Was It Something I Said?Emma Jane Hogbin Westby

www.gitforteams.com@emmajanehw

I’m the daughter of a hacker. But not a computer hacker: a craft hacker. This is a picture of my dad standing in front of a lathe he built. Yes, that’s a tree trunk on the lathe. My dad revolutionized wood turning in the 1960s and 1970s. Pun not actually intended.

This was our living room growing up. The chairs and the table are solid wood and turned on a lathe. These chairs are now in the permanent collection at the Yale University Art Gallery and Minneapolis Institute of Art. Growing up, the design process--and especially the design REVIEW process--was a big part of my life. I learned which of my parents to go to when I wanted whatever kind of feedback I was looking for.

Effective communication is hard.

It frustrates me. So I think about it a lot.

In 2012, I took a training course called 4D-i. It’s like Myers Briggs, but different. It’s focused on the work place, and it’s about preferences, and not about trying to type-cast who a person is.

This is my 4Di profile

This screen shows you my personal operating style and preferred mindset profile. You can see from the charts that I prefer to gather information. I’m a “yellow” thinker, followed by “red” and then “green” and then “white” (think of the white as my amplifier..I don’t go to ‘eleven’ very often). Within the four dimensions, I am more likely to use creative intuition than creative thinking. (I don’t enjoy muscling into new ideas; but solutions often JUMP out at me.) Given a choice, I’d rather analyze data than people. And finally, you can see I’m more likely to rely on gut-instinct when it comes to decision making. In other words: I spent forever analyzing a situation and then I JUMP to a conclusion. Some people might interpret this as “impulsive”. It’s interesting, isn’t it?

You don’t need to take the test to use the

system.

Modes of Thinking

Decide

validate

values-driven

experience

crux

trust your heart

conclude

Understand

clarify

empathize

tune-in

scan

express

structure

Create

brainstorm

challenge

reframe

envision

flow

flash of insight

Generate; understand; Decide

Creative Thinking

brainstorm

challenge

reframe

envision

flowflash of insight

There are two types thinking creatively: Thinking and Intuition. Creative thinking involves “muscling through”. It includes: brain storming, challenge, reframe, envision. Creative intuition “just happens”. It includes: flow and flash of insight.

Common Phrases of a Creative Thinker

• “Can we try ...”

• “I know we’re done, but what about ...”

• “OMG! I just had this great idea ...”

• “Have you thought about doing it like this instead ...”

Understanding Thinking

clarify

empathisetune-in

scan

express

structure

The two types of analytical thinking: Understanding Situations and Understanding People. Analytical thinking (situations) includes: scan situation, structure information and clarify understanding. Compassion thinking includes: tune-in, empathize, express feelings.

Common Phrases of an Understanding Thinker• “So what you’re saying is ...”

• “Just to clarify ...”

• “Can you tell me how ...”

• “Is this related to ...”

• “So I made this spreadsheet ...”

• “That must feel horrible!”

Decision Thinking

validate

values-driven

experience

crux

trust your heart

conclude

Decision thinking breaks into three categories: Critical Thinking, Values-driven thinking (belief-based decisions); and Intuitive thinking (gut-instinct decisions). Critical thinking includes: getting to the crux, conclude, validate the conclusion, rely on experience. Belief-based thinking and Gut-based thinking are single strategy mind-sets.

Common Phrases of a Decision Thinker

• “I don’t know why, but ...”

• “I’m ready to move on to ...”

• “We’ve already made a decision ...”

• “Last time we tried this ...”

• “So I think the real problem is ...”

• “My gut tells me ...”

Can you think of someone who uses

these phrases?

So if people have personal operating preferences...

What state are we in?Where do we want to go?What are the blockers?

- creating a better "ask" that results in the kind of feedback you actually want to receiveSeeking (Family) Feedback : When I wanted affirmation, I’d ask my mom. When I wanted a critique, I’d ask my father. Are asked in a timely manner. (Don’t start writing code until you have buy-in on the direction.)

...how do we switch modes and get everyone working from a common language?

What state are we in?Where do we want to go?What are the blockers?

Stop wasting time.Start on the same page.Stay on the same page.

Plan meetings around outcomes,

not agendas.

Decision

validate

values-driven

experience

crux

trust your heart

conclude

Understand

clarify

empathise

tune-in

scan

express

structure

Creative

brainstorm

challenge

reframe

envision

flow

flash of insight

Decision Outcomes

• Advice and recommendations

• Critical assessments

• Conclusions and decisions

Brainstorm » Decide

Brainstorm; Make decision

How to use this process:- select the type of outcome (advice, recommendations, decision)- share information on the problem for one minute.- brainstorm ideas.- eliminate ideas or recombine to ensure the best option is selected

Use It When:Time is tight and you need to make a decision quickly.Brainstorm new ideas and then make a decision.

Report » Decide

Share information; Make decision.

Decide ahead of time what type of “red” you need. e.g. advice, recommendation, decision.

Use It WhenYou’ve presented information and you want a critique, advice, recommendation, or decision.

Creative Outcomes

• Idea generation

• Reframing problems

• Future scenarios

Information » Options

Describe the situation; reframe + brainstorm.

Use It When:You need fresh input and a broader number of options, alternatives, or ideas on how to solve a problem before you choose which one is the right one.

Crux » Brainstorm

Determine crux; brainstorm ideas.

Use It When:A team member needs fresh ideas on how to deal with a challenge.

Understanding Outcomes

• Information and clarification

• Analysis and a plan

• Appreciative understanding

Facts » Understanding

Share information; clarify understanding

Use It When:People need to understand the situation better.

Possibilities » Structure

Envision possibilities; scan the situation; conclude; plan and organize.

Use It When:You have a complex problem and want to start by looking forward with fresh thinking and end with a plan.

Meeting Agenda9AM - Welcome

9:15 - Topic 1

9:45 - Topic 2

10AM - Coffee

10:15 - Blah

10:45 - Bored

Our typical meeting agendas look like this. We have little to no idea what is expected us of and are looking ahead to when it will be over.

Meeting Agenda9AM - Welcome

9:15 -

9:45 -

10AM - Break

10:15 -

10:45 -

Re-structure the presentation of the agenda so that people know what is expected of them.

1. Review the report of known facts to date.2. Determine the crux of the problem; and generate ideas on how to solve it.3. Based on the new ideas; summarise commonalities4. Based on the summary; make a decision or plan on how to proceed.

4 Dimensionsof Total Intelligence

Preferences are at play.Plan to speak with intention.

Decide

Understand

Create

Emma Jane Hogbin Westbywww.gitforteams.com

@emmajanehw