Tag: behaviour

Advanced Team Training?

Personal productivity, Plan No Comments

As someone who travels by nearly all modes of transport and who has benefited from advanced driver lessons, I am taken by the potential for advanced cyclist training when I see some very scary bike work each day!

A small number of cyclists give the rest in Cambridge or London a bad name and generate less leeway for others from rageful drivers.

The same maybe true in teams.  A few bits of bad behaviour undermine the efforts of the many.

I did three fun game based training sessions yesterday.  These were to explore and emphasise the behaviours needed for great group work – ways of working that would help underpin that organisations stated values (nb they do indeed use their values in their recruitment and appraisal processes – so they are right up there at level 5 of our values model – but that is another story).

Anyhow this work got me thinking of about Advanced Team Training and how rarely that happens in a planned way.

What would you put in the curriculum?

I would include;

  • Bill Isaacs dialogue skills, dilemma resolution and negotiation for handling conflict with lightness and tact
  • John Heron’s six ways of intervening
  • Myers Briggs understanding of strengths and difference

…amongst many others to develop the disciplines for great team work and experience.

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Who are you?

Personal productivity, Reflect No Comments

Before ‘who am I’,

lets consider ‘what are we’?

The sum total of our roles?    Father?  Sister? Colleague?

Or is there more?

Actually, what is your ‘guiding purpose’ ?

OR

What really motivates you?  What makes you tick?  What are your values?

It took Jayne a while to realise that it wasn’t feeling important at work that made her feel good, but having a chance to encourage people wherever she went – to get into conversations with them and help out.

On reflection she discovered she hadn’t been brought up (or made) to put herself first all the time, but to live as if reciprocity, rapport and commitment were the norm.

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Quiet carriages – surprise!

Reflect No Comments

A bit of a surprise this morning – the loud ringing of a mobile phone and a long conversation on an early train journey.

The arrival of quieter journeys (and restaurants) has crept up on us – despite our increased connectivity with dongles, BB, iPhones

Texting and social media are now the order of the day – even for many oldies

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You don’t know everything Horatio!

Do No Comments

As a caution whenever we are tempted to get overcertain (a key risk in strategy work – hence the benefits of scenario planning), this line from Shakespeare’s Hamlet is worth remembering:

“There are more things in heaven and earth…than are dreamt of in your philosophy.”

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More playful communication…

Think No Comments

 

…from a meeting room we worked in.

energy saving poster

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No, smoking allowed – no salads outside

Reflect No Comments

Entering a swanky building in the West End today, I saw this happen:

Someone was sitting on the wall eating a salad, with smokers each side.  The security guard asked the woman eating the salad to move on.  He said the space was reserved for smokers and the office owners didn’t want anyone eating by the door.

 Curious…

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Choosing what to nudge

Plan No Comments

paracetamol_smallAustralia is an interesting place with its phrases to encourage personal responsibly (eg “Slip Slap Slop”, “Stop Revive and Survive” and “Get Down Low – Go, Go, GO”) and some regulation (eg cycle helmets).

And then on certain things, the UK has the legal lead. For over a decade it hasn’t been possible to buy Paracetamol in 100 tablet boxes (to reduce inadvertent liver damage from para-suicide…there’s a story around the plot line in TV’s Casualty series if you’re interested).

In Australia, these large-size boxes are still available. Perhaps the different characters of our nations (and the campaigns that have shaped them) are subtly revealed through everyday things like cycling and headaches.

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The paradox of propulsion – or the workshop dilemma

Plan No Comments

robert fritz model

Robert Fritz, the US management author, comments on the mechanics of the creative process. His model of the tension between the actual and desired is probably his most well-known (see image).

We find a version of this is alive in many of our workshops.  We regularly start with exploring a group’s hopes for the future. The understanding this gives is then deepened by immersing ourselves in the perspectives on the present, informed by a survey and whole group discussion.

The insights from this process can sometimes be accompanied by confusion and guilt too, for example around the habits and obstacles that the group is experiencing or some of the things that had been hoped for in the past but not achieved.

The resulting tension can be fascinating, but also for some too much to bear at moments.  However, it is the resolution of this that creates the momentum to propel the group forward to planning action. 

So the tension generates the energy to go on.

Too long spent seeing deeply and sensing what is needed can lead to frustration. Too little and there is insufficient insight or commitment.  This dilemma is one that needs careful attention – and is increasingly one we mention at the start before it comes to a head at around the half way point (when the shift from divergence to convergence in the ‘diamond dynamic’ happens).

decision diamond

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In whose interest?

Think No Comments

We remain committed to supporting the success of ‘noble purpose organisations’ and the well-being of the people that work in them. These are institutions where an allegiance to the organisation is said by staff to be their primary motivation for joining up.

As we’ve noted before, they can be places where, paradoxically, there is not a fully or sufficiently ‘shared purpose’ between people. There can also be a lack of attention to the necesary culutre needed to achieve the organisation’s aims.

Here is another cross-sector hypothesis, drawing on the work of Art Kleiner on ‘Core Groups’:

1. Despite the mission statements, in the public and third sectors there can be a propensity to run the organisation in the  interests of the bulk of the staff (and, for example, in some local government arenas to the interests of those at the lowest level of the organisation). This requires skilled leadership to ensure that the overarching purpose of the work remains clear and that the end users being served actually do turn out to be the ultimate beneficiaries.

2. In commerce, the core group whose interests are served are more likely to be at the top, running things under the veneer of customer and shareholder value.

What do you think?  Please let us know.

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More on hope

Think No Comments

This is one of our responses to Helen Bevan’s article on the need for hope in the Health Service Journal.

“I agree that we need to be aware of risk and problems, however, I read this as a welcome balance to the over-focus on pathology – and not a denial of difficulty.

Interestingly, this positive, hopeful article has attracted only a fraction of the comment that the story about KPMG partnering with NHS London received this week.

Well done HSJ on leading with this. I hope [sic] with non-inflammatory intentions.  If we believe that we get what we talk about, then this sort of piece can help progress and assist the NHS achieve its potential in terms of eliminating harm to patients and increasing quality care.”

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