (2000); Briggs Myers, McCaulley, Quenk, & Hammer (1998); Keirsey & Bates (1984); Linows (1997); Burns (2000); Sartain, North, Strange & Chapman (1973); Morris & Sternberg (1988); Bernstein & Audley (1988); Hofestede (1991); Tyler & Peck (2001); Newell (2012); Sung Eun Chung & Meneely (2012); Hou & Elliott (2010); Barson (2011); King (2012); Saat & Singh (2011)
We willshow you this soon
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Source: Developed from information in: Baker (1981); Black (1952); Cederblom (1991); Dauben (1995); Dauer (1989); Flesch (1951); Fraenkel (1961); George (1977); Giannini, Rackwitz & Pinto (1991); Lanham & Harris (1987); Josephson & Josephson (1994); Mander (1936); Martin (2006); Missimer (1990); Piatelli‐Palmarini (1994); Porn, Holstrom & Jones (1985); Rock (1983); Salmon (1984); Smith & McIntyre (1982); Thoules (1953); Weinberg (1965); Stenning& Lambalgen (2011); Wethernick (2002); Joll (2010); Gray (2011); Rollinger (2009); Shushan (2009); Merida & Jorge (2009)
A research based system (cognitive science, logic, etc.)
Provide a checklist (minimises guesswork)
They are very flexible (build any message)
RA SO P
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Proposal: You want to make recommendations or sales to someone else or influence them to use the information (get action)
Options: You want to explain a set of options or approaches and get your target to use the information (get selection from alternatives)
Analytical: You want to get people to reach a conclusion from the information you provide (get them to gain understanding)
Sequential: You want to explain a sequence of events or a process (get them to understand the sequence)
Relational: You want to explain interrelated items (literally link anything & make it understandable)
RA S
O P
RA S
O P
RA S
O P
A RS
O P
RA S
O P
PART 3PART 2PART 1 Element 1
Element 2
etc.
Element 1
Element 2
etc.
Element 1
Element 2
etc.
Include all of the parts (this is important)
Only use needed elements (you may not need them all)
PART 3PART 2PART 1 Element 1
Element 2
etc.
Element 1
Element 2
etc.
Element 1
Element 2
etc.
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Cover them in as much detail as required
You can cover them in a diagram
Single sentence or word
PART 3PART 2PART 1 Element 1
Element 2
etc.
Element 1
Element 2
etc.
Element 1
Element 2
etc.
BODY OF RESPONSE
EXPLAIN NEED FOR CHANGE
DETAIL CONS & PROS
DESCRIBE PROPOSAL
ConclusionIntroduction
Dominant Template = Proposal Template
Often only 1 required
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Often only 1 required
BODY OF RESPONSE
EXPLAIN NEED FOR CHANGE
DETAIL CONS & PROS
DESCRIBE PROPOSAL
ConclusionIntroduction
Dominant Template = Proposal Template
If the Elements
are simple
If Elements
are complex
Overview
Detailed Description
Clear Path/Process
Discredit the Cons. (Link to WIIFMs)
Explain Pros (Link to WIIFMs)
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
If Elements
are complex
BODY OF RESPONSE
EXPLAIN NEED FOR CHANGE
DETAIL CONS & PROS
DESCRIBE PROPOSAL
ConclusionIntroduction
Dominant Template = Proposal Template
Overview
Detailed Description
Clear Path/Process
Discredit the Cons. (Link to WIIFMs)
Explain Pros (Link to WIIFMs)
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
Clear Path/Process
Discuss Cons & Pros
State Problem/s or Opportunities
Clear Path/ProcessInterpretationEvidenceBackground
Summarise Sequence
DescribeDetailedStages
OutlineSequence
Overviewof the
Relationships
DescribeIssues
Whole Picture View
Analytical Template
Sequential Template
Relational Template
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BODY OF RESPONSE
EXPLAIN NEED FOR CHANGE
DETAIL CONS & PROS
DESCRIBE PROPOSAL
ConclusionIntroduction
Dominant Template = Proposal Template
Discuss Cons & Pros
State Problem/s or Opportunities
InterpretationEvidenceBackground
Summarise Sequence
DescribeDetailedStages
Overviewof the
Relationships
DescribeIssues
Whole Picture View
Analytical Template
Sequential Template
Relational Template
ARS R
A SP
Align to universal principles
OA P
P R S R
RA SO P
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RA S
O P
EXPLAIN NEED
FOR CHANGE
DESCRIBE
PROPOSAL
Overview
Detailed Description
Clear Path/Process
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
IdentifyProblem orOpportunity
Evaluate Decision
DevelopAlternatives
Choose BestAlternative
1 2 3ImplementSolution
Give them something to do soon
RA S
O P
EXPLAIN NEED
FOR CHANGE
DESCRIBE
PROPOSAL
Overview
Detailed Description
Clear Path/Process
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
Give them something to do soon
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EXPLAIN NEED
FOR CHANGE
DESCRIBE
PROPOSAL
Overview
Detailed Description
Clear Path/Process
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
Give them something to do soon
TIME
HIGH
LOW
Source: Ariely & Zakay (2001)
Chance of applying information or
taking action falls rapidly
Time the Recommendation is made
RA S
O P
EXPLAIN NEED
FOR CHANGE
DETAIL
CONS & PROS
DESCRIBE
PROPOSAL
Overview
Detailed Description
Clear Path/Process
Discredit the Cons. (Link to WIIFMs)
Explain Pros (Link to WIIFMs)
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
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Source: Eichenbaum (2004)
Hippocampi
Last in – Lasts longest
RA S
O P
EXPLAIN NEED
FOR CHANGE
DETAIL
CONS & PROS
DESCRIBE
PROPOSAL
Overview
Detailed Description
Clear Path/Process
Discredit the Cons. (Link to WIIFMs)
Explain Pros (Link to WIIFMs)
State Problem/s or Opportunities
Explain Ramifications (Link to WIIFMs)
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BUY WHAT I AM SELLING
Allocating Time
Overlaying Styles
Setting theStructure
Selecting theTemplates
Laying Out Work out TimingsWriting/
ScriptingBounding Focussing
Theme Title Points
ConciseContent
Pulling the Content Together
These are all coveredin the book
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EnhanceSales/Marketing
Outcomes
Improve all formsof communication
Cut Development
Time