I:DNA Toolkit

Tools:

This is the last step in establishing what is needed to take your new found goals and vision into the future. With the clarification of needs, wishes, core building blocks and core lean processes comes a clarity over further things needed. Tools can be funding, physical location, advies, personnel with specific experience or actual tools. Think on computers, a database, a website, social media profiles. Everything that is not a building block or process will be defined as a tool. These tools will aid the journey to goal fulfillment and a conclusion to the original question brought by the client.

Analysis Tools:

De S.M.A.R.T. methode.

The S.M.A.R.T method is a method that is meant to lead non-committal formulated wishes,

intentions or good intentions (intenties of goede voornemens) to a success. S.M.A.R.T. stands for Specific, Measurable, Acceptable, Realistic and Time-related. These different factors provide clear and straightforward guidelines to help guide the behavior of the client or yourself. Using this method creates a clearly formulated objective. This allows a greater chance of the goal actually leading to a success in practice.

Specific targets a specific area for improvement.

Measurable quantify or at least suggest an indicator of progress.

Assignable specify who will do it.

Realistic state what results can realistically be achieved, given available resources.

Time-related specify when the result(s) can be achieved.

When a SMART goal is made correctly, anyone will be able to tell what needs to be done to achieve the goal.

Correct examples

–       This year I will get 20 credits from my management training.

–       In five years time I will be a project manager responsible for ICT-projects from € 100,000 to € 1,000,000 euros.

–       The profit for the following year will be 10% higher than last year.

Incorrect examples

–       I want a fun job. (Not specific, measurable or time-related).

–       We will be the best in our market. (Not measurable or time-related).

The challenging coaching technique

The challenging coaching technique offers you warmth, a challenge, confrontation and humor. It is important to use a positive framework during a session, for instance the client knows that he is confronted to become stronger. The next step is finding the internal problem and to lead it away from the external problems. An example from a external problem would be: I find my boss extremely annoying. This problem will then be turned into a internal problem: When you’re together with this boss, what does this do for you? How does the situation feel to you? In other words, it is important that the problems are internal and not external.  

The core of this technique is confronting the client. This could be through the use of a nickname but also by making the problem look positive and the solution negative.

An example of a positive problem would be: It’s not strange that you get irritated by your annoying boss, right? This technique is meant to make the client react. It doesn’t matter if this is in a opposing or accepting way. Example: No, no, I don’t think that’s how I should feel. It doesn’t fit with who I am. Or: Yes, I can understand your point of view.

Spiral method

The spiral model has four phases.

  1. Planning
  2. Risk analysis
  3. Engineering (Design)
  4. Evaluation

In the Planning phase you gather everything you will need to get to your goal. This includes information, people and necessities. In the Risk analysis phase you check what problems could arise and what the possible outcomes are. When you have gathered the information from the first two phases you can go to the third: Engineering. In this phase you make a plan and execute it. In the final phase you evaluate everything you’ve done and make changes where needed. Then the whole process goes back to the first phase and takes the same steps. This goes on until the desired end is reached.  

Advantages of using this model are: There is always space for feedback, additional changes can be done at a later stage, risks stay low, a lot can become clear through the process and it is very accurate.

Disadvantages of this model are: It is a model that takes a lot of time and  it takes a lot of expertise to use this model.

NLP: Neuro-linguistic programming

NLP stands for Neuro-Linguistic Programming. Neuro refers to your neurology; Linguistic refers to language; programming refers to how that neural language functions. In other words, learning NLP is like learning the language of your own mind. Have you ever tried to communicate with someone who didn’t speak your language, and they couldn’t understand you? The classic example of this is when someone goes out to a restaurant in a Foreign country and they think they ordered steak, but when the food shows up, it turns out they actually asked for liver stew.

This is the kind of relationship that most of us have with our own unconscious mind. We might think we are “ordering up” more money, a happy, healthy relationship, peace with our family members, and being able to stick to a healthy diet…but unless that’s what showing up, then something is probably getting lost in translation.

NLP is like a user’s manual for the brain, and taking an NLP training is like learning how to become fluent in the language of your mind so that the ever-so-helpful “server” that is your unconscious will finally understand what you actually want out of life.

NLP is the study of excellent communication–both with yourself, and with others. It was developed by modeling excellent communicators and therapists who got results with their clients. NLP is a set of tools and techniques, but it is so much more than that. It is an attitude and a methodology of knowing how to achieve your goals and get results.

Compassionate communication

Compassionate communication (also known as nonviolent communication) helps people remain empathetic with each other, even in situations fraught with anger or frustration. It teaches people to speak to others without blaming and to hear personal criticisms without withering. This approach can be used to respond to nearly any situation — from dealing with troublesome colleagues in the workplace to ironing out rough patches with romantic partners and children at home.

Compassionate communication relies on four core steps:

  1. Observing a situation without judgment;
  2. Discerning which emotions are being triggered in the situation;
  3. Connecting those emotions to the underlying needs that aren’t being addressed; and
  4. Making a reasonable request of the other person.

For instance you have a coworker who likes to interrupt his coworkers. Say you’re talking in the break room, he interrupts you, and all your intense, negative feelings get triggered. When using compassionate communication, your first goal is to pause and observe what’s happening. Ask yourself: What just happened? (I was talking and my coworker interrupted me). Now identify the feelings that reflexively cropped up for you. Ask yourself: What am I feeling? (I feel frustrated and annoyed). The next step is to connect the feelings you just observed and described with the deeper needs that underlie them. Humans share several core needs, including autonomy, physical nurture, connection and respect. Most of our communication is an attempt to meet one of those needs. To parse what needs underlie your feelings, get specific. Describe your emotions with as much detail as you can. Use words like anxious, rushed or overlooked, as opposed to bummed. Specific language will contain more clues about the needs involved. Let’s take your feelings about your coworker. Do you feel intruded upon? Disrespected? Unheard? Insulted? If you feel disrespected or insulted, you may have a core need to be respected in the workplace. Reviewed in this context, the very nature of your irritation and frustration can become an important tool in self-discovery. Once you connect with your deeper needs, you’re more likely to recognize them not as good or bad, but as human. Your natural empathy comes to the front (you’re not a bad person for being annoyed by your coworker, you simply need to be heard), and defensiveness and anger start to recede (your coworkers habit of interrupting isn’t intended to drive you crazy — it just rubs you wrong because it steps on some important needs of your own). It’s from this place of greater empathy and receptivity for yourself that you can use the same questioning techniques to examine your coworker motives and feelings — and begin to recognize the very human needs driving his behavior. Your subsequent deeper understanding of your coworker needs allows your natural compassion to flourish when you respond to him.