1. The Core Pattern
for Changing Minds™
@
Friday, 29 March 2013
David Straker
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 1

2. The journey to the core pattern
Leadership
Sales &
Psychology
Marketing
The
Storytelling Core Negotiation
Pattern
Business Teaching
Change
Counselling
Changing Works
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3. From practice to theory (and back again)
Disciplines
What
Techniques
How
Explanations
Theories
Why
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 3

4. The Core Pattern for Changing Minds™
Information Trust Tension Closure Commitment
Changing Works
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5. Tension
I want I have not
Gaps
I fear What may be
I am I want to be
What is What should be
Etc. Etc.
Tension = Total Gap
Changing Works
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6. Yerkes-Dodson curve
Boredom Performance Overload
Tension- Flow Relief-
seeking seeking
Performance
Collapse
Tension
Changing Works
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7. Some gap variables
• Time: Past – Present – Future
• Ownership: Actual – Desired
• Perception: Reality – Experience
• Needs: Health, Belonging, Esteem, etc.
• Values: What is good, right, important
• Emotions: Love, anger, fear, etc.
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 7

8. Cialdini’s Six Principles of Influence
Commitment
Social
Reciprocity and
Proof
Consistency
Authority Liking Scarcity
Changing Works
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9. Traditional selling
Small talk
Features &
Benefits
Closing
Techniques
Objection-
Handling
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 9

10. SPIN selling
Situation
Questions
Problem
Questions
Implication
Questions
Need-Payoff
Questions
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 10

11. Principled Negotiation
Go to the balcony
Step to their side
Make it easy to say yes
Make it hard to say no
Deploy your BATNA
Changing Works
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12. Tension at work
Workplace gaps include:
Understanding
Motivation
Ability
Changing Works
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13. Gaps in understanding
• Sender: Unclear message
Things missing, elaborations, distortions
Assuming other think like me
• Listener: Different cognitive structures
Beliefs: Assumed truths, rights and wrongs
Mental models: What works, how and why
So: Don’t just ‘communicate, communicate’
Speak their language
Check their understanding
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 13

14. Gaps in motivation
• Formal drivers
Personal and organisational objectives
Consequences of compliance or not
• Personal motivations
Ambitions and fears
Pressures of external life
So: Don’t just tell or ‘vanilla sell’
Ensure the whole organisation is aligned
Speak to individual human concerns
Changing Works
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15. Gaps in ability
• Personal ability
Skills and knowledge
Technical and human
• Organisational support
Tools for the job
Attention and escalation
So: Don’t just allocate responsibility
Ensure they are personally able
Provide real operational support
Changing Works
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16. Major tension-closure pattern
Hurt and
Rescue
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 16

17. Thank You
For more, see…
http://changingminds.org
Changing Works
The Core Pattern for Changing Minds (c) Changing Works Ltd DS 310329 Page 17