Directive Communication Psychology

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Directive Communication Psychology (DC) is a training and organisational development psychology developed by Arthur F. Carmazzi designed to reveal how people act and react in groups while providing a structure for the influence of those groups.[1][2][3][4]

Etymology[edit]

"Directive Communication" refers to the idea that communication is constant and constantly affects individuals and groups involved whether verbal or non-verbal. DC Psychology is based on the premise that understanding the psychological element and derived models of how these cause and effects come about allows a person to consciously "Direct" his communication to achieve a desired effect on group behavior.[2][5]

History[edit]

The discipline was founded in 2001 when Carmazzi performed below his aptitude in a dysfunctional organization. While generally underperforming, he believed he was innovative and performed well on various projects. He also believed that different groups of friends brought out different facets of his attitude and personality, some positive and others not. He published articles asserting that an individual’s performance was directly related to the unique group environment he or she was in. His initial work focused on showing that some people perform extremely well in one environment and, even with the same requirements, poorly in others. The group dynamics studies led him to develop six primary models as foundations to understand how different mixes of individuals affect performance. The models supported individuals within a group to influence the dynamics and performance of that group.[1][2][3]

One of the studies identified how a high achiever put into a high performing team caused the entire team began to perform poorly. In the same study, certain average achievers were combined and created high performing teams.[6]

In 2007, the methodology was accredited by the American Institute of Business Psychology.[1][2][3]

DC Psychology is an expanding discipline with contributors including Lily C. Lau, Dr Raymond Phoon, Dr Leslie Choudhury, Waheed Albalushi, Col. Aalok Soodm Prachla Malhotra and Dr Marine Milad.[7]

Concept[edit]

Directive Communication Psychology is a science of group dynamics. it identifies how and why people act and react in groups and the small modifications in behavior that lead to influencing those groups. Directive Communication became a science of organizational peak performance and was commercially applied to developing leadership, improving corporate culture, Team Development, workforce enhancement and group behavior modification, and in high yield training and development. In a non-commercial environment, Directive Communication serves to cultivate better personal relationships, raising children better, and becoming more fulfilled and responsible citizens.[2]

There are 307 Directive Communication certified trainers in 16 different countries including Iran, Pakistan, France, Malaysia, Singapore, Hungary, Bahrain, Qatar, China, UAE and Indonesia.[8]

Key models[edit]

  • Circle of Tolerance – the level of negative stimulus a person can deal with intelligently before reacting.
  • Colored Brain - How an individual genetically interprets information and surroundings, gets clarity on solutions, ideas and processes, and sequences action through that clarity.[9]
  • Emotional Drive – a set of eight primary motivators that determine why people take or do not take action and why they react to people and environments in ways that either support or do not support their objectives.[10]
  • Postures – a yoga based, mind/body connection model that supports the immediate and purposeful creation of mood in an individual to affect environment.
  • Directive Questions – a questioning model to take the place of direct instruction in order to connect motivation, develop competence and increase trust and respect within teams.
  • Core Identity – a process by which individuals find and nurture their own models of leadership, personal effectiveness and objective supporting attitudes by harnessing facets of who they are at their best in different environments. The model is said to enhance sustainability of new behaviors because, in essence, they are not new but simply refined and redirected existing behaviors.[citation needed]

Organizational culture change model[edit]

The Directive Communication culture change model is a bottom up process originally derived from the US Special Forces and CIA force multiplication and revolution models. The objective of the model is to develop a more effective and engaged organizational culture through uniting people to create an environment that supports their personal success and value through the organization, and therefore increasing engagement. It assumes the following points:

  • It is easier for the masses to get buy-in from a small group of leaders than for a small group of leaders to get buy-in from the masses.
  • Groups with a single greater purpose unite to achieve it.
  • There are key influencers within an organization that people listen to and respect even if they do not have official titles. These people can influence their peers through trust that may be missing from the employee/management relationship.
  • People, regardless of culture, age, position or education have very similar ideas about what is an ideal work environment.[11]
  • If there is a common enemy, groups that normally do not associate will come together to fight against it.
  • Ownership of the culture supports perpetuation of it. Employees may not own the company but they can own the culture. A culture initiative must separate the two for sustainability.
  • In a society characterized by instant information and gratification, if people do not see fast results that support their success, they will lose interest and the initiative will get lost in the shuffle. A successful culture change initiative must show visible results in the first week of implementation to maintain the motivation to continue.
  • If given the opportunity, people want to solve the problems that are preventing them from becoming more successful at work.
  • A common language that supports emotional communication without conflict supports the creation of an ideal working environment
  • The Directive Communication psychology supports the unification of people to achieve a greater common purpose of creating an ideal work environment and showing visible results in a short time.

The culture change process has four criteria for it to work and be sustainable.

  • Senior management must be involved.
  • There will be a two-week period where operations will be disrupted.
  • There may be negative influencers that must be removed from the organization or interaction with the majority of the staff.
  • The initiative only works with up to 1200 people at one time.

Assumptions of Directive Communication Psychology[edit]

Directive Communication Psychology has the following assumptions:[5][12][13][14]

  • Individuals have potential to be inspired or uninspired at any given time, depending on their environment and focus.
  • Reactions to environment take place in the reptilian brain and are a product of violated assumptions about the way that things should be
  • The reptilian brain does not reason and therefore reactions are “non-intelligent” actions.
  • By understanding the psychology of how and why people act and react to each other in groups, an individual can change one consistent behavior in an environment, and affect the entire environment.
  • Subconscious actions based on assumptions about the way that people should be affect the way others treat them.
  • Because of these subconscious actions, everyone is personally responsible for the way others treat them and the creation of their own environment.
  • “Personality” cannot be defined or categorized, it can only be “interpreted” by understanding the three separate components of character: the Mental, the Emotional, and the Physical.
  • Each person mentally processes the world around them based on brain genetics, and while we cannot change our genes, we can learn “software” to compensate.
  • Our Emotional Motivations are driven by eight primary emotional drivers, which are products of our environment and are subject to change over time.
  • We have habitual physical postures that affect our focus, attitudes and the way our environment interacts with us.

Training tools and assessments[edit]

Directive communication psychology training focuses with the idea that learning retention and implementation could be improved with what founder, Arthur Carmazzi, called “stacked learning”. Using sets of proprietary training tools developed by Carmazzi, a directive communication-based training game incorporates real world context into a specific learning point; each subsequent learning point and game reinforces the earlier one and so on. Each game or exercise for new learning is “stacked” on, and emphasizes each previous learning.

This has led to further development of reflective tools such as the Colored Brain Communication Cards: a series of 54 images that, when put in context of a question, elicit subconscious values, lost knowledge, and expanded clarity about the question.

The methodology and tools expand from contributions of its certified trainers and practitioners, such as The Choudhury Mind Maze Developed by Dr. Leslie Choudhury that emphasizes five out of the six Directive Communication models.

The Directive Communication assessments are also related to the various games.

  • The Colored Brain Communication Inventory (CBCI) determines the Colored Brain or specific genetic process for getting clarity of a user.
  • The Human Drive Mirrored Assessment (HDMA) identifies the “perception gaps” of how an individual sees themselves compared to how they are seen be subordinates, peers and superiors.
  • The Corporate Culture Evolution Evaluation (CCEE) determining at which of the five levels of organizational culture (according to Carmazzi’s Culture Model) an organization’s culture is at.

Assessments are also subject to expansion from the Directive Communication community with contributions to accuracy and further application. One contribution by Lily C. Lau expanded the practicality of the Colored Brain assessment by adding depth to the application of “the second color” with her own research in 2013.

Applications[edit]

  • Leadership
  • Team effectiveness
  • Engagement
  • Organizational culture enhancement and change
  • Sales and marketing
  • Customer service
  • Training and learning effectiveness

Certification, and practitioner standards[edit]

There are two maincertifications, “trainer” and “practitioner”. Additional certifications such as culture change, gamification, and master trainer, must have a minimum trainer certification before they can be attained. As an accredited methodology from the American Institute of Business Psychology, the Directive Communication psychology trainer certification is subject to two examinations. A practical examination where no more than 3 out of 50 questions can be missed for a passing grade, and a practical for the psychology based delivery methods related to training and increasing retention and implementation of concepts. Trainer certifications can only be delivered and certified by official Directive Communication Certified Master Trainers.

The practitioner certification is available live by certified Directive Communication master trainers and in online format. It is a prerequisite for the trainer certification. The practitioner certification requires only passing a written test with 20 questions per module and cannot miss more than 2 out of 20. The test is taken online.

References[edit]

  1. ^ a b c "Fear". Retrieved 22 January 2017.
  2. ^ a b c d e "Directive Communication Psychology: Developing Positive Traits In The Employees - CiteHR". Retrieved 22 January 2017.
  3. ^ a b c Carmazzi, Arthur (19 March 2009). The Colored Brain Communication Field Manual: Practical Applications of Directive Communication Psychology and the Colored Brain to Work, Leaders. ISBN 978-1442126206.
  4. ^ "Directive Communication International - AIOBP". Retrieved 22 January 2017.
  5. ^ a b http://carmazzi.net/pdf_files/Organizational%20Development%20with%20DC%20psychology%20to%20enhance%20the%20workforce%20and%20develop%2[bare URL]
  6. ^ "Team Motivation Clusters". 9 April 2014. Retrieved 22 January 2017.
  7. ^ Milad, Marine. "ESTABLISHING A BLENDED LEARNING ENVIRONMENT ACCOMMODATING DIFFERENT BRAIN COLOURS AND MULTIPLE INTELLIGENCES". Retrieved 22 January 2017. {{cite journal}}: Cite journal requires |journal= (help)
  8. ^ "Train the trainer course by Arthur Carmazzi". Retrieved 22 January 2017.
  9. ^ "Psychometric Test for Effective Communication with Colored Brain". Retrieved 22 January 2017.
  10. ^ "Homepage - HDMA". Retrieved 22 January 2017.
  11. ^ This is based on an Arthur Carmazzi study conducted over 51 different countries and over 80,000 people determining the fundamental 5 consistent elements that subjects have defined as required for the ideal work environment. {citation to study needed}
  12. ^ "Archived copy". Archived from the original on 2016-06-10. Retrieved 2017-01-22.{{cite web}}: CS1 maint: archived copy as title (link)
  13. ^ "Directive Communication Psychology". Retrieved 22 January 2017.
  14. ^ "Directive Communication Psychology". 16 March 2016. Retrieved 22 January 2017.

Further reading[edit]