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Expert In Communication
Understanding Directive Communication:
Directive Communication is a training and organisational psychology that affects how people act and react in groups and teams. It is a foundational science for influencing team/group dynamics to cultivate high performance cooperative work cultures and leadership across any people related discipline within an organization. The Directive Communication methodology incorporates the latest breakthroughs in motivational and genetic psychology. It sets a structure to identify key factors that create individual and group reactions that reduce effectiveness.
The system promotes awareness of personal actions that provoke unconstructive group reactions. Individuals then discover how to modify small behaviors to affect the group to draw out enhanced personal behaviors. Others in the group are also affected with a greater ability to positively interact with those in the group. When Directive Communication is applied in training, the groups being trained learn as they become aware, not as they are instructed. Behavior modification then becomes easier to apply.
26th September 2010 From Indonesia, Jakarta
Yesterday I got assignment from college on psychology n I was suppose to give example to support my answer. N your provided article has supported me to write appropriate example. Very nicely all the things are clubed in it.
I need one help can anyone help me to get a thread wherein I ll get more input on I/O psychology as I am searching it but many attachments are not opening here as they are corrupted. I need some good stuff on Male n Female psychology also.
Once again R.K. Its nice article n looking for your further articles.
Have a nice time ahead.
26th September 2010 From India, Virar
Before reading this, Download the Leadership Development Mind Map (attached).This is a flowchart of how to build leadership across all levels of your organization using Directive Communication Psychology and methods.
Fostering a leadership transformation for strategic organizational competence demands consideration in 4 areas , these are:
1. Organizational Awareness:
The need to become Aware of the Organizational affairs affecting competency and leadership deal with the perceptions, communication and emotions of the people in your organization. The fundamental elements are:
a. Foundations for Blame:
Blame is a basic part of understanding the profundity of emotional frustration, low motivation, and gaps in competence potential and anticipations. An Organizational Culture with a great deal of Blame, is dysfunctional and operating from fear instead of innovation.
b. Organizational Communication Assessment:
The structures and fundamental understanding of the communication processes and how communication gaps influence competence and cooperation are essential to understand before working through a proper strategy for organizational competence.
2. Alignment of the Senior Team:
One of the biggest barriers in strategic organizational competence is that the senior team has difficulty in aligning vision, processes and leadership styles to achieve the overall organizational goals. This results in each pulling in different directions or sometimes just conforming to the big boss because its easier and not because they assume it will make a positive difference. The two areas for alignment are:
a. Creating a Leadership Improvement System:
Within the senior management team themselves, the formation of independent projects to upgrade operational structure, feedback and strategy that each senior manager will take on as part of the objective to have a better understanding of each other and prevail over the barriers of what is essential to work effectively and harmoniously together.
b. Creating a Leadership Evolution System:
Here leaders create a system that affects the organization by using Directive Communication Psychology to engage others and set examples of “success enhancement” behaviour where employees learn and make progress by virtue of their work.
3. Cultivating an Ideal Leadership Identity:
a. Personal Awareness:
Before we can move forward we must know what drives us, how we communicate and the difference between our own reality and the reality of others. Only then can we look outside of what we know to create what is unfathomable.
b. Personal Character Assessment:
What features of your personal character have an impact on your success as a leader? By recognizing the multiple aspects of your identity and the affects of environment, you will be able to list existing competencies and how to uncover them in others as well.
c. Affects on Organization:
At present your organization has been affected by you in one way or another. What are the effects of your leadership techniques in developing trust, loyalty, commitment, success...?
d. Leadership Identity:
What is your identity at your best? What are the environmental factors that bring out the best of who you are? What roles do you play when you are at your best, what emotional gratifications do you achieve and who do you need to be to influence the environmental factors that bring out the best in you and others.
4. Creating a Leadership Enriched Environment:
The fact is that all employees actually share a common vision, the problem is that they fail to perceive it. By helping them to find and focus on the general aspiration to build a better more cooperative and more respectful working environment as part of overall strategic competency, they are primed to succeed.
b. Guiding Principles:
When employees develop their own rules for attaining a cohesive greater goal; they will be far more passionate about being the best they can be in the working environment that is supportive to their success.
c. Evolution Catalysts:
Once we have an consciousness of ourselves and the organization, its communication and its leadership flaws, we can make the fundamentals to build leaders throughout the organization. These leaders become the revolutionaries that have an effect on other to become more successful in their work and improve competence throughout the organization.
Arthur F. Carmazzi, Principal Founder of the Directive Communication Methodology and Voted as one of the world's top 10 Leadership Professionals by Global Gurus International on FREE Leadership Training videos at the BeTheGuru (www.betheguru.net) Organizational Development Portal. Also see Arthur's Leadership Development Tools at Organizational Development Leadership Training for Change Management and Arthur Carmazzi Leadership Development - Organizational Change
28th September 2010 From Indonesia, Jakarta
When you were in school, did you ever notice that some students did not study at all and still obtained good marks? While you on the other hand needed to study hard to obtain the same results. Yet some classes you had to study less than others to get the same results. There are various psychological and motivational causes why this is so, but the significant influence is the difference in brain processing between the student and the teacher.
Suppose a classroom full of students. And each student in the class is wearing colored glasses. The teacher is also wearing glasses but the teachers glasses are colored green. As the teacher goes around the room describing the different models and structures, he describes them from his “Green” perspective. He may even explain them very clearly and accurately, but it seems that a large number of students in the class fail to understand. He becomes frustrated with some of the students because when he looks at them through his green perception, they also are wearing “Green” glasses and therefore should be capable of perceiving it as he does. So he may "tag" some students as stupid or unmotivated and continue teaching in his green way while some students find it difficult on their own to learn the lessons.
While this may be common in school, it is equally as common in the workplace. Managers, supervisors and staff are all the time misinterpreting each other, reacting to these misinterpretations, labeling each other, and increasing gaps in productivity and job fulfillment.
If we could only remove our tinted glasses!
Recent genetic psychology research (a 25 year study by Sandra Segal and David Horn combined with Research by C. Cloninger and Ned Herrmann) has shown that we are running very particular Genetic Processors in our brain. When combining these three studies and finding the thread of commonality, the notions of profiling to determine “Behavior Style” or "Personality" are replaced with “Processor and Environmental Adaptation” to determine individual and group dynamics related to communication, leadership, and productivity.
Through the science of “Directive Communication™” Psychology (DC)we can discover how to remove our tinted glasses and teach, learn, lead, persuade, and promote greater productivity in our work and personal life. The colored glasses model is based on the four distinct genetic processors that are fundamentals for the way we interpret the world around us communicate to ourselves. It is NOT personality! Trainers who have gone through and intensive Train the Trainer Course to achieve their DC Traner Certification know that if you compare your brain to computer processor, you may find that some people possess a PC processor, while others may have a Mac processor. Each of these processors can run similar applications such as Microsoft Excel or Adobe Photoshop, and while these have the same function and similar appearance, each requires different programming to run the same type of software because each processor runs the programs differently. For example, a PC will run Excel in a very direct and fast manner, but will run Photoshop in a slower and roundabout way. The Mac on the other hand is just the opposite. But, if you try to run Excel for Mac on your PC, it won’t work and vise versa. Our brains function similar to the idea of a PC processor compared to a Mac Processor.
For example: If you are a green brain person (random, interactive processing) trying to do a red brain (linear objective processing) function, you will find it difficult to do it in the same way that a red brain person does. As you struggle to get the point, understand the information, or truly empathize with another, it then becomes essential to process your red brain outcome in a green brain way.
The problem is that most of us do this by means of trial and error. We normally don’t realize what processor we are running. To make it worse, we may have been taught that the “Red” brain way is the only way to approach things, so we don’t even try to assess a “Green” brain process, and through this difficulty we may figure that it’s just too difficult and give up trying.
To explore the genetic processing patterns of a person’s brain, we can make use of the Directive Communication ‘Colored Brain Communication Inventory’, or CBCI for short. Once you have knowledge of your own communication pattern, it becomes obvious in how to maximize your own capacity to learn, communicate, influence and develop good habits that have difficult in the past.
Take the complementary CBCI at Colored Brain Psychometric Profiling or go to Colored Brain Communication and Psychometric Tools for Management
This has little to do with “personality”, a friend, as the eldest daughter of 2 doctors was shaped and guided to become a professional. Her family influenced her to desire and study towards a professional discipline since she was 4 years old. While her genetic substructure was blue brained, she was steered into a very red brained education, upbringing, and career as she decided to become a lawyer. Because of her upbringing, she acted and behaved much like red brained person and everyone (including her) assumed she had the “personality” for this line of work. And while she became successful in her firm and her family’s aspirations were satisfied, there was something missing. She was feeling unhappy, she felt unfulfilled in her achievements and did not connect well with other lawyers at the firm. It wasn’t until she uncovered her blue brain orientation through personal discovery, that she was able to place her red brain flexibility in the right point of view. She then quit her firm and made use of her current skill sets as a “blue brained” attorney to work for Club Med. She is presently successful AND happy.
Our education, our career, and our environment are exhibited by means of the color of our glasses. Through consciousness of how we and others process information, we get greater insights on how to learn better, how to develop talents not natural to our genetic ability, what career to choose, and how to appreciate and bring out the best in the people around us.
While the other half of the equation, our emotional drivers, is subject to our environment and evolves with experience, knowing the color of your brain is the foundation for creating Brain Software for your unique processor. It is the foundation for not only better learning, but better and faster implementation of what you learn.
10th October 2010 From Indonesia, Jakarta
Even before the commencement of the selection process so you have the knowledge of what to really look for in a candidate. Recruiting an employee suitable for your organisation goes beyond job description and skill, and even “personality”; it comes down to the very essence of your organisation and its culture, or at least the culture you want to have.
It is important to ask three questions which are “What type of culture does your organisation want to have?”, “What type of culture dose it really have?”, and “What are the values, communication processes, and emotional drives a new employee should have to adapt in to their position and the culture that will help it to Evolve?”
Keeping this in mind the interviewer is more prepared to recognize the nuances of an employee’s “Cultural Fit”. Each individual introduced into an organisation reacts to the culture it has. Those reactions will perpetuate it, decline it, or possibly develop it. So it becomes essential to understand your organisation’s culture before you even start the selection process.
Culture can be summed up as a recipe for the way your organisation functions. Some recipes create lots in quantity but taste a little, others may be too spicy, and yet others may be delicious but be tough and difficult to chew. Also, many recipes may have the same ingredients but in different quantities to create very different ultimate outcomes. Some of the significant factors in an organisation’s recipe are: measure of innovation, measure of blame, measure of empowerment, measure of structure, measure of cooperation and measure of personal growth within the organisation.
The CCEE (Corporate Culture Evolution Evaluation), tool included in the DC Interview kit, is designed to assist in discovering and understanding the current level of culture evolution an organisation is at.
After the culture objectives are recognized, there are specific competency areas you will need to know. Do they really possess enough of the specific hard skill required to do the job? This component is not a part of the DC Interview kit and should be addressed with other competency based evaluations and testing for the specific competencies.
After it is established that the candidate does have the skills required, the interviewer needs to know how that person will fit into your corporate culture and the specific job, how they will react to the people they work with and make them feel, how the people they work with will react to them and how that will affect their personal performance, what will motivate them and what will cause them to lose interest, how they process information and how that will complement or hinder effectiveness with the individuals they work with, how they will react to pressure within the cultural mechanism and how they will demonstrate leadership.
The following are the 3 foundations the DC Interview kit uses to identify the appropriate employee for your performance and culture objectives.
1. Identification of how a candidate interprets the world around them. This is a factor in organisational communication where “the mix”, affects culture and, individual and group effectiveness.
A. The psychometric tools used is the Directive Communication Colored Brain Communication Inventory (CBCI)
Directive Communication™ Colored Brain technology was developed by Arthur F. Carmazzi around three separate bodies of work based on investigations by:
i. C. Cloninger, on Temperament and Character in 1994 involving 4 years of modern genetic research
ii. Dr. Sandra Seagal, David Horn and their associates since 1979, involving more then 50'000 people representing over 25 cultures and identifying inherent distinctions in the genetic functioning of people as whole mental – emotional – physical systems. The studies included tracking babies from 2 1/2 weeks of age for more than 12 years,
iii. Ned Herrmann’s research on whole brain thinking since 1972
These works were revisited and findings combined to conceive a practical model of how people are made distinctive from others by their own specific mode of processing the world around them, processing information, acquiring knowledge and problem-solving, communicating, and relating to others. The model was then statistically evaluated across 60 different corporate and 6 cultural environments with over 8,000 people.
This is NOT a test for behavior or personality, but an inherent way the brain processes and communicates. The CBCI is validated by the American Institute of Business Psychology
The differentiation determined by means of the CBCI in brain functioning are more fundamental then age, emotional values, race, culture and gender. They seem to exist globally, characterize males and females equally, and be observable at every age level. They can be identified even in infancy.
The 4 measured criterion of the CBCI are:
i. Natural mental processing power (the natural genetic strengths that determine how the candidate’s brain processes information, and how he/she will take action in a given career situation).
ii. Learned mental processing strengths (The learned ability to get results in an area regardless of the candidates natural brain processing).
iii. Mental Flexibility (The ability to productively work and communicate with others that operate with different mental processors) .
iv. Communication improvement areas (Determining what brain processing types are complicated for a candidate to mix with is instrumental in preventing potential problems in management and teamwork).
The Directive Communication™ organization of the different colors of the brain in classification of genetic neuro-processing defines the way each person experiences their environment and takes in and interprets information, which results in specific ways of perceiving and evaluating events and situations. This identifies 4 key elements of Cultural fit:
i. The communication and perception gaps that can originate reactionary behavior that will affect personal and group effectiveness.
ii. Contribution of perceptional variety – how and if they will be able to add a different viewpoint to the group for enhanced results and problem solving.
iii. Work processes that can compliment or hinder the effectiveness of a work group or department.
iv. A candidates capacity to adapt to and realize others perceptions and mode of communication.
B. Other Applications of the CBCI:
Through recognizing the basic methods in which our brain genetically works, we prevail over misunderstanding, conflict, and damage of personal and group potential. Awareness of the brain color gives us the means to maximize our capacity to behave intelligently, to Turbo Charge our natural gifts and use them to maximize our ability to fully enhance organisational culture by means of greater cooperation and communication. When we are able to perceive others at a deeper level, we set the foundation to unleash greater potential and competencies in groups, and we gain greater harmony with our environment and our teams.
Each color makes up about 60% of the way function in our world. One color differs from the other colors in the way they process information, acquire knowledge, communicate, problem-solve, act and react in teams, and become stressed. Each color has its own requirements for learning, developing and functioning. Each has unique gifts and is given to specific ways of perception, hence making an exclusive way for each to develop within the culture of their organization.
The organisational culture may foster or hinder growth of our natural abilities and create new “brain software” that allows individuals to make use of their natural processor to emulate characteristics of other brain colors. Problems in competency take place when people try to ignore their natural processing and “do” a different color instead of using their natural processes, or work with others who have complementary natural abilities, to gain the same result
11th October 2010 From Indonesia, Jakarta
2. Identify if a candidate’s emotional and cultural fit with the job description and organisational culture
a. The kit employed is the Colored Brain Communication Cards (CBC Cards)
The CBC cards were researched, designed and refined by Arthur F Carmazzi over a 2 year period with more than 4000 trails. They are designed to elicit subconscious thoughts, emotions and even forgotten memories associated with a specific centre of attention. They function through drawing out subconscious associations to specially selected and created pictures.
The perceptive mechanism in decision making and information delivery uses available conscious references and accesses feelings, knowledge, and information related with that decision or centre of attention. CBC cards aid in extracting and the consolidation of these thoughts, information and feelings by introducing a visual catalyst that stimulates the association between ideas, thought processes, logic, and emotions.
When the Cards are used in a “Game” apparently unrelated to work, the visual cortex and subconscious take over and the mind relaxes its defenses, allowing a more honest communication to surface. The “character” of the subconscious becomes visible and one can observe truth over the need to impress.
i. CBC Cards Application in Interviews
1. Topics that are typically not connected with a job or interview are used to recognize specific emotional drives that indicate fundamental values and motivations that drive their action and desires in life and work. This component of the CBC card application makes possible for the interviewer to understand wheatear the candidate is emotionally and mentally suited to fit in the corporate culture, vision, and organizational and brand values. This identifies if the type of job they would excel in and the type of job that they would underperform in. This is all exposed when a candidate explains what each card stands for.
2. A definite differentiation of the candidate’s primary emotional drive enables the interviewer to understand a candidate’s real reason for desiring to work in the organization and the gratification they will get from their job.
3. The process by which the candidate looks through the cards and the relationship the cards have toward each other can recognize some of the communication processes unique to that individual and expand on the outcomes from Colored Brain Communication Inventory.
4. The candidates type of cards and any structure the candidate uses to exhibit the cards also has an indication with the candidates possible work processes.
5. The types of cards that are selected, when cross referenced with the process of selecting the cards, identify perception and communication processes which also specify who they will work well with and who they will have conflict with.
ii. Other applications of CBC Cards include:
1. As Coaching Tools
2. To evaluate the process by which someone really feels about a situation or project.
3. To communicate to yourself and others at the deepest most intimate levels.
4. To have a greater insight about decisions you have to make.
5. Have a better realization of the effects for actions you need to take.
6. Helping others to realize a greater meaning in what they are doing.
7. Realizing the requirements of those you work with and expressing your needs.
8. Creating deeper communication between people working together.
9. Establishing the motivating components in an action or decision.
10. Discovering greater insights about products or services.
11. Innovative idea generation and brain storming.
13th October 2010 From Indonesia, Jakarta
3. Identifying potential problem areas that could arise in work environment, work priority motivation, productivity potential and time organization. Tool #3 in Interviewing for Cultural Fit
a. The tool used is the World of Work Map
The World of Work Map was researched and designed by Arthur F Carmazzi. It was created to manifest the motivational and sometimes destructive paths one takes in areas of work. It is fundamentally a spreadsheet of characteristics and experiences disguised as an old world map.
Since the brain is mainly influenced by the visual cortex, appearances (and how it is framed) have an effect on the way the brain deals with information. Conscious references of poor performance and priority become clouded in the “game” and truth once again appears. The centre of attention is transferred to game rather than to the effect of the information.
Through a sequence of questions related to the global “idea” of work, a payer reveals global problems or harmony that would be inherent in how others react to them in a work environment.
The continent ranking processes of importance and frustration expose uses of time and the player’s motivational priorities.
i. The illustrations of good and bad are visible on the map as metaphors. So whenever your brain is working in metaphors then you are likely to be less restrictive in your thought process and more honest when dealing with things at a more subconscious thought level.
ii. The map illustrates 5 continents separated into 5 distinct areas that have positive and negative representations.
* Continent 1: Meeting Land and the Cliffs of Death - metaphor for meetings
* Continent 2: Social Jungle and the Desert of Despair - metaphor for social encounters at work
* Continent 3: Directive Interaction Forest and the Swamps of Darkness - metaphor for communicating about specific action
* Continent 4: Team Mountain and the Mountain of Fire - metaphor for working in teams
* Continent 5: Solo Caves and the Bottomless Pit – metaphor for working alone
* The center of continents is the ‘unknown’ Unchartered Waters
It provides you a representation of an office related work environment and reduces a candidate’s defenses due to the fact that it seems to be playing a game.
When a candidates mind in this more relaxed state it gives you an opportunity to make associations to these metaphors that go back to your working environment, discover where your productivity is, and reveal the way you feel in different work functions and work sphere, both positive and negative.
Each continent on the map is also connected to a chunk of information about something a candidate might do. Because of that it is easier to bring out thoughts and feelings regarding priorities and to see how much time a candidate spends in these work spheres. When you rank these in order of importance, it helps to identity where your priorities is located.
Also due to the fact that these meeting land areas are separated into chunks it becomes a place where you have a different viewpoint. When you make use of the map it gives you an opportunity to recognize “your” map of how you actually work, how you get the feelings regarding certain areas and what complications you face in those work spheres. Think of it as a travel map, ask yourself what are the sights you would see, what fun things you would do or what experiences you have had in this place.
The fundamental result is that an interviewer will determine how this candidate:
* Will Improve or Ruin CORPORATE CULTURE
* Will have an effect on the VALUES and MOTIVATIONS of the people they work with
* Will provide MORE THAN JUST SKILL to the department or team they’d be joining
* Would manifest LEADERSHIP within an organization
* Would WORK UNDER PRESSURE
There are thousands of Books on how to do well in an Interview but none to date about beating this system. Candidates can fool you consciously, but the subconscious will always expose the truth.
The process takes between 20 to 40 minutes to complete a full interview and realize if the candidate that is being interviewed, is indeed the desirable employee.
13th October 2010 From Indonesia, Jakarta