Why are both of these important? The children we serve and the professionals we work with benefit when we can recognize the contributions and blind spots of personality patterns. We can also experience the validation in self-acceptance of who we are at our core while fostering professional growth and development. Self-leadership is fundamental to effective leadership and teamwork; therefore, we need helpful lenses to have a clearer picture of our interactions, motivations, and thinking patterns.
Recently, I came across an apt definition for the term
: Conflict is the gap between what we want and what we are experiencing at any given moment. Through healthy conflict, we can create some wonderful programs, processes, and initiatives. However, when we have
conflict within ourselves, among our CAC staff, multidisciplinary teams, Boards, and Chapters, it drains us of energy that could be used more efficiently for positive change and innovation. So how do we reduce unhealthy conflict that often results in damaging behaviors and feelings? How do we understand ourselves and others better, so we can focus positive energy on supporting one another and the important work at hand? One way is by learning about three valuable lenses: Interaction Styles, Essential Motivators, and Cognitive Dynamics.
Training: HOW we do what we do
Each Interaction Style™ is an energy pattern that drives us to communicate and relate in certain ways. Each of us has a natural, innate form of communicating. Through this training lens, individuals and teams can determine how they usually prefer to interact and communicate with others. They will also learn how to communicate more effectively by using, understanding, and appreciating other Interaction Styles™. The four different energy patterns for interaction are:
It’s worth the effort to think ahead to reach the goal.
It’s worth the time to integrate and reconcile many inputs.
It’s worth the risk to go ahead and act or decide.
It’s worth the energy to involve everyone and get them to want to.
Essential Motivators™ Training: WHY we do what we do
Each Essential Motivator™ relates to core psychological needs and values that are so essential to our existence that we will go to great lengths to get them met. Each motivator pattern is characterized by four core needs that must be met for us to feel self-confident, whole, and healthy. These needs also drive our behavior and talents. Through this training lens, individuals and teams will gain a deep understanding of different perspectives, talents, agendas, and sources of conflict and stress. The four motivator patterns are:
The core needs are to have the freedom to act without hindrance to make an impact.
The core needs are for group membership and responsibility
The core needs are for mastery of concepts, knowledge, and competence
The core needs are for meaning and unique identity that come from having a sense of purpose and working toward some greater good.
Cognitive Dynamics™ Training: WHAT processes we use to think about things
Cognitive Dynamics™ refers to the dynamic interaction of different mental processes. It refers to the 16 different personality patterns derived from the wisdom of Carl Jung’s work on the eight cognitive processes that he described in
. Through this training lens, we can see that we are dynamic and constantly developing. We can appreciate and step outside our natural personality pattern, bridge communication gaps with others, and follow our natural instincts for development. The training will take individuals into the richness of personality patterns and will teach them how these processes play out in both positive and challenging ways. The eight cognitive processes we use are:
(Extraverted Sensing): Experiencing what is.
(Introverted Sensing): Recalling what was.
(Extraverted Intuition): Inferring what it means.
(Introverted Intuition): Foreseeing what will be.
(Extraverted Thinking): Organizing the experience.
(Introverted Thinking): Analyzing the experience
(Extroverted Feeling): Considering others in the experience.
(Introverted Feeling): Evaluating the experience.