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ProKit Exam 1 > Communication and Pyramidal Communication > Flashcards

Communication and Pyramidal Communication Flashcards

1
Q

What is the purpose of pyramidal communication & visualization?

A

to impart information in a targeted and efficient manner based on the central message.

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2
Q

What is the objective of pyramidal communication & visualization?

A

The “pyramid principle” represents an expedient approach to effective and efficient communication

The “central message” is to be found at the beginning of the communication process

The recipient thus receives an overview of the content to come at the beginning, which enables him/her to remember it better and to place it within the overall context

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3
Q

What are the 4 phases of successful communication planning/

A
  1. Problem definition and solution
  2. Plan communication
  3. Develop a story
  4. plan/implement visulization
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4
Q

What is the communication structure for a TOS project?

A

Steering committee, extended project team, project team

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5
Q

What is the order of the meetings that should be conducted from daily to every 3-5 weeks?

A
  1. Lean Consultant core team
  2. Project team
  3. extended project team
  4. Steering committee
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6
Q

Who participates in the steering committee?

A

• head of MPS/TOS office • project manager • Lean Consultant

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7
Q

Who is part of the daily project team meeting?

A 
Participants are: 
• Employees of the department 
• Project manager 
• Junior Lean Consultant 
• Senior Lean Consultant
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8
Q

What is the main task of a SCM?

A

• Making project-related decisions

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9
Q

What is phase 1 of successful communication planning?

A

Problem definition/solution

  • clarify task and define problem
  • keep an eye out for possible solutions
  • Make decisions in favor of a solution
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10
Q

What is phase 2 of successful communication planning?

A

Plan communication

- go through checklist of communication planning

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11
Q

What is phase 3 of successful communication planning?

A

Develop the story

- use pyramid principle for structuing the messages

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12
Q

What is phase 4 of successful communication planning?

A

Storyboard for planning diagrams and principles of diagram design

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13
Q

In what order do you plan a successful communication?

A
  1. You consider the problem definition /solution.
  2. You plan the communication.
  3. You develop the story.
  4. You plan / implementthe visualization
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14
Q

Logical group

A

CI Training develops and offers inspiring learning experiences. Those experiences can be made in face-to-face-trainings, e-learnings or trainings in virtual reality

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15
Q

Logical chain

A

• The walkin distance at station 23 can be reduced by 50%. We analysed the assemblyl workers in both shifs, considered the standard TOS + principles and based on that designed a solution for improvement.

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16
Q

What are the 4 success factors of diagram design for conveying information in < 20 sec?

A
  1. One statement per diagram
  2. Statement and content fit together
  3. Graphical style is consistent and unique in each diagram
  4. Legibility is guaranteed
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17
Q

What is a dialogue?

A

A dialogue is a spoken or written conversation between two or more persons.

The contents can be information/knowledge, a stance/opinion or small-talk.

It is a synergy of gestures, facial expressions and voice and affected by

  • -emotions/state of mind/posture of the involved persons
  • -their relationship
  • -context (e.g. workplace, politics, private conversation)
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18
Q

What is the 4-sides model of communication?

A

Communication model to describe how misunderstandings occur.

Every message has four aspects.

Depending on the sender and the receiver one aspect is emphasized but it might not be the same for each of them.

This is how misunderstandings occur.

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19
Q

What are the 4 aspects of the 4-sides model?

A
  1. Factual Info
  2. Self-Revelation
  3. Appeal
  4. Relationship
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20
Q

What is factual information in the 4-sides model?

A

Factual information are facts and figures.

The receiver checks the message for criteria of truth (true/false), relevance (relevant/irrelevant) and sufficiency (sufficient/insufficient). Is the relationship between the sender and receiver in order, this works fine.

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21
Q

What are three ways to send a message with factual information?

A
  1. remain factual
  2. speak in a way that is easy to comprehend
  3. listen “analytically”
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22
Q

What is self-revelation in the 4-sides model?

A

Every statement contains conscious and intentional self-presentation and unconscious and involuntary self-revelation at the same time.

Every message can be used as interpretation about the sender’s personality.

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23
Q

How would you send a message of self-revelation?

A
  1. use I-messages
  2. express your own opinion
  3. clarify intentions/objectives
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24
Q

What is appeal in the 4-sides model?

A

If somebody voices a statement they usually want to achieve something.

With a message of appeal the sender wants the receiver to do or refrain from doing something, openly or subtly.

Requests are open whereas hidden requests are considered manipulation.

The receiver always asks themself: “What am I supposed to think, do or feel?”

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25
Q

How would you send a message of appeal?

A
  1. argue convincingly
  2. ask questions
  3. do not manipulate
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26
Q

What is relationship in the 4-sides model?

A

The relationship side indicates how the sender and receiver relate to each other and how they value each other.

The sender is able to show appreciation, respect, sympathy, indifferencce and scorn towards the receiver - by phrasing, body language and tone of voice.

Depending on what the receiver perceives on the relationship side they feel accepted or degraded or respected or patronized.

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27
Q

How would you send a message of relationship?

A
  1. listen actively
  2. address feelings directly
  3. give and receive feedback
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28
Q

What are open questions?

A

Open-ended questions that cannot be answered with yes and no

**Open questions are just one of the different concepts of question techniques you can apply in your work as a consultant.

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29
Q

When asking questions, what are the 3 different perspectives?

A

Past, present, and future

30
Q

What are rational questions?

A

Questions around facts

ex. What has happened? What should happen in the future?

31
Q

What are emotional questions?

A

Emotional/ feelings; better understand partners and stakeholders and their relationship

ex. Who is to blame? What do I wish for in the future?

32
Q

What are examples of past questions?

A

Why did the last project fail?

What happened in the last project?

33
Q

What are examples of present questions?

A

Who is the project lead?

Why should we do the project now?

34
Q

What are examples of future questions?

A

How will you measure the success of the project?

What will change after the project?

35
Q

What does it mean to funnel questions?

A

Funnel questioning helps to narrow down a problem by specifying the issue.

  1. First, ask general questions that help you to name the problem or to reveal goals and questions.
  2. Step by step scrutinize by asking more specific questions. Examine also small details.
  3. The more information and details of an issue you inquire the easier it is to understand the problem and find a solution for it.

The questioning funnel only contains open questions. Asking w-questions is a good start.

36
Q

What questions should be asked first? Put the questions in an order from very open to very detailed.

A
  1. What is the problem?
  2. What was done so far?
  3. How should the problem be analyzed?
  4. Who needs to be involved?
  5. Is he/her already informed about working with us?
37
Q

What are the 11 types of open-ended questions?

A
  1. outcome oriented questions
  2. Questions about relevant context
  3. Defining the problem or the plan of action
  4. Rating questions
  5. Exception questions
  6. Hypothetical solution-oriented questions
  7. circular solution-oriented questions
  8. resource-oriented questions
  9. problem-escalation questions/status quo questions
  10. survival questions
  11. alternative-oriented questions
38
Q

Outcome-oriented questions are?

A

Clar­i­fy­ing ob­jec­tives, in­ter­im out­comes and the task

hat would be a good out­come for you from this dis­cus­sion?
Imag­ine we have con­clud­ed the dis­cus­sion and you have the im­pres­sion: “That was a use­ful dis­cus­sion!” – how will you/oth­ers re­al­ize this?
What needs to have hap­pened here?
What would be an ini­tial sign of a pos­i­tive de­vel­op­ment for you/oth­ers?
What could be con­tributed to this to­day?
What are the most im­por­tant ob­jec­tives? Are they com­pat­i­ble?
What are the ob­jec­tives (val­ues) be­hind the ob­jec­tives?
Who is in­volved, who is af­fect­ed?
What oth­er im­pacts does achiev­ing the ob­jec­tives have?

39
Q

Questions about relevant context are?

A

Here, the fo­cus is on the sur­round­ing en­vi­ron­ment, which can have an in­di­rect ef­fect even if it has no di­rect in­flu­ence.

Who else here is still in­ter­est­ed in the out­comes?
Let’s imag­ine I ask X what he wish­es to come out of this dis­cus­sion, what would he say?
What would need to hap­pen here to­day in or­der for X come out of the dis­cus­sion sat­is­fied?

40
Q

Defining the problem or the plan of action questions are?

A

Clar­i­fy the plan and ex­plain the is­sue with the pre­vi­ous (prob­lem) cir­cum­stances.

What is of key im­por­tance? Is this a move away from a bad sit­u­a­tion or, hope­ful­ly, a move to­wards a sit­u­a­tion that will be bet­ter?
You say, X is … What does X do (where, when, how, with whom), for you to char­ac­ter­ize his be­hav­ior in this way? How do oth­ers see it? Who views it dif­fer­ent­ly?
What ex­pla­na­tions are there for this?
When was the last time that you reached a mu­tu­al­ly sat­is­fac­to­ry agree­ment?
What is the dif­fer­ence be­tween the sit­u­a­tion now and the sit­u­a­tion then?

41
Q

Rating questions are?

A

Rat­ing ques­tions of­fer a scale for mea­sur­ing changes.

Let us as­sume that ‘zero’ is the sit­u­a­tion be­fore the project and ‘ten’ would mean the prob­lem has been solved. What’s our score to­day?
Who agrees with that score? Who would give us a dif­fer­ent score?

42
Q

Exception questions are?

A

Ex­cep­tion ques­tions make it clear that there are con­text-de­pen­dent dif­fer­ences at this stage al­ready.

When was the last time it was slight­ly dif­fer­ent / bet­ter / worse?
What was dif­fer­ent then?
When was the last time the score was high­er than it is at present?
Who did some­thing dif­fer­ent­ly then and how?
What else was dif­fer­ent?
What im­pact did that have?
How can oth­ers rec­og­nize this?
What do the oth­ers in­volved do in this case and how? With what im­pact?
Who would have to do what, so as to en­sure it hap­pens more of­ten?

43
Q

Hypothetical questions are?

A

Expand
Hy­po­thet­i­cal ques­tions are the most con­struc­tivist ques­tions. You ‘play’ with the pos­si­bil­i­ties.

mag­ine you would de­cide to re­act dif­fer­ent­ly next time, what im­pact would that have?
What would need to hap­pen for X to be pre­pared to re­act dif­fer­ent­ly?
What would he do/say/think then?
Who would be most like­ly to no­tice that?

44
Q

Circular solution-oriented questions are?

A

Here the fo­cus is on how the in­ter­ac­tion of two par­tic­i­pants im­pacts on a third.

How would your su­per­vi­sor re­act if you were to de­cide to take mat­ters that con­cern you into your own hands?
Who would be most sur­prised of your de­ci­sion?
If you and Mr. X were to de­cide to co­op­er­ate with each oth­er, what im­pact would this have on your team col­leagues?
How would your line man­ag­er no­tice this? How would he re­act?

45
Q

Resource oriented questions are?

A

Re­source ques­tions re­late to the avail­able skills that could be used for the so­lu­tion.

What are you good at?
What con­tent and so­lu­tion pat­terns can you trans­fer?
What needs to re­main as it is? What would you like to pre­serve?
What avail­able skills can you use now?

46
Q

Problem escalation questions are?

A

Prob­lem-es­ca­la­tion ques­tions as­sume that a per­son who is able to es­ca­late some­thing is part of the sta­bi­liz­ing feed­back loop and is there­fore not with­out in­flu­ence.

What would you / would X need to do for the sit­u­a­tion to get worse?
Imag­ine the sit­u­a­tion is to re­main as it is now, what would things be like in one year’s time?

47
Q

Survival questions are?

A

Sur­vival ques­tions look for ‘the good in the bad’, in oth­er words, the hid­den win in the cur­rent sit­u­a­tion.

How have you pre­vi­ous­ly dealt with this prob­lem?
What was help­ful? What was not help­ful?
How did you man­age to pre­vent the prob­lem from be­com­ing much more worse?
Was it per­haps even a good thing that the prob­lem came up?
What would be dif­fer­ent if the prob­lem were re­solved?
What dif­fer­ence would that make?

48
Q

Alternative-oriented questions are?

A

Al­ter­na­tive-ori­ent­ed ques­tions of­fers two op­por­tu­ni­ties.

What do you pre­fer, op­tion A or B?
Who would be a bet­ter fit for the project, John or Sarah?

49
Q

Who are the main players within communication?

A

The sender and the receiver

50
Q

When sending a message, you are responsible for what two parts of the communication?

A

Content and quality

To achieve this you should structure your message in a way so

    • it is tailored to the receiver
  • -the receiver gets the key message right from the start

–in a short time

51
Q

What is the pyramid principle?

A

Triangle:
Top- main message/conclusion
Middle- Analysis
Bottom- Single statements or arguments

52
Q

What are the benefits of the pyramid principle?

A
  1. People have a short attention span, so it is good to say what you want to say before they start asking questions
  2. Very easy to follow your logic
  3. Keeps the audience focused on the most interesting areas
53
Q

What is the rule of three?

A

People remember three things better and for longer.

  1. Your argument gets their attention and is memorable
  2. You are forced to choose the three most important reasons
  3. You sound more structured, confident and decisive when you speak
54
Q

Active listening is about?

A

understanding how the sender is feeling or what their message is saying.

55
Q

How do you achieve active listening?

A
  1. build trust
  2. get the dialogue partner to think and talk
  3. analyze problems
  4. understand the dialogue partner’s point of view
  5. listen and show appreciation
56
Q

Why is active listening important?

A
  1. It builds trust
  2. It show appreciation to the sender
  3. I can show that I understand the sender
57
Q

How do you apply active listening?

A
  1. I look at the other person
  2. I make a sounds that shows I understand the sender
  3. I make sure I understand correctly by repeating the main fact with my own words
  4. I nod occasionally
58
Q

What is non-verbal communication?

A

These are messages that you transmit with your body.

59
Q

What are some basic non-verbal rules for a consultant?

A
  1. Display friendly and open facial expressions and physical gestures
  2. Stand facing the people listening
  3. Maintain eye-contect with the listeners
  4. Speak clearly and at the appropriate volume
  5. Stand still

** following the rules will …avoid irritation of your partners
…make sure to be regarded as a competent and trustful partner

60
Q

A good presentation is made up of what four elements?

A
  1. Preparation
  2. Applying pyramidal communication and proper visualization in presentations
  3. First impression
  4. Oral presentation techniques
61
Q

What are the 5 phases of a TOS project?

A
  1. Prepare
  2. Diagnose
  3. Implement
  4. Stabilize
  5. Rollout
62
Q

Why is pyramidal communication important for you in the Steering Committee?

A
  1. Steering committee needs to get the key messages with all the needed facts in an effiecient way
  2. Devlop story
63
Q

What are the questions you should ask yourself in order to plan a storyline?

A

What is your Main Message of the presentation, what do you want to deliver or what do you want to achieve with the presentation?
What decisions are needed to go ahead with the project?
What information does the management need to come to a decision? Which data is required to support this arguments? What Analyzes have I done to prove the data?
How can I design the storyline to support the decision making process?

64
Q

What is the purpose of the 1st Steering Committee?

A

to show the results of the diagnose phase, recommend improvement steps and get decisions

65
Q

How do you treat data in your presentation for the Steering Committee?

A

I support the decision making process by presenting relevant data in a simple and smart way.

66
Q

“So What” boxes are used for?

A

describe concisely what the statement of a picture is

It summarizes what is shown in the picture.

synthesizing and gives a clear statement.

67
Q

A good “So What” entails which 3 characteristics?

A
  1. What’s the most important
    take-away?
  2. What are the root causes?
  3. What’s the implication?
68
Q

How would you structure the “so what” box using the logical chain?

A
  1. situation
  2. complication
  3. question
  4. answer
69
Q

Before choosing a chart, what shoudl you ask yourself first?

A 
"What do I want to show?"
Comparison?
Distribution?
Composition?
Relationship?

**The right Chart will help you to communicate your data very quickly

70
Q

Your Audience should be able to understand what you want to tell them in how many seconds?

A

1 second

71
Q

What are the 4 main categories for smart visualization?

A
  1. Action titles
  2. Design
  3. Content
  4. Organization
72
Q

Where do I get the Steering Committee templates?

A

LeanWiki

ProKit Exam 1 (7 decks)

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