You do this in the following 5 steps: Describe the situation that you find uncomfortable. Who are involved? When does this situation occur? Describe the behavior of a colleague that bothers you and what you want to change. Characterizes the behaviour? Are your thoughts and feelings about this behavior? What is your usual reaction to this behavior? What thoughts and feelings might the other person have about your response? Is this an explanation for the persistence of the undesirable behavior?
Measurement Of Online Customer
A solution that we have devised for this within our organization is to draw up a checklist. With this we are building a kind of protocol for the delivery of a new website. the selfie Taking this situation as a starting point, my selfie looks something like this: The situation: After delivery of a website, it appears that Google Bolivia Phone Number List Analytics is not configured correctly and therefore no website data is available for analysis. The other does: Not (correctly) apply the existing checklists and as a result, for example, fail to install a Google Analytics property when delivering a new website. I think: “Hasn’t that been on our checklist and in our protocols for an eternity?
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The other thinks: “Okay, then I will really only do what is on the list in the future” or “Yes, but hello, we did not compile that list at all, you imposed it on us!” Of course, you can never really look inside a colleague’s head. But both thoughts are plausible and – unfortunately – not very positive. The employee stays true to the checklist, but will hardly think beyond his proverbial nose. While he does have enough expertise for that. The second thought is not desirable, because in this case a colleague will not really feel heard. Neither thought contributes to the solution of this problem. Illustration of thinking pattern in recognizing negative patterns Source: Martine Veeger Break the pattern Now that you know how the unwanted behavior comes about, it becomes easier to think about how to break it.