Cerebral Ergonomics™

Your FREE Communication Keys to the Hidden Job Market

Avoid being a victim of change in today’s economy. Stay ahead of the job curve. Change the interview rules and define how you and coworkers are different and how you might work together most effectively. You will soon sense if you have improved your chances of creating a job fit. How? One way is to identify the communication environment(s) in which coworkers are most effective. Then, help them use their preferences.

Understanding unique default communication preferences is not difficult and can be very rewarding in career and personal relationships. Finding the work and communication environments that are in line with natural working styles creates high productivity and lowers work stress. Learning to identify the Techniques of others develops a surprising by product: It simplifies selling yourself to others without having to force the fit!

When you learn new ways about how you relate to others, you can spend more time investigating your unique talents. This can help improve relationships. For example, you will learn if you are naturally comBatible or comPatible with others. Complementing talents can produce compliments from others.

Below is a quick 4 question self-scoring quiz. Your privacy is guaranteed. Your results will give you a quick look at some compatibility issues involving different communication environments.

Take the quiz. Experience how your preferences can distinguish you from others. Depending on the situation, it could help an employer hire you – or help you close a difficult sale.

Use this knowledge wisely. If you feel that your cohort might not want to discuss the topic, of course, you should avoid mentioning it. If you use it, you must have basic knowledge of the topic so you can comfortably discuss it.

Here is the 4 question survey. For each question, select a letter of your choice, such as ACEJ.

1. To get started toward a new goal are you more likely to:

Start Fast – anticipating imperfections and expecting to do some fine-tuning along the way?
Take the time up front and pre-plan all details?

2. When you reflect on results, particularly if things did not go as well as planned, are you more likely to:

Go back to “page 1” - and question your definition of the problem?
Question the execution phase and seek to refine procedures?

3. Is it more enjoyable for you to:

Do things – to see if the plan works?
Plan things – so you can more accurately predict results?

4. In the environment in which you work most effectively, would you describe yourself as:

Deliberate?
Quick?
Precise?
Reflective?

Now look for the combination of the letters that you selected. For example, if you selected an A for the first question; C for the second; E for the third, a G H or I for the fourth, you are more likely concerned about HOW issues than ALTERNATIVES. When you select J (Reflective) as your fourth answer, your answers are more “tilted” toward ALTERNATIVES than HOW issues as highlighted in the Scoring Matrix below.

The Scoring Matrix

Your preferences are important. You now have a better idea about which of the classification(s) (ALTERNATIVES – WHY and HOW) best describes you. With this knowledge, you can begin to demystify potentially troubling working relationships.

Below are descriptions of different communication environments. Comparisons should be self-explanatory. You may recognize coworker, customer / prospect, or your own problem solving behavior patterns.

Remember the Top Two classification(s) that you appear to favor. In over seventy percent of the results your quiz score will reflect your default preferences.

Note: this is not a psychological exercise. It is merely a look at HOW you are likely to want to do things and HOW that will work for you and others in a smooth group environment.

HOW WHY ALTERNATIVES

Have Some PRODUCTIVE FUN

With

CEREBRAL ERGONOMICS™

Introduction

Learn more about how to use knowledge you gained from the Four Question Survey that you, a friend or associate just completed.

Survey results can help you in working with others who differ from you in the ways they choose “2-communicate.” You will learn about their comfort zones, their preferences, how to avoid their built in reluctances and how best “2 communicate” with them.

©2008 Harris B. Anderson

Communicating with People Having

Alternatives and Now Strengths

OVERVIEW: They are LEAST COMFORTABLE in a tightly controlled and structured, task-oriented environment. They have interest in the big picture and want involvement when defining problems. These people represent about 17% of the population. If two of you get together you will have obvious creative strengths. However, before you jump with joy, try to remember that people who are alike tend to see the same things AND miss the same things. Complementary preferences help make a good team.

Note Their ALTERNATIVES AND NOW PRIORITIES:

Achieve early agreement on Strategy.

PREFERENCES:

· Thrive in a flexible goal environment.

· Receive major satisfaction from contributing to solving major problems and issues

· Readily accept short or long range goals offering an opportunity for achievement and growth

Seek freedom for exploration and generation of alternatives.

Prefer a spontaneous environment

Communicating with People Having

Alternatives and Why Strengths

OVERVIEW: They prefer environments that provide an opportunity to explore and experiment to come up with the “best” alternative. They are reluctant to participate when exposed to an advocacy of conjecture or inadequate problem definition. People with these preferences represent about 27% of the population.

Note Their ALTERNATIVES AND WHY PRIORITIES:

Migrate toward complexity in the mission or project.

PREFERENCES:

· Thrive on freedom to explore options and delegate task responsibilities

· Accept goals when they thoroughly understand and agree upon the purpose

· Be supervised on a minimal level

· Hear about their ideas but not about their routine work

· Seek autonomy and the ability to organize time and task

Communicating with People Having

Why and How Strengths

OVERVIEW: They invest a substantial amount of time when planning and doing things and do not easily yield on what works for them. Not surprisingly, when asked to change without valid proof or a workable plan they will tend to exhibit reluctance to communicate or cooperate. These people represent about 30% of the population.

Note Their Why and How PRIORITIES:

Seek environments dealing with tasks or projects rather than ones dealing with conceptual or strategic considerations

PREFERENCES:

· Seek a goal-oriented environment offering freedom to experiment “within the box”

· Accepts short-range goals if the overall purpose is clear

· Readily accept short or long range goals offering an opportunity for achievement and growth

Welcomes supervision

Receives satisfaction from non-personal recognition when work is well done

Performs best in a structured rather than spontaneous environment

Communicating with People Having

How and Now Strengths

OVERVIEW: They need convincing that the chances are very real before embarking on an endeavor. They will exhibit reluctance when exposed to situations that are ill-prepared or tend to force them to act before convinced of the chances for success. These people represent about 24% of the population.

Note Their PRIORITY:

Prefers quick task results rather than contemplating strategic considerations

PREFERENCES:

· Seeks both variety and predictability

· Like clear, specific, and externally set goals offering immediate feedback and having a good likelihood of success

· Likes easy going supervision that supports planning and completion

Wants to hear about the performance of tasks and praise for adaptability

▪ Seeks variety, change, brain storming, and quick fixes

NOTE:

(Alternatives and How) and (Why and Now) are NOT described. In reviewing thousands of results in topic-related surveys, these combinations represent a small part of the total. Further, they cannot be isolated and properly scored in a brief 4 question survey.

To arrive at closure, problem solvers mentally migrate through Problem Identification and Definition (think Alternatives and Why). Then they move toward solution (think How and Now). Combinations for WHY HOW and NOW and ALTERNATIVES are, we believe, sufficient for our purpose.

Psychological issues are for another forum. No psychological connotation is intended. We are trying to identify for the lay reader face valid questions and answers with which they can agree before using the techniques.

In a very real sense, this is an attitudinal approach to improved group productivity. As one wise sage put it, “Ninety percent of what we do is defined by our attitudes, just ten percent by our skills. We don’t need better skills, we need better attitudes.”

Sorry, the author is unknown. However, there seems to be a hint of Peter Drucker conceptuality herein.

We hope you enjoy and profit from “Getting the Job Interview” shown below. Caution: Do not use it unless you are comfortable with the ideas. This can help you find a comfortable job environment. Where that is more important than results of a negative reaction consider using it. Good Hunting!

Getting the Job Interview

There is a need to distinguish yourself so that in either an automated or personal review your submission will be chosen above others.

A career professional will be familiar with key words and other interview getting assets or tools that will automatically attract the programmed “eye” of a computer. We can recommend that you consider professional help in this very important part of your job search. To scan possible recruiter service providers, go to the part of this site reserved for that purpose.

There will also be a time to talk about your default communication attributes. These are not generally covered in resumes. They can shine – if you allow them to do so. For example, you may want to put something like what follows in your job application letter.

How workers differ in the ways they prefer to communicate is fast becoming a key factor in creating a good job match. Top notch Workers will drift toward or default to the method or environment(s) in which they are most comfortable.

Some will favor spontaneity and speed. Others will favor structure and thoroughness. While some will prefer elaborate pre planning others will prefer reaching conclusions and doing things rather quickly.

How they work together to achieve a common goal is key to productivity.

Assigning me to the team(s) where I will be most productive is helped by my knowledge in this area.

Please consider me for _______________, etc.

Another twist on the same appeal.

During our forthcoming job interview, you will want to know as quickly as possible how or if I can help your organization reach its’ goals. So will I. In addition, I’ll want to know how I can help shorten expensive ramp up time to make that happen.

To prepare for the most productive interview possible, in minutes, you (or my potential supervisor) can learn key points about my interviewing and soft skill strengths. You can privately answer and self score 4 questions of yourself that can be used to create instant comparisons. This can make it easier for us “2-communicate” most effectively in a very short time.

To do this all you need are your results from The 4 Question Self-Scoring Matrix. It takes about two minutes.

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Parenthetical note for your personal reflection n:Areas of potential conflict are apparent. Those defaulting to HOW and WHY frequently excel in planning and processing. They often sense that those favoring ALTERNATIVES are disturbingly fast and situationally too prone to make a mistake.

Visualize an experience in which a decision was made – too quickly. Think again, of project completion when it was too late or too expensive. Key point Decisions based on more than one perspective are more likely to withstand later challenge of any kind.

Herein lies the benefit you can bring to any group. Differences contain the seeds of synergy. They can blossom into conflict or into synergy. Just knowing how these differences evolve makes the student more able to contribute toward a synergistic result.

Observe and learn how you can use this rather simple concept. It can help you adapt to different environments and reduce potentially stressful relationships. Why? You probably already know. We all get called upon to utilize more than our own preferences or respond to more than one concern so that we can better interact with others – coworkers or our personal contacts. .

Research has shown that one of six employees considers quitting at least weekly. This is often related to potential misunderstandings that we have touched upon. This is personally expensive in time to employees and employers alike.

Our view is linked to difficulties in how different people prefer “2-communicate.” By using Cerebral Ergonomics^TM, described herein, you can put your new communication knowledge into action. The knowledge can help you maximize your strengths and leverage your success in finding successful employment opportunities. Of course, we can’t make any promises that using this material will guarantee your getting the employee, job or sale you want. No one can. There are many variables in any selling situation. Job-seeking is an example. We have touched on a few variables in this, hoping that you have found the information understandable and useful. Good luck!

This introductory session has been free. If the topic interests you, additional information is available by referring to the CONTACT box on this site or by dialing 1 877 251 0563. Ask for Mr. Anderson.

A number of different validated individual, two person and team reports are available starting with the completion of a 24 question survey. The time required is about 10 minutes. The information is used by governmental private employers in their quest for an improved employer-employee experience.

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