Winning Willing Cooperation

Through:Presentations skills

Leadership SkillsCore Skills for Coaching

EXCUSE ME WHILE I GATHER MY THOUGHTS!

SO, WHAT DO WE FEAR?

SO, WHAT DO WE FEAR?

Black Mamba

SO, WHAT DO WE FEAR?

Baboon Spider

SO, WHAT DO WE FEAR?

Rain Spider

SOME FEARS ARE USEFUL

But this one? – It just kills your dreams

WHY?; WHAT IS GOING ON?

OUR BRAIN – THE BLANK CANVASS

• One Command

• Two Fears

OPTICAL ILLUSION?

CONTEXT EFFECT

WOULD YOU EAT IT?

ENTER DR. ALBERT MEHRABIAN

MANAGING YOUR EYES

55% of the equation

WHAT PEOPLE SEE

Is what they make judgements on - most of the time

MANAGING YOUR EARS

38% of the equation

HOW MANY DIFFERENT MEANINGS CAN

WE GET OUT OF THIS SENTENCE?

“I never said he took the money”

LOOK AT WHAT HAPPENS IN A CONFLICT

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’

GOOD LEADERSHIP REMOVES CONFUSION

HOW PEOPLE COMMUNICATE...

Great leaders listen beyond what is being said

The experience started before it started...

CHOICE OVERLOAD

Think about this…

CHOICE OVERLOAD; IS THIS ALWAYS THE CASE?

Maybe not… It depends

La Casa Gelato, Vancouver, Canada

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?

VISUAL & DECISION ILLUSIONS

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

Based on the work of Professor Dan Ariely

Did they intend to hurt?

THE FOUNDATION OF IRRATIONALITY

WHICH LEANS MORE TO THE RIGHT?

DID YOU SAY ON THE RIGHT?

That is the choice that most people make

WHICH LEANS MORE TO THE RIGHT?

BUT WHAT ABOUT THIS?

Watch what happens…

NOW WHICH LEANS MORE TO THE RIGHT?

NOW, HOW COULD THIS BE?

WHAT’S INTERESTING ABOUT VISUAL ILLUSIONS

IS…

…Most get it wrong!

HERE’S ANOTHER

What colours are the arrows pointing to?

ARE YOU SURE?

Look again

LOOK AGAIN

Now why is that?

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

DEFAULTS

The brain’s path of ‘least resistance’

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?

WHAT ACCOUNTS FOR SUCH

A LARGE DIFFERENCE IN NEIGHBOURING

COUNTRIES?

NETHERLANDS HUGE EFFORT & COST

To arrive at 28%• Mail Campaigns • TV Campaigns• Radio Campaigns

AND BELGIUM

NOTHING

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.

THE COMPLETE PICTURE IS

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

ASYMMETRIC DOMINANCE

How we make things seemingly ‘incomparably’ comparable for people?

WHAT HAPPENS WHEN WE ADD SOMETHING TO THE

MIX?

Make your choice…

GOOD COACHES UNDERSTAND

It’s difficult to evaluate choices If no frame of reference thenYou provide the frame of reference

LETS CHECK SOMETHING…

Let’s try a little test…

BUT WHAT WOULD HAPPEN…

Similar scenario – only this time…

Has your answer changed… How?

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?

WHY IS IT…

That we make snap decisions on large purchases

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.

WE ALMOST INSIST ON PAYING FOR INCOMPETENCE

Think of the implications of what you’re seeing here

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.

DISHONESTY

HOW DO WE THINK ABOUT IT?

Cost/ benefit

COST / BENEFIT APPLIED TO CHEATING

Gary Becker thought about this, this way

CONSTITUENT PARTS OF BECKER’S THEORY

1. How much do I stand to gain?

2. Probability of being caught!

3. Punishment

MORALITY

• What happens when you remind people of their own morality?

• Honour code

MOTIVATION

What is it?

In your groups – discuss what you think it is – and report back.

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…?

WHAT ABOUT RECOGNITION?

Does it influence motivation?

TWO ADDITIONAL THOUGHTS

1. The IKEA Effect

2. Not invented here bias

EMOTIONS

Two systems of making decisions

1. Rational

2. Emotional

Blaise Pascal (1623-1662)

“We arrive at the truth not by reason alone, but also by the heart”

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

HOW WOULD YOU REACT?

If you were confronted by this?

REALITY

Same reality?

We assume so but:AttentionContextExpectations

WHAT DO YOU SEE?

Have they been successful?

How do you know?

A HANDSHAKE?

Is this business or social?

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.

SELF-FULFILLING PROPHECY

What are they?

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’

WHAT DO YOU THINK?

How’d you like to run into this guy?

WHAT DO YOU THINK?

How’d you like to run into this guy now?