the glass is half full: shifting perception to achieve results margaret a. johnson, p.e. ideal...
TRANSCRIPT
The Glass is Half Full: Shifting Perception to Achieve Results
The Glass is Half Full: Shifting Perception to Achieve Results
Margaret A. Johnson, P.E.Ideal Training, Inc.
www.ideasandbeyond.com(281) 648-0380
Margaret A. Johnson, P.E.Ideal Training, Inc.
www.ideasandbeyond.com(281) 648-0380
What do you see?What do you see?
“When you change the way you see
things, the things you see
change.”
Bumblebee TheoryBumblebee Theory
The PlanThe Plan
Examine thinking patterns
Change the way we see ourselves, others and situations
Asset Vs. Deficit Based ThinkingAsset Vs. Deficit Based Thinking
What is right: Identifying strengths, talents and possibilities
What is wrong:What is not working
DEFICIT ASSETNot this again
At least I know how
to deal with this
Why didn’t you…?
What is possible?
That won’t work Whatever it is … I’ll work with it
He’s out of his mind! What was in your way?
Get out of my way! What could work?
Whose fault is it? I will…
How Do You See Yourself?
How Do You See Yourself?
Personal(e.g. confidence, analytical skills)
Relational(e.g. compassion, listening)
Situations(e.g. mistakes that offer learning,
upbringing)
Personal(e.g. confidence, analytical skills)
Relational(e.g. compassion, listening)
Situations(e.g. mistakes that offer learning,
upbringing)
Idea KillersIdea Killers
Like
Concern
Suggest
LCSLCS
1 2voice-
activatedlipstick
invisible sunglassesedible airplane
recyclable flashlightunbreakable houseself-cleaning bottleexpandable laundry
HomeworkHomework
SidekickSidekick
SELF TALKSELF TALK
• What don’t you want?
• What do you want?
• Where is your focus?
The Way We See OthersThe Way We See Others
Ladder of Inference Ladder of Inference
^ Take actions based on beliefs
^ Adopt beliefs about the world
(our beliefs affect what data we select next time)
^ Draw conclusions
^ Make assumptions based on meanings we add
^ Select data from what we observe
^ Observable data and experiences
What I like about you!
What I like about you!
Before you speak:What do you like or admire about the person you’re talking to?
What did they do?What did they do?
One person at work who you admire:What did they do that was positive?
One person who frustrates you:What did they do that was positive?
The Way We See Situations
The Way We See Situations
Pike SyndromePike SyndromeIgnoring differences in situations
Assuming complete knowledge
Over-generalizing reactions
Rigid commitment to the past
Refusal to consider alternatives
Feeling victimized by one’s environment
Failing to test one’s perceived constraints
Risk TakingRisk TakingClarify a goal
Evaluate ways to accomplish the goal
Consider your risk taking tendencies
Increase the reward/risk ratio
Take action
As we change our thoughts,
we change our minds, we change our world.
Plan of ActionPlan of Action
Recommended Reading
Recommended Reading
Change the Way You See Everything – Cramer, Wasiak
Crucial Confrontations – Patterson, Grenny
Crucial Conversations – Patterson, Grenny
Now, Discover Your Strengths – Buckingham, Clifton
Risk Taking: A Guide for Decision Makers - Kindler
Corporate TrainingCertified Executive/Corporate/Life Coach
Professional Speaker
Margaret A Johnson, P.E.Ideal Training, Inc.
Corporate TrainingCertified Executive/Corporate/Life Coach
Professional Speaker
Margaret A Johnson, P.E.Ideal Training, Inc.
www.ideasandbeyond.com(281)648-0380
blogspot.com/igniteyourideas.com
Working with people to unleash their creativity
and remove barriers to their success!