storytelling - Blog - Global Risk Community2024-03-29T15:30:24Zhttps://globalriskcommunity.com/profiles/blogs/feed/tag/storytelling4 Realms of the Experience Economyhttps://globalriskcommunity.com/profiles/blogs/exploring-the-quadrants-the-four-realms-of-the-experience-economy2024-01-11T16:57:54.000Z2024-01-11T16:57:54.000ZMark Bridgeshttps://globalriskcommunity.com/members/MarkBridges<div><p><a href="{{#staticFileLink}}12356921101,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12356921101,RESIZE_710x{{/staticFileLink}}" alt="12356921101?profile=RESIZE_710x" width="710" /></a></p><p>The concept of the "Experience Society" refers to a socioeconomic shift wherein experiences, rather than services or products, are the primary commodities of society. This concept has been significantly impacted by the works of theorists Alvin and Heidi Toffler.</p><p>The Tofflers' analysis of societal transformation facilitates comprehension of the transition to an experience-oriented society by establishing the groundwork. Their anticipation of the shift towards a knowledge-driven and information-based society demonstrates an awareness of the importance of experiences in the modern economy.</p><p>The experiential society places significant emphasis on the intellectual and spiritual aspects of consumerism. This occurrence signifies broader cultural and social transformations, wherein personal contentment and experiences play a critical role in determining one's identity and way of life.</p><p>Joseph Pine II and James H. Gilmore popularized the <a href="https://flevy.com/browse/flevypro/experience-economy-8086">concept of the "Experience Economy"</a> in their 1998 Harvard Business Review article and subsequent book. This principle goes beyond the traditional focus on products and services.</p><p>Pine and Gilmore delineate the phases of economic evolution as follows: agrarian, industrial, service, and <a href="https://flevy.com/browse/flevypro/customer-experience-2252">Customer Experience</a>. They postulated that for businesses to establish a rapport with their clientele, they must create experiences that are emotionally resonant, captivating, and long-lasting. Moreover, they proposed that the tangible product should be the memory of those immersive experiences.</p><p>This transition indicates a heightened understanding of consumer inclinations and the importance of emotional engagement within the domain of business. To provide an example, contemplate Disney World, where the sentiment of wonder and fascination holds equivalent worth to the physical attractions. In a similar vein, prominent retailers including Apple and IKEA place great emphasis on crafting outstanding customer experiences through the overall ambiance, product interactions, and store design.</p><p>Four distinct domains of experience were identified by Joseph Pine and James Gilmore, utilizing the two-dimensional concepts of Customer Participation (Active versus Passive) and Connection, which relates to Absorption to Immersion.</p><ol><li><strong>Entertainment (Passive Absorption)</strong></li><li><strong>Educational (Active Absorption)</strong></li><li><strong>Escapist (Active Immersion) </strong></li><li><strong>Esthetic (Passive Immersion)</strong></li></ol><p><a href="{{#staticFileLink}}12356921496,original{{/staticFileLink}}"><img class="align-full" src="{{#staticFileLink}}12356921496,RESIZE_710x{{/staticFileLink}}" alt="12356921496?profile=RESIZE_710x" width="710" /></a></p><p>These 4 realms frequently intersect and produce more actively engaging experiences.</p><p>Let’s dive further into the first two realms, for now.</p><p><strong>Realm 1: Entertainment (Passive Absorption) </strong></p><p>The impact of the entertainment industry on the way <a href="https://flevy.com/browse/marketplace/customer-engagement--implementation-toolkit-5234">businesses engage with their customers</a> through inconsequential yet emotionally-evocative experiences is substantial. The majority of consumers in this domain assume a receptive position, engaging in passive observation or listening without actively participating. Consumers are delighted by these experiences as they evoke emotions such as joy and enjoyment. This domain <a href="https://flevy.com/browse/marketplace/consulting-storytelling-guide-7124">communicates narratives and stories</a> that engross the spectators through the medium of music, theater, or any other form of artistic manifestation.</p><p>Although the engagement is non-verbal, the experiences elicit responses from multiple senses, including visual, auditory, and occasionally gustatory and tactile, thereby enhancing the immersive aspect. Entertainment experiences have a broad appeal because they require negligible physical effort from the audience, which makes them accessible to a wide variety of individuals. These experiences evoke profound emotional reactions and forge lasting memories. Significant economic contributions are made by the entertainment industry through its media outlets, events, and performances.</p><p><strong>Realm 2: Educational (Active Absorption)</strong></p><p>This domain within the Experience Economy prioritizes active involvement and participation in experiences that are directly linked to the acquisition of knowledge or skills. This cultivates an educational setting that is intellectually stimulating and interactive. The engagement of participants in the learning process enriches their overall experience. A wide range of educational experiences, including seminars, workshops, guided excursions, and interactive exhibits, contribute to the enjoyment of the learning process.</p><p>These experiences provoke cognitive involvement from consumers through the requirement of analysis or problem-solving, thus inspiring intellectual inquisitiveness and introducing mental obstacles. These experiences promote efficacy and inclusivity by catering to a range of learning styles, such as visual, auditory, and kinesthetic. These experiences offer educational advantages by providing structured and engaging environments, and they promote <a href="https://flevy.com/browse/marketplace/professional-and-management-development-training-model-7918">continuous learning and professional growth</a> by customizing learning opportunities to suit the unique needs and preferences of each participant.</p><p>Interested in learning more about the other realms of the Experience Economy? You can download <a href="https://flevy.com/browse/flevypro/experience-economy-8086">an editable PowerPoint presentation on Experience Economy here </a>on the <a href="https://flevy.com/browse">Flevy documents marketplace</a>.</p><p><strong>Do You Find Value in This Framework?</strong></p><p>You can download in-depth presentations on this and hundreds of similar business frameworks from the <a href="https://flevy.com/pro/library">FlevyPro Library</a>. <a href="https://flevy.com/pro">FlevyPro</a> is trusted and utilized by 1000s of management consultants and corporate executives.</p><p>For even more best practices available on Flevy, have a look at our top 100 lists:</p><ul><li><a href="https://flevy.com/top-100/strategy">Top 100 in Strategy & Transformation</a></li><li><a href="https://flevy.com/top-100/organization">Top 100 in Organization & Change</a></li><li><a href="https://flevy.com/top-100/consulting">Top 100 Consulting Frameworks</a></li><li><a href="https://flevy.com/top-100/digital">Top 100 in Digital Transformation</a></li><li><a href="https://flevy.com/top-100/opex">Top 100 in Operational Excellence</a></li></ul></div>Dogged Inactionhttps://globalriskcommunity.com/profiles/blogs/dogged-inaction2020-12-19T07:39:23.000Z2020-12-19T07:39:23.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8332289460,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8332289460,original{{/staticFileLink}}" class="align-right" width="260" height="233" alt="8332289460?profile=original" /></a>Dogged inaction by leaders when staff raise issues is one cause of organisational silence (which I wrote about <a href="https://globalriskcommunity.com/profiles/blogs/deafening-silence" target="_blank">last week</a>), and ultimately causes the destruction of psychological safety.</p><p>Dogged inaction is what happened to the Department of Immigration and Multicultural Affairs around the immigration detention of Cornelia Rau which lead to the 2005 <a href="https://www.homeaffairs.gov.au/reports-and-pubs/files/palmer-report.pdf" target="_blank">Palmer Report</a>. Rau, an Australian citizen, was illegally detained for ten months. Due to her mental illness her citizenship was not ascertained for all that time.</p><p>The beauty of the public sector, and a challenge for it, is that when there is a stuff-up, inquiries follow. They provide outstanding opportunities for understanding what went wrong, and why. The Palmer Report described the situation at DIMA as follows:</p><blockquote><p><em>"...the Inquiry found considerable evidence of deafness to the concerns voiced repeatedly by a wide range of stakeholders, a firmly held belief in the correctness and appropriateness of the processes and procedures that exist, and a culture that ignores criticism and is unduly defensive, process motivated and unwilling to question itself. Energies seemed to be channelled more into justifying and protecting the status quo.”</em></p></blockquote><p>As I wrote last week, you need powerful stories to shift emotions when bringing criticism to leaders. Yes, you can <a href="https://www.bryanwhitefield.com.au/blog/p-s-give-them-the-wiifm/" target="_blank">paint them a picture of what is in it for them</a>, but people make decisions on emotion first and logic second. If they are not ready to receive a message containing criticism, you need to prime them with a story. I have gifted you two stories. My personal story of HIH Insurance which is chronicled in the report of the Royal Commission (<a href="https://www.bryanwhitefield.com.au/blog/deafening-silence/" target="_blank">see last week’s blog</a>) and this DIMA one, chronicled in the Palmer Report.</p><p>If neither of these stories quite suit your need and you don’t have your own, I suggest you go looking for other public inquiries. For example, the inquiry into the Challenger space shuttle disaster in the US or any of the Royal Commissions held in Australia over the last decade. Sadly, there are soooooo many to choose from.</p><p>Stay safe and influence leaders to build psychological safety!</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>Deafening Silencehttps://globalriskcommunity.com/profiles/blogs/deafening-silence2020-12-08T00:14:06.000Z2020-12-08T00:14:06.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8272620091,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8272620091,original{{/staticFileLink}}" class="align-right" width="345" height="230" alt="8272620091?profile=original" /></a>While a lack of psychological safety means a team is missing out on <a href="https://www.bryanwhitefield.com.au/blog/p-s-give-them-the-wiifm/" target="_blank">the opportunity to take risks and innovate (as I pointed out last week)</a>, when the lack of psychological safety becomes rampant, a much bigger risk develops. That risk is the deafening silence that descends on the organisation because no one will speak up. A situation termed organisational or employee silence.</p><p>I wrote about this phenomenon a couple of months ago when I reflected on my time at HIH Insurance and the need to sometimes move “<a href="https://www.bryanwhitefield.com.au/blog/beyond-nudging/" target="_blank">Beyond Nudging</a>”. In that blog I was encouraging risk practitioners to shift from challenging decisions on a case by case basis to having one big discussion about whether sufficient psychological safety exists. The goal: to create psychological safety so staff in the trenches feel comfortable raising issues, thus preventing many of the decisions that the risk function may need to challenge from ever being made.</p><p>It’s easy to say that a bigger conversation needs to be had. It’s harder to have the conversation if it is not psychologically safe to do so. The Royal Commission noted “… a culture appeared to have developed within HIH not to question leadership decisions.”<a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog210%20-%20Deafening%20Silence.docx#_edn1" target="_blank">[i]</a></p><p>If you need to have a big conversation, first determine if the silence is due to explicit or implicit behaviour by management. If explicit, where people are punished for speaking out, you will need to tread very carefully. If it is implicit, where management are not aware of the situation they have created, you will have a slightly easier road.</p><p>Either way, you will need to plan your strategy. As I wrote in my book <em><a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">Winning Conversations</a></em>, when delivering bad news, you need to start with what’s great, move to what’s wrong while showing plenty of empathy and deliver options for what’s next. And always finish on a positive.</p><p>And as per my Pathfinder Model of persuasion, you will need a powerful story to shift emotions. I have mine. It is the story of Australia’s largest corporate collapse, HIH Insurance.</p><p>Stay safe and influence leaders to build psychological safety! </p><p></p><div><hr width="33%" size="1" align="left" /><div><p><a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog210%20-%20Deafening%20Silence.docx#_ednref1" target="_blank">[i]</a> Bailey, Brendan; <a href="https://parlinfo.aph.gov.au/parlInfo/download/library/prspub/XZ896/upload_binary/xz8964.pdf;fileType=application%2Fpdf#search=%22library/prspub/XZ896%22" target="_blank">Research Note</a>, Department of the Parliamentary Library, No. 32, 13 May 2003.</p><div><hr width="33%" size="1" align="left" /><div><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p> </div></div></div></div></div>P.S. Give them the WIIFMhttps://globalriskcommunity.com/profiles/blogs/p-s-give-them-the-wiifm2020-12-01T00:17:13.000Z2020-12-01T00:17:13.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p><a href="{{#staticFileLink}}8272620063,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8272620063,original{{/staticFileLink}}" class="align-right" width="340" height="212" alt="8272620063?profile=original" /></a>There are more avenues to helping a leader realise they need to change to create psychological safety than I shared in my blog last week. While showing them <i>what was happening </i>is a good start, you also need to make sure they <i>understand what they can have if they make changes</i>. That is, answer the question “What’s In It For Me?” (WIIFM).</p><p>A good way to do that is to contrast what is happening now with the type of changes you are suggesting and the favourable outcomes they can expect. Here are three examples to get you started based on papers written by: Amy Edmondson (the Harvard academic that is widely attributed as having coined the phrase psychological safety)<a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_edn1" target="_blank">[i]</a>; Bev Attfield, host of the People at Work podcast<a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_edn2" target="_blank">[ii]</a> and Laura Delizonna, executive coach and instructor at Stanford University<a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_edn3" target="_blank">[iii]</a>.</p><p><b>Focus – Me to Them to Us</b></p><p>There are so many angles to this first one. In essence it is about shifting the focus from what the leader wants to what an individual in the team wants. In doing so, a leader might need to shift their thinking from wanting team members to respect them as the leader, to learning to respect team members more fully for their opinions and actions. Ultimately building a key outcome of trust in one another. An essential element for psychological safety to exist.</p><p><b>Purpose – Do to Why to What</b></p><p>Everyone, every team needs a purpose. However, if the leader’s focus is on “do your job” they are missing the point. The more the leader can explain why a team member’s job matters in the fulfilment of team and organisational purpose, the sooner the team can starting asking the question “What can I do differently to help fulfil our purpose?”. This is what Keegan Luiters calls a “questionable purpose.” in his book <i>Team Up</i>. That is, a purpose statement that can be turned into a powerful question. The example Luiters uses is the British rowing team for the Sydney 2000 Olympics. While their purpose was to win Gold, they translated it into “Will it make the boat go faster?” to guide actions and decisions in the lead up to their one chance to win Gold.</p><p><b>Conflict – Dissent to Collaborate to Innovate</b></p><p>Conflict is generally never easy. And if the leader you need to influence sees conflict as dissent, a big shift is needed fast. A shift to seeing team members who raise issues in a positive light will only happen if the team is seen to be collaborative on key issues. The WIIFM for your leader is that teams who collaborate and raise issues will trust each other more and will more likely take risks. And risk-taking leads to innovation.</p><p>There are many more great outcomes that a team leader can expect if they create psychological safety for their teams. I encourage you to delve into the papers by Edmondson, Attfield and Delizonna. As well as check out what my friend and colleague Dr Amy Silver has written on the topic in her blog <a href="https://www.dramysilver.com/silverlinings" target="_blank">Silverlinings</a>. Amy is known as one of Australia’s leading experts on psychological safety.</p><p>Stay safe and influence leaders to build psychological safety!</p><div><hr width="33%" size="1" align="left" /><div><p><a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_ednref1" target="_blank">[i]</a> Edmondson, Amy: <i>Psychological Safety and Learning Behavior in Work Teams</i>, Administrative Science Quarterly, 44 (1999): 350-383</p></div><div><p><a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_ednref2" target="_blank">[ii]</a> Attfield, Bev: <i>7 ways to create psychological safety in your workplace</i>, <a href="https://blog.jostle.me/blog/7-ways-to-create-psychological-safety-in-your-workplace" target="_blank">Jostle Blog</a>, 2019.</p></div><div><p><a href="http://file///D:/Datto%20Workplace/Marketing/Blogs/Bryan's%20Blog209%20-%20PS%20Give%20them%20the%20WIIFM.docx#_ednref3" target="_blank">[iii]</a> Delizonna, Laura: <i>High-Performing Teams Need Psychological Safety. Here’s How to Create It</i>; HBR, August 24, 2017.</p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div></div></div>Fighting Psychological Warfarehttps://globalriskcommunity.com/profiles/blogs/fighting-psychological-warfare2020-11-24T00:12:56.000Z2020-11-24T00:12:56.000ZBryan Whitefieldhttps://globalriskcommunity.com/members/BryanWhitefield<div><p>Last week I wrote about <a href="https://www.bryanwhitefield.com.au/blog/identifying-psychological-warfare/" target="_blank">Kate and her experience of “psychological warfare” which is a culture where psychological safety</a> does not exist. Upon reflection, Kate realised that while she created psychological safety for her team she did not create it for herself. So when she spoke up, her boss and others on the executive felt threatened and reacted with an array of avoiding, delaying and blame-shifting strategies.</p><p>Kate and I spoke about how she could have done things differently. In hindsight, she realised she needed to confront the situation much earlier and in a very tactful way.</p><p>Kate was familiar with <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">my book about creating persuasive conversations</a> so we discussed how she might have constructed the conversation with her boss. We agreed that she was not aware of the damage that was being caused and how that impacted on her ability to shine. So we focused on a diagram to help explain the situation. Figure 1 is the diagram we came up with.</p><p>It shows that staff react to the actions of management based on the emotions stirred in them. And that wrongful actions can fracture the fabric of an organisation’s culture. And in seeking safety, staff put up barriers. They don’t speak up. They hold on, even hide bad news.</p><p><a href="{{#staticFileLink}}8219693675,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8219693675,original{{/staticFileLink}}" class="align-left" alt="8219693675?profile=original" /></a>Diagrams like this work very well as a conversation starter. Something to interest the other person, to demonstrate your deep thinking and to explain what is actually a complex situation.</p><p>We agreed that the other element of a persuasive conversation she needed was a story. Why? Because her message would have fallen on deaf ears if her boss was not emotionally ready to hear it. We make decisions on emotion first, logic second, if at all.</p><p>Kate had any number of stories of negative emotional impact, with staff literally quivering in their boots when interacting with the executive.</p><p>So as an avid reader of my posts, if you want to know the key to winning conversations and the process involved in influencing others I would be pleased to send you a <a href="mailto:info@bryanwhitefield.com" target="_blank">free copy of my book</a>. And if you want to go deeper into this, check out my <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> coming up on 29th and 30th March 2021.</p><p>Stay safe and build psychological safety!</p><p></p><p></p><p>__________________________________________________________________________________</p><p><a href="{{#staticFileLink}}8028269661,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028269460,original{{/staticFileLink}}" class="align-left" width="360" height="120" alt="8028269460?profile=original" /></a></p><p><br /> Bryan's new book teaches you practical methods to cut through with your advice and make the impact you want to make. Available on Amazon or order <a href="https://www.bryanwhitefield.com.au/product/wcbook/" target="_blank">here</a> now.</p><p></p><p></p><p><a href="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" target="_blank"><img src="{{#staticFileLink}}8028259276,original{{/staticFileLink}}" class="align-left" width="357" height="119" alt="8028259276?profile=original" /></a></p><h3><strong>YOUR DECISIONS DEFINE YOU.</strong></h3><p>Available on Amazon or order <a href="http://www.bryanwhitefield.com.au/product/decide-how-to-manage-the-risk-in-your-decision-making/" target="_blank">here</a> now.</p><p></p><p></p><p></p><p>Bryan Whitefield works with strategic leaders across all sectors to help organisations harness uncertainty – uncertainty is the strategic leader’s best friend. He is the author of <em>DECIDE: How to Manage the Risk in Your Decision Making</em> and <em>Winning Conversations: How to turn red tape into blue ribbon</em>. He is the designer of the <a href="https://www.bryanwhitefield.com.au/experts-need-advocates-whitepaper/" target="_blank">Risk Culture: Build Your Tribe of Advocates Program</a> for support functions and the <a href="https://www.bryanwhitefield.com.au/persuasive-adviser-program/" target="_blank">Persuasive Adviser Program</a> for internal advisers. Both can be booked individually or in-house. For more information about Bryan, please <a href="http://www.bryanwhitefield.com.au/about-bryan/" target="_blank">click here</a>.</p><p></p><p></p><p><a href="http://www.bryanwhitefield.com" target="_blank">www.bryanwhitefield.com</a></p><p></p><p></p><p></p></div>