Does this look familiar?
– Often you find your colleagues slow in understanding and reacting
– You get impatient due to the slow pace in conferences or business meetings
– You already see the consequences, but you seem to be the only one
– You think faster then you can speak
– Sometimes you have difficulty formulating your words and for that you strain your voice
– You often push yourself to the limits and then you forget to eat, drink etc.
– You are a perfectionist and you only can relax when work is really done
– You can’t accept injustice and you get very angry when confronted with it
– You experience that nobody really understands you
– You find it hard to let go of your ideas, sometimes, others think you headstrong
– You find you know it all, what else is there to accomplish?
Do you recognise yourself in some of these statements? Then you are probably a fast (Picture) Thinker (Picture thinking is: dominant visual thinking or visual/spatial learning)
Are these things troubling you and are you looking for more than a mental-personal coach?
And are you sure you don’t want more new communication tricks, but real change?
Then Key to Communcation can offer solutions!
Key-to-Communication looks at communication in a broad sence. Maybe we don’t realise it, but actually we communicate always. This happens internal as well as external (to others). We communicate in many ways.
Whether we do this consciously or unconsciously. The quality of our communication is of great importance for the result and is determined by what we put in it. If we communicate clearly, congruently, without prejudice and with respect, then the outcome will be beneficial for all partners. But sometimes this doesn’t function that well. Then it is useful to investigate that communication process.
- To improve of your presentation, your voice and/or speech etc. see: Key to Voice, Speech & Presentation
- To learn more about (your) Fast (Picture)Thinking abilities: stay on this page.
The Fast (Picture)Thinker:
Field experience (1): Fast (Picture) -Thinking versus linear Concept Thinking.
Peter is a executive director and works under supervision of Henry who is a managing director of a big international firm. Their work relationship has lasted already for 3 years and both are very content. They are a perfect team. However the last 3 three months Peter feels less at ease. He notices a certain resistance, irritation and even a kind of suppressed aggression towards him. Actually he can’t lay his finger on it, but the feeling is starting to consume him. ‘ What am I doing wrong’ he often asks himself. Peter doesn’t like mistakes and is very alert about that. He loves to think and plan ahead. In this way he can keep control. Peter is a fast thinker, a perfectionist. He is able to process all kind of information at a high speed and that provides the capacity of being able to react on time. He often finds his colleagues slow in thinking and reacting, even slower to reach conclusions. He sometimes wonders why they hold these high positions whilst reacting so slow on situations. Confronted with problems, Peter immediately sees the solution whilst others can’t follow his argumentation. But lately Peter is insecure. The mutual safety seems to wobble and he can’t uncover why this happens. His insecurity surfaces in communication with others. He doesn’t sleep well. He is easily irritated and distracted, and starts to forget important things. Sometimes he experiences a pressure on his chest. Also at home things don’t go smoothly. Wife and kids are less patient with him. He decides not to tell what bothers him, but inside the frustration is eating him.
Peter appears to be a fast (picture)-thinker, who processes his information multidimensional (a total experience of seeing – feeling – hearing – smelling – tasting) and he stands in the middle of it. The borders between the inner- and outer world are often diffuse. Imagine it as if this person has a huge cinema theatre in his head, with many rooms. In each room runs a virtual reality in which the picture thinker projects an experience or problem. He immediately plays the leading roll in these stories and experiences all ins and outs around these themes. Often without the use of words. He also can work in several rooms at the same time. It often happens that the picture thinker is not aware of where he actually is: in which room(s), inside or out? Often he doesn’t realise that the other, in the outside world is not capable to experience what he experiences. And that’s why this person can’t follow his story/argumentation/solution. A case of mis-communication is born.
Picture thinking has its advantages: being capable to oversee a problem faster, being more creative. This gives one an advantage over others in e.g. overseeing problems and solving them. But it has also disadvantages: the picture thinker is often venerable for stress and looses himself in processing thoughts. He forgets to eat , to drink, to take his rests and he is always short in time. This can be so intense that it can lead to physical complaints like stress, burn out and RSI (Repetitive Strain Injury) etc.
Concept thinking is thinking in linear structures from A to Z. One is less likely to be distracted. Experience of life and solving problems is totally differently handled by both groups. And then there are al kind of mixtures.
Probably 25-30% of the whole Dutch population is picture thinking. This amount is increasing. It is important that you keep that in mind in your contacts.
Field experience (2): Knowledge is power, but ability provides prevalence and balance.
Henry, Peter’s senior director, finds that Peter is developing too fast. He feels it is endangering his own position and it bothers him that he often is not the first one to see the solution to a problem. It is odd, because at first everything went so well. Then it seemed like Peter could read his mind and anticipated so fast that he could leave all kind of important things to him. This was new. With John, a very nice guy by the way, in business they were like water and fire. They had to discuss everything and because of that nothing worked and they always had problems with project deadlines. Henry had to admit: the co-operation with Peter had made big things possible and he couldn’t afford to lose Peter. But in his heart he experiences Peter as a treat. Peter could easily take over his job and do it even better.
A co-operation between picture-thinkers or between picture-thinkers and concept-thinkers doesn’t always go easy. It can bring much stress and irritation. Obtaining insight about how this works for you and for the people you work with can make all the difference. Learning tot deal with it and using the opportunities can provide enormous advantages. Like being more relaxed at work, having a accurate feeling about what is going on and success for all involved.
Who is this for?
- for everybody who wants to develop capacities in dealing with stress or have difficulties keeping up with the pressure of their daily activities.
- for those who recognise themselves in picture-thinking and or concept-thinking and want to know more about optimal communication.
- for the politician, the business decision maker, the director, chief manager personal & organisation etc.
- for people with stress, RSI (Repetitive Strain Injury), burn-out related complaints. – for those who have got stuck in rut of their daily activities.
- Being able to recognise one’s own and other peoples performances in regard to stress and fast (picture)thinking/concept thinking in communication.
- Being able to correct one’s own performances and finding the optimal co-operative structure without suppressing oneself in one’s own possibilities
Presentation: personal coaching/group-training
The Key to Communication-program can be presented as personal coaching as well as in company grouptraining. In all cased we deliver customized, tailored work, based on yóur needs. For more information, possibilities, costs, conditions and appointments, please contact us.