LISA
LISA (Laboratory for Interdisciplinary Statistical Analysis)
Department of Statistics, Virginia Tech
www.lisa.stat.vt.edu
There are four Learning Objectives to achieve by the end of this tutorial.
1. The attendee should understand the five components of the POWER Process for
conducting effective collaboration meetings.
2. The attendee should gain confidence that they can apply aspects of the POWER Process to
their statistical practice.
3. The attendee should learn how to use video to systematically improve their statistical
practice.
4. The attendee should be inspired to use video coaching and feedback sessions in their
workplace to improve their statistical practice.
Working definitions:
statistical consulting is “helping a client answer a statistical question.”
statistical collaboration is “helping a client answer a research or business question.”
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LISA
LISA (Laboratory for Interdisciplinary Statistical Analysis)
Department of Statistics, Virginia Tech
www.lisa.stat.vt.edu
The POWER Process for Statistical Collaboration Meetings:
Prepare Open Work End Reflect
(This process has been adapted with permission from the work of Dr. Doug Zahn: [email protected])
Prepare – Mentally and physically prepare for the meeting
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Review the materials the clients sent you, specifically the initial request for help.
Review any unfamiliar terminology or statistical methods in the request.
Arrive at the meeting room early to be sure it is prepared for the meeting (tidy up).
Mentally prepare yourself for the meeting (do what you need to do so you can focus on the
client and his or her research/business questions).
Have a flexible plan for the meeting.
Open – Open the meeting correctly to set up the plan for the rest of the meeting
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Introduce yourself to the client. Smile. Shake hands. Make eye contact.
Time conversation – Check if the scheduled meeting time still works for everyone and whether
they can stay longer if needed. Ask: “Does it still work for you to meet for (1 hour)? If we’re
being productive, for how long after (1 hour) could you stay?”
Wanted conversation – Ask what the client wants to accomplish during this meeting.
o Paraphrase the client’s wants in your own words and ask: “Is there anything else?”
o Summarize and prioritize a plan for the rest of the meeting from the client’s wants.
Willing – Determine if you are willing to accomplish what the client wants.
Able – Determine if you are able to accomplish what the client wants.
Work – Learn about the project and work with the client to address their wants
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Overall Research Goals – Ask about the client’s overall goals and determine the “why” of the
research/business question. Why is this question important to the client/company/stakeholders?
Seek first to understand, then to be understood. Be sure the client understands the statistical
information you are sharing with them. If you are unsure about something, ask. If they can’t
explain the statistical methods to their bosses, they probably won’t use the method.
Stay on track and efficient with time. Be sure you are addressing the client’s wants.
Answer questions completely, with no intentional omissions. Be respectful.
If you do not know the answer to a question, tell the client that you will look into it – do not give
the client an incorrect answer or fake your understanding.
End – Summarize the meeting and outline the next steps for the project
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Leave enough time so that you can perform all the steps of End and leave on time.
Summarize any decisions made at the meeting.
Determine if each of the wants were satisfactorily addressed by asking the client.
If a want was not satisfactorily addressed, devise a plan to address it.
What will each individual be doing before the next meeting and what is the timeline?
Reflect – Determine what went well and what didn’t go well during the meeting
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If a breakdown occurred, determine how and then why it occurred.
Reflect on what you would do differently in the future.!
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LISA
LISA (Laboratory for Interdisciplinary Statistical Analysis)
Department of Statistics, Virginia Tech
www.lisa.stat.vt.edu
Closed Book test of your basic understanding of the POWER Process
To be completed at the beginning of the tutorial (11 questions)
___1. What does the “P” in POWER stand for?
A. Power B. Personal C. Prepare D. Plan
E. P-value
___2. What does the “O” in POWER stand for?
A. Over B. Opportunity
C. Original D. Observe E. Open
___3. What does the “W” in POWER stand for?
A. Willing B. Work
C. Watch
D. Wonderful E. Which
___4. What does the “E” in POWER stand for?
A. Every B. Excel
C. End
D. Excellent E. Enough
___5. What does the “R” in POWER stand for?
A. Return B. Rotate
C. Re-do
D. Reflect
E. Review
___6. Which of the following components is not part of the P step of the POWER process?
A. Open the meeting with a warm, friendly greeting and small talk to make the client feel
comfortable.
B. Review the materials the clients sent you, specifically the initial request for help.
C. Arrive at the meeting room early to be sure it is prepared for the meeting (tidy up).
D. Mentally prepare yourself for the meeting (do what you need to do so you can focus on
the client and his or her research/business questions).
E. Have a flexible plan for the meeting.
___7.
A.
B.
C.
Which of the following components is not part of the O step of the POWER process?
Identify and agree on what the client would like to accomplish during the meeting.
Review any unfamiliar terminology or statistical methods in the client’s request.
Identify what you, as the collaborator, are willing and able to do relative to your client’s
wants.
D. Make sure that the scheduled time for the meeting still works for everyone.
E. After summarizing the client’s wants for the meeting, ask, “Is there anything else?”
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___8. Which of the following components is not part of the W step of the POWER process?
A. The collaborator and client agree on the amount of time each have available to work.
B. The collaborator’s answers to the client’s questions are complete, with no intentional
omissions.
C. The collaborator makes sure the client understands the main aspects of the statistical
methods.
D. The collaborator treats the client with respect.
E. The collaborator admits when they don’t know the answer to a question and tells the
client that they will investigate further.
___9.
A.
B.
C.
Which of the following components is not part of the E step of the POWER process?
Summarize any decisions made at the meeting.
Assume that if the client doesn’t complain, their wants were satisfactorily addressed.
If the client states that a want was not satisfactorily addressed, devise a plan to address
it.
D. Outline the next steps for the project.
E. Agree on a plan for who will do what by when.
___10.
Which of the following components is not part of the R step of the POWER
process?
A. Review with the client what you both will be doing before the next meeting.
B. Determine what went well in the meeting.
C. Determine what did not go well.
D. If a breakdown occurred, determine how and then why it occurred.
E. Contemplate what you would do differently under similar situations in the future.
___11.
Which of the components of the POWER Process is the most important?
P.
O.
W.
E.
R.
LISA (Virginia Tech’s Laboratory for Interdisciplinary Statistical Analysis)
www.lisa.stat.vt.edu
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1. Agree on the amount of time available for this meeting.
Ask client about time available.
Agree on meeting timeframe.
Tell client time available and
ask if this works for the client.
Tell client time available.
Do not mention anything
about time.
2. Have a complete initial wanted conversation.
Ask what result the client wants
from this meeting.
Clarify/paraphrase this want.
Ask if client has any more wants.
Clarify/paraphrase each.
Continue until client agrees that
collaborator understands each
want.
Collaborator tells client what
collaborator thinks should be
done in the meeting and asks
client if that is OK.
Collaborator tells client
what is to be done in the
meeting.
Or, Collaborator skips
wanted conversation and
immediately starts Work.
3. Have complete willing and able conversations.
Collaborator states which of the
client's wants she/he is or is not
willing to address.
Collaborator vaguely states
which of the client's wants
she/he is or is not willing to
address.
Collaborator skips these
conversations.
Collaborator directly states being Collaborator vaguely states
able or not to do the work required being able or not to do the work
required to address the client's
to address the client's wants.
wants.
4. Agree that your client’s wants and your willingness and ability match.
Client and collaborator
intentionally verify that wants
match with willingness and ability.
Collaborator tells client that
everything will be OK.
Collaborator skips this
conversation.
Collaborator is exactly on time.
Collaborator is more than 1
minute late.
Collaborator interrupts
more than 3 times.
5. Respect the client.
Collaborator is 1-10 minutes
early.
Collaborator does not talk over
the client. Collaborator interrupts
respectfully to keep the meeting
on track.
Collaborator interrupts 1-3
times.
6. Communicate your understanding of the project to the client.
Summarizes the client’s wants for
this meeting and his/her overall
research goals and timeframe.
Summarizes the client’s wants
for this meeting but does not
ask about overall research
goals or future timeframe.
Collaborator does not state
in his/her own words the
client’s immediate or future
goals/wants.
Collaborator uses effective nonverbal communication to
communicate understanding.
Collaborator makes appropriate
eye contact with client or nods
to communicate understanding.
Collaborator does not make
eye contact and fails to
show they are listening.
LISA (Virginia Tech’s Laboratory for Interdisciplinary Statistical Analysis) Open rubric adapted from
a 2013 JSM presentation by Zahn, Smith, Stinnett, Stallings, and Vance.
Oct. 10, 2013
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1. The content you deliver is understood by your client.
Collaborator asks client to
explain in his/her words what
collaborator has just explained.
Collaborator checks every 10
min., more frequently if content
is difficult.
Collaborator checks if client
understands content (Yes or
No), checking at least every 20
minutes.
Collaborator does not check
if client understands
content.
(Collaborator may be
assuming that silence
means “all is understood.”)
2. Your answers to your client’s questions are complete.
Collaborator gives what s/he
considers to be complete
answers and then asks if client
has follow-up questions.
Collaborator gives what s/he
considers to be complete
answers.
Collaborator gives
incomplete or vague
answers to the client's
questions.
3. Use the time well. Verify with your client that what is being done is useful.
Collaborator occasionally asks
if the time is being well used,
relative to what the client now
wants from the meeting.
Collaborator is guided by the
results of the original wanted
conversation.
Collaborator skips this
conversation.
4. Present accurate content that will stand up to external scrutiny.
Collaborator asks who will be
reviewing the results of this
meeting and by what criteria.
Both assess whether the
criteria are being met.
Collaborator asks if client is
Collaborator skips this
satisfied with the content of the conversation.
meeting.
5. Respect the client.
Collaborator does not talk
over the client. Collaborator
interrupts respectfully to keep
the meeting on track.
Collaborator interrupts 1-3
times.
Collaborator interrupts
more than 3 times.
LISA (Virginia Tech’s Laboratory for Interdisciplinary Statistical Analysis) Work rubric adapted from
a 2013 JSM presentation by Zahn, Smith, Stinnett, Stallings, and Vance.
Jan. 9, 2014
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1. Agree on actions to be taken, decisions made, and the next meeting.
Actions, decisions, and the next
meeting are reviewed and agreed
on.
Actions to be taken are reviewed
and agreed on.
Rushed. Not enough time to
review and agree on these
actions and decisions at the end
of the meeting.
2. Raise any concerns about the plan developed.
Collaborator asks client for
concerns about:
1. The plan developed,
2. Key stakeholders' reaction to
the plan, and
3. How to implement it.
Collaborator declares that
meeting was successful.
Collaborator gives client only a
minimal chance to comment on
the meeting or the plan
developed.
Collaborator skips this
conversation.
3. Ask if your client’s wants for the interaction were met. Address the unmet ones.
Collaborator reviews the wanted
conversation results, addressing
each desired result and asking if it
was achieved. For those not
achieved, collaborator offers to
plan with the client when to
address them.
Collaborator asks if meeting
produced what the client was
looking for.
Collaborator skips this
conversation.
4. Identify any barriers to implementation of the plan. Address them.
Collaborator asks if client sees any
problems in the implementation
process and whether or not the
stakeholders may have any
problems with the implementation
process.
Collaborator offers to work with
client on any problems the client
sees in these areas.
Collaborator asserts that
everything will go well and asks if
client agrees.
Collaborator makes broad
assertion about how smoothly
the implementation of the plan
will go.
5. ASAP verify in writing that your client and you agree on the way forward.
Collaborator emails client the next
day his or her understanding of the
next steps on the project.
Collaborator asks for confirmation
or corrections.
Collaborator calls client the next
day and asks if the client has any
questions.
Collaborator skips this
conversation.
Collaborator interrupts 1-3 times.
Collaborator interrupts more
than 3 times.
6. Respect the client.
Collaborator does not talk over
the client. Collaborator interrupts
respectfully to keep the meeting
on track.
LISA (Virginia Tech’s Laboratory for Interdisciplinary Statistical Analysis) Work rubric adapted from
a 2013 JSM presentation by Zahn, Smith, Stinnett, Stallings, and Vance.
Jan. 9, 2014
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LISA
LISA (Laboratory for Interdisciplinary Statistical Analysis)
Department of Statistics, Virginia Tech
www.lisa.stat.vt.edu
Review of the four Learning Objectives to achieve by the end of this tutorial.
1. The attendee should understand the five components of the POWER Process for
conducting effective collaboration meetings.
2. The attendee should gain confidence that they can apply aspects of the POWER Process to
their statistical practice.
3. The attendee should learn how to use video to systematically improve their statistical
practice.
4. The attendee should be inspired to use video coaching and feedback sessions in their
workplace to improve their statistical practice.
Questions or Comments? Contact Eric Vance at [email protected]
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