04/10/2023

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John Scherer

www.ebbf.org

PAEI: Four Workplace ‘Languages’

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Worldviews at WorkSources of Influence

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Potential Polarities What People ‘Fight’ About

Faster Slower

Details Big Picture

Process Output

Structured Unstructured

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Four Workplace ‘Languages’

Producer(Pusher)

Administrator(Analytical)

Entrepreneur(Expressive)

Integrator(Interpersonal)

Perspective

Details Big Picture

Comfort Mode

Structured Unstructured

Top

Pri

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Pro

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Pace

Fast S

low

* Adapted from Ichak Adizes’ Solving the Mismanagement Crisis and David Merrill’s Social Styles.

P E

A I

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What People Need to Hear First

Perspective

Details Big Picture

Comfort Mode

Structured Unstructured

Top

Pri

ori

ty

Pro

ces s

O

ut p

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Pace

Fast S

low

P E

A IWHAT? WHY NOT?

HOW? WHO?

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When Working WithEntrepreneur/Experimenter

1. Move along, show them 'the big idea,' the big picture, the big possibility.2. Present general ideas--details when asked.3. Give them ample opportunity to contribute.4. Take their commitments with 'a grain of salt.' They’re probably based on their

enthusiasm of the moment.5. Use testimonials and success stories, if you disagree, or want to convince/motivate.6. Take time on your own to work out the

details.7. Find out where they are in their decision process and finalize decisions made.8. Write a follow-up letter to confirm decisions.9. Make sure things are exciting.

From the work of: Ichak Adizes and David Merrill

When Working With

Producer/Pusher

1. Get down to business quickly.

2. Identify 'objectives of this meeting.'

3. Move at a fast pace--be precise and efficient; let them set the agenda or make a decision as early as possible.

4. When delegating, be specific: clarify-- who, what, by when, how.5. Stay business-like.6. Recognize their ideas, accomplishments, and work effort.7. Tell them what the results, the outcomes of the activity will be, in terms of their objectives.8. Make sure things move forward in their

direction.

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When Working With

Administrator/Analytical

1. Think about how to minimize risk.

2. Do not rush or force rapid decisions.

3. Be prepared with facts, present systematically.

4. Present facts, not opinions, to convince or motivate.

5. Get all objections/data needs out early.

6. Provide for guarantees, methods of lowering risk.

7. Avoid gimmicks. Be more formal than informal.8. Support with actions--not words.9. Tell them where it has been done already and how it turned out.10. Make sure things are organized &

accurate.

From the work of: Ichak Adizes and David Merrill

When Working WithIntegrator/Interpersonal

1. Warm up, show genuine interest in them as a person.

2. Don’t rush-don’t try to force rapid decisions.3. Take time to connect with their personal

objectives and needs/feelings.4. Listen actively.5. When have to make a rapid decision, take time to explore areas of potential misunderstanding.6. If you disagree--or want to motivate-- discuss opinions and feelings of those involved. 7. Give personal commitment of support when delegating.8. Be sure others have already agreed; build a support base first.9. Make sure things are safe.

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