1. 5/10/2014
1
John Scherer

2. www.ebbf.org

3. PAEI: Four Workplace ‘Languages’
3
Worldviews at Work
Sources of Influence

4. 4
Potential Polarities
What People ‘Fight’ About
Faster Slower
Details Big Picture
Process Output
Structured Unstructured

5. 5
Four Workplace ‘Languages’
Producer
(Pusher)
Administrator
(Analytical)
Entrepreneur
(Expressive)
Integrator
(Interpersonal)
Perspective
Details Big Picture
Comfort Mode
Structured Unstructured
TopPriority
Pace
* Adapted from Ichak Adizes’ Solving the
Mismanagement Crisis and David Merrill’s Social
Styles.
P E
A I

6. 6
What People Need to Hear First
Perspective
Details Big Picture
Comfort Mode
Structured Unstructured
TopPriority
Pace
P E
A I
WHAT? WHY NOT?
HOW? WHO?

7. 7
When Working With
Entrepreneur/Experimenter
1. Move along, show them 'the big
idea,' the big picture, the big possibility.
2. Present general ideas--details when asked.
3. Give them ample opportunity to contribute.
4. Take their commitments with 'a grain of
salt.' They’re probably based on their
enthusiasm of the moment.
5. Use testimonials and success stories, if you
disagree, or want to convince/motivate.
6. Take time on your own to work out the
details.
7. Find out where they are in their decision
process and finalize decisions made.
8. Write a follow-up letter to confirm
decisions.
9. Make sure things are exciting.
From the work of: Ichak Adizes and David Merrill
When Working With
Producer/Pusher
1. Get down to business quickly.
2. Identify 'objectives of this meeting.'
3. Move at a fast pace--be precise and
efficient; let them set the agenda or make a
decision as early as possible.
4. When delegating, be specific: clarify--
who, what, by when, how.
5. Stay business-like.
6. Recognize their ideas, accomplishments,
and work effort.
7. Tell them what the results, the outcomes of
the activity will be, in terms of their
objectives.
8. Make sure things move forward in their
direction.

8. 8
When Working With
Administrator/Analytical
1. Think about how to minimize risk.
2. Do not rush or force rapid decisions.
3. Be prepared with facts, present
systematically.
4. Present facts, not opinions, to convince or
motivate.
5. Get all objections/data needs out early.
6. Provide for guarantees, methods of
lowering risk.
7. Avoid gimmicks. Be more formal than
informal.
8. Support with actions--not words.
9. Tell them where it has been done already
and how it turned out.
10. Make sure things are organized & accurate.
From the work of: Ichak Adizes and David Merrill
When Working With
Integrator/Interpersonal
1. Warm up, show genuine interest in them
as a person.
2. Don’t rush-don’t try to force rapid
decisions.
3. Take time to connect with their personal
objectives and needs/feelings.
4. Listen actively.
5. When have to make a rapid decision,
take time to explore areas of potential
misunderstanding.
6. If you disagree--or want to motivate--
discuss opinions and feelings of those
involved.
7. Give personal commitment of support
when delegating.
8. Be sure others have already agreed;
build a support base first.
9. Make sure things are safe.

9. 9
# ebbfLondon

10. http://vimeo.com/89493828
Have a look at an ebbf experience
- London 2013 -

11. www.ebbf.org