pcm in aviation - individualising human factors training nendick & naef sep 2013 final.pdf ·...

Nendick & Naef, PACDEFF 4-5 Sept 2013, Gold Coast

PCM in Aviation

- individualising human factors training

Mike Nendick,

MDN & Associates

&

Werner Naef,

Kahler Communications

Oceania

Nendick & Naef, PACDEFF 4-5 Sept 2013, Gold Coast 1

PCM - speaking each others language!


Process

Communication

Effective

communication

in ‘distress’ Predictable

communication

behaviours

Avoid

undesired

outcomes

Focus on

how we

say things

React

positively

or

negatively


Error

Management

A few days’

practice and

you can use

PCM

Reliable

behaviour

prediction

We can’t

think

clearly in

distress

Avoid

undesired

situations

Bring

colleagues

back to

‘OK’ state


Personality,

Communication

& Management

model

Personality

Patterns

Inventory

How we say

something

rather than

what we say

Six

personality

types


Teams need to listen to each other

Communication

Styles

Distress

behaviours Psychological

needs


Communication

Channels

“If you want them to listen, speak their language”

‘Not ok’ = not listening or thinking logically

Bring your colleagues back to ‘ok’ state

Right words and actions make the difference

Irrational behaviour under pressure

Respond to what you see

Three days

to start putting

PCM

into action


Applying PCM

Personality

structure

Base

Phase Distress

sequences

Used by

NASA


PPI

30% have same base/phase entire life

We may phase once, twice, or more as we age.

Our motivations and distress behaviours can change.

‘Phase’ personality characteristics drive our

primary psychological needs and motivation.

‘Base’ personality characteristics remain our

primary communication channel.

Energy levels and where we spend time can change.

Order set early in life, never changes.

6 floor personality structure.

Our ‘condominium’


Promoter 5% (M = 3% , F = 2%)

Imaginer 10% (M = 4%, F = 6%)

Persister 10% (M = 7.5%, F = 2.5%)

Rebel 20% (M = 8%, F = 12%)

Thinker 25% (M = 18.75% , F = 6.25%)

Harmoniser 30% (M = 7.5% , F = 22.5%)

Personality type percentages


Promoter - Autocratic (Directive)

Imaginer - Autocratic (Directive)

Persister - Democratic (Questioning, Participative)

Rebel - Laissez Faire (Hands off, Delegative)

Thinker - Democratic (Questioning, Participative)

Harmoniser - Benevolent

Management communication style


Promoter - Directive, Actions ‘Let’s do this now”

Imaginer - Directive, Reflections ‘Go and do this alone’

Persister - Requestive, Opinions ‘What do you believe?’

Rebel - Emotive, Reactions ‘Hey, I like these!’

Thinker - Requestive, Thoughts- ‘What do you think?’

Harmoniser - Nuturative, Emotions ‘How do you feel?’

Communication channel & perception


Promoter - Incidence (excitement) and action

Imaginer - Solitude and direction

Persister - Meaningfulness of work, conviction, value

Rebel - Contact and fun

Thinker - Quality of work and time structure

Harmoniser - Recognition of person and sensory

Psychological needs


You are on top form today. Let’s grab a coffee and then you chair the meeting.

Promoter - Action and ego

Imaginer- Introspection and personal space

Take this project file into your office for the day, and come back to me tomorrow morning with a dot point summary of where we are.

Persister –Values and beliefs

You are the expert. I value the perspectives that you bring to this, so what’s your opinion on the best way forward?

Cool to get this project flying together! By the way have you seen our latest project app? It’s a blast to use.

Rebel – Interest them, work needs to be fun

You did a great job on that report, you delivered it right on time and it had an excellent summary of the detail with a clear conclusion.

Thinker- Detail, time, work quality

Great to see you! Everyone in the team likes you! Thank you for being you!

Harmoniser- Focus on the person


Giving psychological needs verbally

Harmoniser - I have to please

Over-adaptive, indirect requests, wishy washy decision making

Thinker - I have to be perfect

Rebel - I have to try hard

Does not answer questions directly, lets others think for them, says don’t understand, delegates inappropriately

Big words, over complicated explanations, poor delegation

Persister - You have to be perfect

Big words , complicated questions, focus on what is wrong

Imaginer - I have to be strong

Others in charge of their thoughts and emotions, spreads self too thin, withdraws, goes nowhere

Promoter - You have to be strong

Says ‘you’ meaning ‘I’, expects others to fend for themselves, unsupportive


Drivers and mismanagement behaviour

Imaginer - I have to be strong

Directive - Reflective, Inactions: ‘Give space, directions’

Promoter - You have to be strong

Directive - Actions, Incidence: ‘Make it happen’

Harmoniser - I have to please

Nuturative - Emotions: ‘I feel, I care, kindness’

Thinker - I have to be perfect

Requestive - Thoughts: ‘I think, facts’

Rebel - I have to try hard

Emotive - Reactions: Fun, contact, ‘likes, dislikes’

Persister - You have to be perfect

Requestive - Opinions, judgements: ‘I believe’


Channel & Perception for each Driver

Harmoniser

- Makes silly and

tragic mistakes

Lacks assertiveness.

Experiences self doubt.

Invites criticism.

Thinker

- Over controls,

micromanages

Easily frustrated about fairness, money, order or responsibility.

Critical of others around thinking issues.

Verbally attacks from a ‘you’ position.

Rebel

- Blames Negative and complaining.

‘Yes buts’.

Blames things and situations on others.

Persister

- Pushes beliefs

Crusades.

Opinionated, righteous.

Verbally attacks others who don’t believe the same.

Imaginer

- Passively waits Continued withdrawal.

Projects started and not finished.

Lost for words.

Promoter

- Manipulates Sets up arguments.

Creates negative drama.

Ignores or breaks the rules.


Warning signs for second degree distress


GIHRE project

A disquieting finding


Individual competency to manage

personality based idiosyncrasies

Insert text

here

PCM - the missing ingredient for NTS

Well validated for self and team

Dealing with pressure and distress

Self

Management

Training

Mike Nendick

Director

MDN & Associates

Sydney, Australia

phone: +61 (0)2 9498.3641

mobile: +61 (0)412 385.179

email: [email protected]

http://au.linkedin.com/pub/mike-nendick/1b/a2a/aba

Werner Naef

Director

Kahler Communications Oceania Ltd

Waikanae Beach, New Zealand

phone: +64 (0)4 905 0084

mobile: +64 (0)21 430 396

email: [email protected]

www.kahlercom.co.nz

Questions?


pcm in aviation - individualising human factors training nendick & naef sep 2013 final.pdf ·...

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