Conversation is a fundamental component of human behavior, it's part of our basic make-up, it makes us human. Even with this evolutionary fact staring us in the face many companies still don't understand how to engage in meaningful conversation with their customers and employees. This presentation will teach you how to overcome obstacles to conversation, participate in conversations about you and your market and move people to action.
Social Penetration Theory proposes that closeness in relationships develops gradually through reciprocal self-disclosure from more superficial to intimate levels of sharing. It views personality as layered like an onion, with more public aspects on the outside and private parts at the core. People aim to maximize the benefits of intimacy while minimizing vulnerability by carefully regulating how much they disclose based on expected rewards, costs, and available alternative relationships. However, the theory has been criticized for oversimplifying disclosure dynamics and overlooking gender and cultural factors.
Lecture 1 introduction to debate (fall 2012)CJMcRae
This document provides an introduction to debates. It defines a debate as a discussion where people express differing opinions on a topic. Debates can be organized events or informal discussions and they occur everyday in media, protests, government, work, school, and between friends and family. Building an effective debate is likened to building a house, with an opinion forming the foundation, reasons providing support, and evidence reinforcing the reasons. Successful debates involve two opposing opinions on an issue. The document outlines three types of opinions: opinions of value that compare two things, opinions of policy that recommend actions, and opinions of fact that state something as true.
The document discusses negotiation skills and techniques. It defines negotiation and outlines its key features. There are two main types of negotiation: distributive, which is competitive, and integrative, which seeks a win-win outcome through cooperation. The negotiation process involves preparation, information sharing, bargaining, and finalizing a deal. Key techniques include understanding your BATNA and adopting a "purple" negotiating style that balances assertiveness and cooperation. Effective negotiators are well-prepared, patient listeners who can analyze situations and leverage their alternatives to reach an agreement.
The document provides information on various negotiation skills and strategies. It discusses different types of negotiations including intra-person, inter-person, planned, and unplanned negotiations. It also covers different negotiation styles such as hard, soft, and principled negotiation. Specific negotiation strategies are outlined, including lowballing, pinpointing needs, challenging, feinting, using a good guy/bad guy approach, and splitting the difference. Good communication skills for negotiation include using clear language, listening effectively, and paying attention to non-verbal cues such as body language, facial expressions, and physical gestures.
Our lives are filled by negotiation process
Do you believe if everything is negotiable?
This slide will share about:
1. What is negotiation
2. Some powerful negotiation tactics
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
The document summarizes a book about crucial conversations - high-stakes discussions where opinions vary and emotions run strong. Chapter 1 defines crucial conversations and explains their importance. Chapter 2 previews tools for preparing, talking, listening and acting together during crucial conversations. Chapter 3 discusses focusing on mutual goals and clarifying personal motives. The book provides skills and models for identifying risks, restoring safety, sharing perspectives respectfully and reaching agreements to solve problems through crucial conversations.
Social Penetration Theory proposes that closeness in relationships develops gradually through reciprocal self-disclosure from more superficial to intimate levels of sharing. It views personality as layered like an onion, with more public aspects on the outside and private parts at the core. People aim to maximize the benefits of intimacy while minimizing vulnerability by carefully regulating how much they disclose based on expected rewards, costs, and available alternative relationships. However, the theory has been criticized for oversimplifying disclosure dynamics and overlooking gender and cultural factors.
Lecture 1 introduction to debate (fall 2012)CJMcRae
This document provides an introduction to debates. It defines a debate as a discussion where people express differing opinions on a topic. Debates can be organized events or informal discussions and they occur everyday in media, protests, government, work, school, and between friends and family. Building an effective debate is likened to building a house, with an opinion forming the foundation, reasons providing support, and evidence reinforcing the reasons. Successful debates involve two opposing opinions on an issue. The document outlines three types of opinions: opinions of value that compare two things, opinions of policy that recommend actions, and opinions of fact that state something as true.
The document discusses negotiation skills and techniques. It defines negotiation and outlines its key features. There are two main types of negotiation: distributive, which is competitive, and integrative, which seeks a win-win outcome through cooperation. The negotiation process involves preparation, information sharing, bargaining, and finalizing a deal. Key techniques include understanding your BATNA and adopting a "purple" negotiating style that balances assertiveness and cooperation. Effective negotiators are well-prepared, patient listeners who can analyze situations and leverage their alternatives to reach an agreement.
The document provides information on various negotiation skills and strategies. It discusses different types of negotiations including intra-person, inter-person, planned, and unplanned negotiations. It also covers different negotiation styles such as hard, soft, and principled negotiation. Specific negotiation strategies are outlined, including lowballing, pinpointing needs, challenging, feinting, using a good guy/bad guy approach, and splitting the difference. Good communication skills for negotiation include using clear language, listening effectively, and paying attention to non-verbal cues such as body language, facial expressions, and physical gestures.
Our lives are filled by negotiation process
Do you believe if everything is negotiable?
This slide will share about:
1. What is negotiation
2. Some powerful negotiation tactics
Crucial conversations are important discussions that occur when opinions differ and emotions run high. They can lead to breakthroughs if handled properly by starting with empathy, making people feel safe to speak openly, examining different perspectives, and agreeing on actions. The document outlines seven steps for handling crucial conversations: start with empathy and good intentions; recognize when safety is at risk; make people feel safe to talk; avoid stories and focus on facts; share your perspective and listen to others'; agree on next steps; and follow up. Mastering these skills can turn difficult discussions into productive outcomes.
The document summarizes a book about crucial conversations - high-stakes discussions where opinions vary and emotions run strong. Chapter 1 defines crucial conversations and explains their importance. Chapter 2 previews tools for preparing, talking, listening and acting together during crucial conversations. Chapter 3 discusses focusing on mutual goals and clarifying personal motives. The book provides skills and models for identifying risks, restoring safety, sharing perspectives respectfully and reaching agreements to solve problems through crucial conversations.
Developing engaging brand content for social media sitesRefract Marketing
This document outlines a presentation on developing engaging brand content for social media sites. The presentation covers building a strategic content plan by defining categories, types, and tools; developing a content strategy; creating a content calendar; and engaging across multiple platforms. It also discusses how to tell effective stories, content dos and don'ts, incorporating user-generated content, integrating marketing and PR, and measuring engagement. The goal is to create valuable content that drives user engagement on social media.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High". It discusses that crucial conversations are important discussions when opinions vary, stakes are high, and emotions run strong. These conversations require specific skills like making others feel safe to share openly without attacks. The document outlines tools like STATE to share your perspective and AMPP to understand others. It also discusses different methods to make decisions and commitments to reach mutually agreeable actions from crucial discussions.
The document summarizes key points from two books on effective communication: Crucial Conversations by Kerry Patterson et al. and Fierce Conversations by Susan Scott. It discusses tactics for having high-stakes, emotionally-charged discussions to resolve problems, including getting unstuck, focusing on mutual understanding, and using silence effectively. The goal is to have authentic conversations that tackle difficult issues and improve relationships over time.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
The document describes Crucial Conversations training, which teaches skills for having productive discussions when high stakes, strong opinions, and emotions are involved. It discusses how poor handling of crucial conversations can negatively impact results. The training introduces tools and skills to build alignment, agreement, and communication so people can address concerns respectfully and candidly, give and receive feedback to enhance relationships, and discuss difficult topics persuasively. Organizations suffering from issues like taboo topics or avoidance of tough issues could benefit from this training.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Patterson, Grenny, McMillian, and Switzler. It lists several challenging situations that require crucial conversations, such as ending a relationship or disagreeing with an employer. It then discusses why people often perform poorly in high-stakes conversations, noting factors like the fight or flight response and lack of practice. Finally, it provides tips for improving crucial conversations, such as practicing persuasion, staying calm, and thinking rationally rather than emotionally.
The document discusses how your behavior is perceived by others and provides advice on improving interpersonal skills. It recommends getting 360-degree feedback to understand how you come across. It advises saying "thank you" more often, especially with your spouse, and avoiding assumptions that your success is solely due to your behavior. The document suggests listening more attentively, stopping destructive comments, and asking if what you will say is worth saying before speaking. It also discusses not making excuses and taking responsibility as a leader.
Leadership Development What Got You Here Wont Get You ThereCoachDavis
This document discusses the importance of leadership development and talent management. It argues that in today's knowledge economy, an organization's talent will be the key source of competitive advantage, rather than physical capital. It outlines the different levels of the leadership ladder and emphasizes that leadership skills, like interpersonal behaviors, will become increasingly important at each level over functional skills. The document proposes that organizations assess talent, develop leadership skills through coaching and assignments, and establish an ongoing talent development strategy to ensure success.
Crucial Conversations: Effective Communication When It Matters MostInnoTech
This document outlines strategies for effective communication during crucial conversations. It discusses how silence and violence can destroy crucial conversations and notes that true confidence involves speaking one's voice while making space for others. It presents a framework for crucial conversations that involves searching for "AND" solutions rather than "either/or" options, using emotions as data rather than fuel, and following a respect roadmap that maintains respect throughout the discussion. The goal is to have conversations where all voices are heard and relationships and goals are maintained.
This document summarizes the key points from the book "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillian & Al Switzler. The book teaches skills for having crucial conversations, which are high-stakes dialogues about important topics that require discussing sensitive issues. It discusses how to avoid common unproductive responses like fighting, flighting, or accepting the "sucker's choice" of truth versus relationship. The book provides tools for making conversations safe, keeping unhealthy goals in check, and strengthening relationships even during difficult discussions.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. It defines crucial conversations as important discussions where opinions differ and emotions run high. Such conversations include disagreements with bosses, spouses, or coworkers. The document notes that people often handle these conversations poorly when under pressure. It outlines skills taught in the book for having dialogue where all parties can respectfully share their perspectives to find mutually agreeable solutions. These include focusing on understanding different viewpoints rather than just asserting your own and working to develop a shared understanding.
Elizabeth Alo is a Managing Partner of Vitalwork, a 22-year old local consulting company that specializes in organizational and workforce development. Elizabeth has a penchant for the link between desired business results and the corresponding quality of interactions among senior leaders, managers in the middle and customer-facing front-line employees. For eight years she has consulted with leaders in supporting themselves and employees to take on new ways of thinking and acting in times of change that optimize personal and group power, influence, and, most importantly, results. These measurable changes in behaviors are foundational to the achievement of goals and strategic objectives within the companies Elizabeth has consulted and facilitated developmental workshops.
Come hear Elizabeth as she speaks on the importance of handling Crucial Conversations well as a vital step in executing successful strategies and projects.
This document summarizes Marshall Goldsmith's book "What Got You Here Won't Get You There" and discusses why successful people resist change. It notes that successful people often believe (1) they succeeded due to their skills, (2) they can continue to succeed, and (3) they will always succeed. However, this can lead to behaviors that hinder further success, such as overcommitting without listening to others. The document identifies 20 common habits successful people have that can limit additional growth, such as always needing to win, refusing to admit mistakes, or failing to recognize others' contributions. It encourages appreciating these flaws and suppressing them to improve interpersonal relationships and leadership.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Mary Cicely Barker est une illustratrice reconnues d'oeuvres jeunesses. Il s'agit ici d'une collection d'images de fées, toutes associées à des fleurs. Certains noms anglophones sont toujours introuvables.
The document provides advice on behaviors that successful people should stop engaging in to become even more successful. It lists behaviors such as arguing too much, putting others down, ignoring people, making destructive comments, speaking when angry, being negative, withholding information, failing to give proper recognition, making excuses, clinging to the past, playing favorites, not listening, failing to express gratitude, punishing messengers, and having an excessive need for attention. The overall message is that the behaviors that led to initial success will not sustain further success, and leaders must learn to stop unproductive behaviors in order to continue advancing.
Surrounded By Genius: Practical Advice On Creative LeadershipKelsey Ruger
We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.
Creative Mornings Houston June 2014 - MinimalKelsey Ruger
The document discusses finding balance through minimalism to maximize creativity. It argues that minimalism is not about having less but about uncovering meaning. It recommends practicing creative habits like balancing exploration and execution to access creativity. Specifically, it suggests three ways to practice minimalism: be human, rethink opposites, and shift simplicity. Practicing minimalism in this way through habits can lead to more freedom, creativity, and happiness.
Developing engaging brand content for social media sitesRefract Marketing
This document outlines a presentation on developing engaging brand content for social media sites. The presentation covers building a strategic content plan by defining categories, types, and tools; developing a content strategy; creating a content calendar; and engaging across multiple platforms. It also discusses how to tell effective stories, content dos and don'ts, incorporating user-generated content, integrating marketing and PR, and measuring engagement. The goal is to create valuable content that drives user engagement on social media.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High". It discusses that crucial conversations are important discussions when opinions vary, stakes are high, and emotions run strong. These conversations require specific skills like making others feel safe to share openly without attacks. The document outlines tools like STATE to share your perspective and AMPP to understand others. It also discusses different methods to make decisions and commitments to reach mutually agreeable actions from crucial discussions.
The document summarizes key points from two books on effective communication: Crucial Conversations by Kerry Patterson et al. and Fierce Conversations by Susan Scott. It discusses tactics for having high-stakes, emotionally-charged discussions to resolve problems, including getting unstuck, focusing on mutual understanding, and using silence effectively. The goal is to have authentic conversations that tackle difficult issues and improve relationships over time.
We all have difficult conversations in our lives that we have a natural tendency to avoid. However, effective organizations and effective individuals know how and when to hold these conversations.
The document describes Crucial Conversations training, which teaches skills for having productive discussions when high stakes, strong opinions, and emotions are involved. It discusses how poor handling of crucial conversations can negatively impact results. The training introduces tools and skills to build alignment, agreement, and communication so people can address concerns respectfully and candidly, give and receive feedback to enhance relationships, and discuss difficult topics persuasively. Organizations suffering from issues like taboo topics or avoidance of tough issues could benefit from this training.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Patterson, Grenny, McMillian, and Switzler. It lists several challenging situations that require crucial conversations, such as ending a relationship or disagreeing with an employer. It then discusses why people often perform poorly in high-stakes conversations, noting factors like the fight or flight response and lack of practice. Finally, it provides tips for improving crucial conversations, such as practicing persuasion, staying calm, and thinking rationally rather than emotionally.
The document discusses how your behavior is perceived by others and provides advice on improving interpersonal skills. It recommends getting 360-degree feedback to understand how you come across. It advises saying "thank you" more often, especially with your spouse, and avoiding assumptions that your success is solely due to your behavior. The document suggests listening more attentively, stopping destructive comments, and asking if what you will say is worth saying before speaking. It also discusses not making excuses and taking responsibility as a leader.
Leadership Development What Got You Here Wont Get You ThereCoachDavis
This document discusses the importance of leadership development and talent management. It argues that in today's knowledge economy, an organization's talent will be the key source of competitive advantage, rather than physical capital. It outlines the different levels of the leadership ladder and emphasizes that leadership skills, like interpersonal behaviors, will become increasingly important at each level over functional skills. The document proposes that organizations assess talent, develop leadership skills through coaching and assignments, and establish an ongoing talent development strategy to ensure success.
Crucial Conversations: Effective Communication When It Matters MostInnoTech
This document outlines strategies for effective communication during crucial conversations. It discusses how silence and violence can destroy crucial conversations and notes that true confidence involves speaking one's voice while making space for others. It presents a framework for crucial conversations that involves searching for "AND" solutions rather than "either/or" options, using emotions as data rather than fuel, and following a respect roadmap that maintains respect throughout the discussion. The goal is to have conversations where all voices are heard and relationships and goals are maintained.
This document summarizes the key points from the book "Crucial Conversations" by Kerry Patterson, Joseph Grenny, Ron McMillian & Al Switzler. The book teaches skills for having crucial conversations, which are high-stakes dialogues about important topics that require discussing sensitive issues. It discusses how to avoid common unproductive responses like fighting, flighting, or accepting the "sucker's choice" of truth versus relationship. The book provides tools for making conversations safe, keeping unhealthy goals in check, and strengthening relationships even during difficult discussions.
This document summarizes key points from the book "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. It defines crucial conversations as important discussions where opinions differ and emotions run high. Such conversations include disagreements with bosses, spouses, or coworkers. The document notes that people often handle these conversations poorly when under pressure. It outlines skills taught in the book for having dialogue where all parties can respectfully share their perspectives to find mutually agreeable solutions. These include focusing on understanding different viewpoints rather than just asserting your own and working to develop a shared understanding.
Elizabeth Alo is a Managing Partner of Vitalwork, a 22-year old local consulting company that specializes in organizational and workforce development. Elizabeth has a penchant for the link between desired business results and the corresponding quality of interactions among senior leaders, managers in the middle and customer-facing front-line employees. For eight years she has consulted with leaders in supporting themselves and employees to take on new ways of thinking and acting in times of change that optimize personal and group power, influence, and, most importantly, results. These measurable changes in behaviors are foundational to the achievement of goals and strategic objectives within the companies Elizabeth has consulted and facilitated developmental workshops.
Come hear Elizabeth as she speaks on the importance of handling Crucial Conversations well as a vital step in executing successful strategies and projects.
This document summarizes Marshall Goldsmith's book "What Got You Here Won't Get You There" and discusses why successful people resist change. It notes that successful people often believe (1) they succeeded due to their skills, (2) they can continue to succeed, and (3) they will always succeed. However, this can lead to behaviors that hinder further success, such as overcommitting without listening to others. The document identifies 20 common habits successful people have that can limit additional growth, such as always needing to win, refusing to admit mistakes, or failing to recognize others' contributions. It encourages appreciating these flaws and suppressing them to improve interpersonal relationships and leadership.
Dealing with difficult conversations at work Richard Riche
Difficult conversations can be challenging in the workplace and can lead to conflict if handled poorly. Tips on how to prepare for these conversations, get the right mindset and build an Engaged workforce using Emotional Intelligence and the Neuroscience of the brain.
Mary Cicely Barker est une illustratrice reconnues d'oeuvres jeunesses. Il s'agit ici d'une collection d'images de fées, toutes associées à des fleurs. Certains noms anglophones sont toujours introuvables.
The document provides advice on behaviors that successful people should stop engaging in to become even more successful. It lists behaviors such as arguing too much, putting others down, ignoring people, making destructive comments, speaking when angry, being negative, withholding information, failing to give proper recognition, making excuses, clinging to the past, playing favorites, not listening, failing to express gratitude, punishing messengers, and having an excessive need for attention. The overall message is that the behaviors that led to initial success will not sustain further success, and leaders must learn to stop unproductive behaviors in order to continue advancing.
Surrounded By Genius: Practical Advice On Creative LeadershipKelsey Ruger
We live in a world of constant change. That change is shifting the way businesses compete, reshaping our careers and forcing us to rethink the terms "talent" and "leadership". Many people in creative fields struggle to manage their careers or effectively help their team members grow theirs because some common "best practices" just don't fit in our changing world. How do great creative leaders cut through the change and chaos to find opportunities to help their team and company succeed? By finding ways to uncap creativity and execute on opportunities that cultivate their creative leadership. This isn’t easy: Creative people don’t want to be led in the same way as other employees. Find out how to deal with the growing need for creative leadership and how you can create the right environment for those skill sets to thrive.
Creative Mornings Houston June 2014 - MinimalKelsey Ruger
The document discusses finding balance through minimalism to maximize creativity. It argues that minimalism is not about having less but about uncovering meaning. It recommends practicing creative habits like balancing exploration and execution to access creativity. Specifically, it suggests three ways to practice minimalism: be human, rethink opposites, and shift simplicity. Practicing minimalism in this way through habits can lead to more freedom, creativity, and happiness.
Finding Charisma: The Secrets To Becoming Design OrientedKelsey Ruger
The phrase design-driven seems to be used a lot these days and companies everywhere are touting their “design-driven culture”. What does that mean? For a lot of companies it means having an awesome design team, simple user experiences or awe inspiring design. The reality is that these views couldn’t be further from the truth. Being design-driven means creating a culture that centers on people and drives a share understanding of what it takes to make your company truly lovable. In this session Kelsey Ruger will share insights on the steps you can take embrace design by systematically making it a part of your company’s culture. You’ll learn the critical components you will need to build and maintain a culture of design.
Raw Creativity: Secrets To Building The Creative HabitKelsey Ruger
This document discusses building creativity through developing habits. It argues that creativity is not innate talent but rather a skill that can be learned. The author believes creativity is important for the future and that we wrongly think of it as a talent only some possess. The document promotes building a creative practice through nine habits like embracing play, getting comfortable with ignorance, and fostering an inner creative child. These habits cultivate qualities like responsiveness, resourcefulness, and resilience, which comprise a "creative literacy." The overarching message is that creativity is a skill anyone can build with intentional practice of certain habits.
Inspired Storytelling: Engaging People & Moving Them To ActionKelsey Ruger
Most projects, presentations or initiatives are driven by facts and features the team believes will help them deliver a product or message. While facts and data are important for setting the stage and communicating goals, they’re rarely what persuades an audience or gets them to take action.
In this workshop, you will learn how to use that connection, by teaching basic skills in visual thinking and storytelling that will that transform projects and initiate action.
Pushing Buttons & Pulling Triggers: Using Psychology to Connect with People a...Kelsey Ruger
This document discusses using psychology and cognitive science to understand human behavior and improve experiences. It provides examples of how understanding motivation, mental models, visual processing, social influences, and other human tendencies can help design interactions and influence behavior. The document advocates applying insights from fields like user research, interaction design, and persuasion design to understand, enable, and influence customer experiences in a positive way. It also discusses how understanding goals, framing, decision-making processes, and timing can improve products and services based on human cognition and behavior.
Sketching To Communicate, Share Stories And Solve ProblemsKelsey Ruger
Visual thinking and sketching can help communicate ideas, solve problems, and share stories. Some key techniques include using basic shapes, practicing facial expressions and body poses, developing lettering skills, and incorporating arrows and frames. Regular practice is important to develop these visual thinking skills. Creating a visual library of common concepts and keeping sketching logs can also be helpful. Story structure and human relationships to stories are valuable to understand. Resources are available online to support further learning.
Rebirth of Slick: Why Great Design Will Make People Love Your CompanyKelsey Ruger
This document discusses why design is important for companies and how to approach design thinking. It argues that companies should be inspired by cool design rather than simply chasing coolness. Design thinking is a process, not an event, and should be integrated throughout a company. A company's goals, culture, and vision should drive innovation rather than just metrics or common practices. Telling meaningful stories about a brand's values and solving human needs, rather than technical problems, are also emphasized.
Jerry McGuire discusses traditional and digital marketing tools to increase online sales. He emphasizes that marketing is not all that matters and stresses the importance of building authentic relationships with customers through understanding their needs and providing value. Jerry also highlights having a sales process in place and understanding the lifetime value of customers.
The document is a presentation about universal design and accessibility. It discusses the importance of teaching the principles of universal design holistically by focusing on the why, not just the technical how. It challenges some common myths and misconceptions, such as the idea that skills matter most or that current processes work fine. The presentation emphasizes that universal design should be considered from the beginning, not as an afterthought, and that commitment and belief are as important as technical skills. It concludes by thanking the audience.
Discover the best ways to engage your target audience through social media, Learn how social media campaigns are being executed and how you can achieve similar results, discover practical techniques that will maximize your results
A lot of people find selling to be a difficult that. However, selling is something we have to do everyday daily routine whether you are a designer, developer or run a non-profit. Relying solely on organizational knowledge, product knowledge or technical expertise doesn’t work in today’s environment. In this presentation we discuss learn some everyday tips for selling that work for everyone and why selling does not limit itself to products, services and fund raising.
Everyday Genius: 9 Steps to Awaken Your Creative GeniusKelsey Ruger
Human being are gifted with an unlimited potential for learning and creativity. The problem is that we spend most our lives living and working in a flawed system that results in many people never really learning to embrace creativity and never connecting with their true talents and potential. In this mini-workshop you will find out ways to learn some new ways to "think differently" and harness your own creative genius.
New Gangs In America: The Story of Organizing without OrganizationsKelsey Ruger
What would happen if people were given the tools to do things together without needing traditional organizational structures? For many companies this is exactly the question that makes social media such a mystery. The companies figure it out, tune in and realize that this is a basic component of human behavior will be able to engage in meaningful conversations with their customers and employees. This presentation will teach you why the interactions enabled by social media are important and how you can begin to participate in conversations about you and your market.
Tales from the Wonder Emporium: Visual and Creative Thinking in BusinessKelsey Ruger
This document discusses the importance of visual and creative thinking in business. It tells the story of Molly Mahoney who feels stuck in her job and lacks creativity. The presentation argues that creativity and imagination are important skills for businesses today in an era of services, information and technology. It provides various techniques for visual thinking and overcoming barriers to thinking differently. The goal is to encourage people to tap into their creative side and believe in themselves.
Visual and Creative Thinking:What We Learned From Peter Pan and Willy WonkaKelsey Ruger
Presentation on Visual and Creative Thinking. The presentation explores how professional in all fields can apply creative and visual thinking skills to their work as well as why people ignore the talents that made them naturally creative as children. He will discuss the myths that people hold about creativity, why they exist and how you can overcome them.
How do you measure the impact of your social media campaign? Kelsey Ruger's presentation on some of the things that you can track and measure in a social media campaign. From the Pop Labs SEM Workshop.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
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1. Crucial Conversations In Social Media
The truth you should know about the art of conversation today
Kelsey Ruger
Got Social Media 2008
Friday, January 22, 2010
2. I know you're out there. I can feel you now. I know that you're afraid... you're
afraid of us. You're afraid of change. I don't know the future. I didn't come
here to tell you how this is going to end. I came here to tell you how it's
going to begin. I'm going to hang up this phone, and then I'm going to
show these people what you don't want them to see. I'm going to show
them a world without you. A world without rules and controls, without
borders or boundaries. A world where anything is possible. Where we go
from there is a choice I leave to you
Neo - The Matrix
Friday, January 22, 2010
3. How Does The Matrix
fit with Social Media?
Friday, January 22, 2010
4. The Matrix offers an excellent allegory for our highly
COMMERCIALIZED, MEDIA DRIVEN society.
Industrialization Standardization Depersonalization
Today’s business world isn’t that different than the world of
STRUCTURE and CONTROL created by the machines in the Matrix.
Friday, January 22, 2010
5. Social Media offers a great OPPORTUNITY for businesses to
reconnect with people.
if they realize that business today is not necessarily
REPRESENTATIVE of REAL WORLD desires.
Friday, January 22, 2010
7. e
oes th
What d on
on versati
word c
rea lly mea
n? Markets are conversations.
The Cluetrain Manifesto
e
’tw
a ren ving
W hy a
t h ns?
Wha o d a tio
t ar go rsa
e th nve
bas e co
con ics
of
vers
atio How
n? can w
impro e
ve ev
eryda
conve y
rsatio
n?
Friday, January 22, 2010
8. Your company can have
Engaging Conversations
with employees and clients
Friday, January 22, 2010
9. you must understand the FOUR ways
communicating with MARKETS has CHANGED
Friday, January 22, 2010
10. MARKET IDEA No 1
Technology has given us power. The time of the the passive masses has passed.
Friday, January 22, 2010
11. MARKET IDEA No 2
We live in an attention economy. Lots of people are talking
but not everyone is actively listening.
Friday, January 22, 2010
12. MARKET IDEA No 3
New ways of communicating inside and
outside organizations don’t exactly mesh
with the ‘corporate norm’
Friday, January 22, 2010
13. MARKET IDEA No 4
We don’t want to be ‘talked at’ but rather ‘talked to’
Friday, January 22, 2010
14. Why
Conversation
and Social Media?
Friday, January 22, 2010
15. Conversation is a FUNDAMENTAL
part of being HUMAN.
For centuries COMMERCE was
largely based on conversation
and the INTERACTION
BETWEEN PEOPLE.
Friday, January 22, 2010
16. ‘‘
‘‘
The human condition changes, yet never
changes. The fears, hopes and desires of a
Babylonian 5,000 years ago probably closely
matches our own fears, hopes and desires.
Friday, January 22, 2010
17. Because companies have not evolved...
commerce has been effectively divorced from
people
the
on whom it depends
Friday, January 22, 2010
18. Social media tools don’t make the CONVERSATION they support it.
By understanding how social media support the HUMAN DESIRE
for CONVERSATION businesses can open up vibrant INTERACTIONS
with INDIVIDUALS and COMMUNITIES.
Friday, January 22, 2010
19. The Matrix was about the struggle between man and machine
but it parallels some of the struggles that are emerging
between many businesses and consumers.
Friday, January 22, 2010
20. What is a
Conversation?
Friday, January 22, 2010
21. What is a
Crucial Conversation?
Friday, January 22, 2010
22. When a crucial conversation occurs you have THREE choices ...
Friday, January 22, 2010
23. avoid the
conversation, and
suffer the
consequences.
Friday, January 22, 2010
25. discover how to communicate
best when it matters most.
Friday, January 22, 2010
26. Why are
Crucial Conversations
so important?
Friday, January 22, 2010
27. We benefit from more ACCURATE and RELEVANT information
Make BETTER CHOICES, and are more
WILLING TO ACT on whatever decision
they all make.
Friday, January 22, 2010
28. The nature of conversation and verbal exchange is
surprisingly ENDURING even across culture and time...
Friday, January 22, 2010
30. So are there real RIGHTS and
WRONGS in conversation?
Cicero thought so...
Friday, January 22, 2010
31. Cicero wrote the essay “On Duties” in 44BC. In it he set forth the
following rules, which all could still apply today and even to the
latest form of blogging “conversations”...
1. Speak clearly
2. Speak easily, but not too much, give others their turn
3. Do not interrupt
4. Be courteous
5. Deal seriously with serious matters, gracefully with lighter ones
6. Never criticize people behind their backs
7. Stick to subjects of general interests
8. Do not talk about yourself
9. Never lose your temper
Friday, January 22, 2010
32. Why Do We
Suck At Crucial Conversations?
Friday, January 22, 2010
33. Do you work in a
Command and Control
Environment?
Conversations are where INTELLECTUAL
CAPITAL gets generated, but conversations
flourish only in an atmosphere of FREE and
OPEN exchange.
Friday, January 22, 2010
34. Does n
dialo ope
ur g tak re
D oes yo prece
denc e the dialo
g
ge e
zat ion wa e ove Ar of
organi ? deba
te?
r
l
s
ine cross s?
internal wars a en
t
a rtm
d ep
If you can't GET YOURSELF RIGHT you'll have a
Do
dem peopl
and e hard time getting conversations right.
inst resp
ead
of e ect
resp arn
ect ing
?
e
l eb
op and Do p
n pe nt eople
Ca pare hout pract
s wit ice ac
an ? tive
tr ful cified listen
truth cru ing sk
ills?
g
b ein
Friday, January 22, 2010
35. We live is a CULTURE OF CONFLICT where winning is everything.
Friday, January 22, 2010
37. Most people when in an argument don't have a goal of
LISTENING, instead we use every possible tactic to win. The
ARGUMENT CULTURE urges us to approach the world and the
people in it with an adversarial frame of mind.
Friday, January 22, 2010
38. Most people when in an argument don't have a goal of
LISTENING, instead we use every possible tactic to win. The
ARGUMENT CULTURE urges us to approach the world and the
people in it with an adversarial frame of mind.
http://www.youtube.com/watch?v=tLPuGuaZTx8
Friday, January 22, 2010
39. The Forgotten Art of Dialog
The key to successful conversation is being open and honest
in expressing opinions, feelings, and theories, and having a
willingness to share views even when the ideas in question
are controversial or unpopular.
Friday, January 22, 2010
40. Critique and Criticism are not the same thing.
critique in this sense is not a general term for analysis or critical
review but rather a synonym for criticism.
Friday, January 22, 2010
41. 3
Practices to
Start Your
Conversations
Friday, January 22, 2010
42. PRACTICE 1:
Get to know who you are talking to.
Friday, January 22, 2010
43. PRACTICE 2:
Listening
is more important
than
talking
Friday, January 22, 2010
44. PRACTICE 3:
If you’re going to
be talking - have
something important
to say.
Friday, January 22, 2010
45. There are SIX stories you need to master ...
Friday, January 22, 2010
46. I just met you
Who Are You
anyway?
The first question people ask themselves the minute
they realize you want to influence them is "who is this
person". A story helps them see what you want them to
see about you. If you demonstrate who you are, rather
than tell me who you are, it is much more believable. A
story lets you demonstrate who you are.
“Why Am I” story - The Story Factor
Friday, January 22, 2010
47. What does this person
Want From Me?
Before you let someone know what's in it for them, they
want to know what's in it for you. It's a big mistake to try to
hide selfish goals. This type of story usually reveals enough
for people to make a distinction between healthy
ambition and dishonest exploitation. If your goals are
selfish, people don't mind as long as you are up-front
about it, there is something in it for them, and you frame
your goals in a way that makes sense to them.
“Why Are I Here” story - The Story Factor
Friday, January 22, 2010
48. OK, so
What’s in it for Me?
If your listeners are comfortable with who your are and why you
are here, then they are ready to listen to what you think is in it for
them. You have to take the time to find a story of your vision that
that connects with people clearly.
“Vision” story - The Story Factor
Friday, January 22, 2010
49. OK, so
What Do You Stand For?
Without a doubt the best way tell people your values in by
demonstration. The second best way is by telling a story.
Story lets you instill values in a want that keeps people
thinking for themselves.
“Values in Action” story - The Story Factor
Friday, January 22, 2010
50. How Did You
Know What I Was Thinking?
When you tell a story that makes people wonder if you are
reading their minds, they love it. It isn’t hard to do. If you have
done your homework on the group you wish to influence it’s
easy to identify their objections.
“I Know What You Are Thinking” story - The Story
Friday, January 22, 2010
51. What Are My
Next Steps?
1. Listen, Look and Learn.
2. Start Having Real Conversations.
Friday, January 22, 2010
52. Kelsey Ruger
http://www.themoleskin.com
Friday, January 22, 2010