GO fISH NOW guide doc

GO FISH NOW...Guide Book - ʻGoing for greatest possible IMPACTʼ
Copyright © Qualia Consulting 2005-2010. Created by Drew Ginn page1
FOCUS - INSIGHT - SIGNIFICANCE - HELP
DEVELOPMENT GUIDE
FISH

M O D E L
GO - Get Out of your ʻComfort Zoneʼ
FISH - Focus/Insight/Signiﬁcance/Help
NOW - Now What & Whatʼs Next?
GOING FOR GREATEST POSSIBLE IMPACT

FISH

M O D E L

b y D r e w G i n n
Objectives of Goal Setting session:
•Greater clarity about development going forward
•Create personal vision map using the GO-FISH-NOW model to increase

awareness and provide balance for improved action
•Develop clear, specific, measurable actions to maximise effort and energy
•Establish personal commitment about transforming thoughts - words -
actions into more effective, sustainable and impact-full way of being engaged
and engaging with others
Follow UP Questions for consideration post goal setting session:
1.How are you tracking and how do you feel about your goals?
2.How are your energy levels and expectation in relation to your goals?
3.How are you going with each focus point you set during your goal setting?
4.What new insights have you come to see or realise?
5.What's the significance of your recent activities for you and others?
6.Who have been the people helping, influencing and impacting you and why?
7.What needs to improve or change about your goals or about how you are
thinking, communicating and acting in relation to them?
GO - Get Out of your ʻComfort Zoneʼ
FISH - Focus/Insight/Significance/Help
NOW - Now What & Whatʼs Next?

Background
Go FISH Now is model and process that has evolved from a concept relating to goal
setting to an approach for creating personal vision and action.
The original concept was born out of frustration with more traditional forms of goal setting
and a lack of follow through, fulfillment, conscious awareness and ultimately healthy
sustainable action. The early phases of developing to concept involved athletes, coach
and team psychologists in relation to sport and specifically rowing. Later it would be
revised through work with coaches and teachers involved in meaningful movement
experiences for school children. It shifted from concept to robust model and process
utilised in coach and teacher development. In particular it was used in one on one
intensive development sessions. The most recent adaptation and changes in the approach
and model have come in conjunction with deliver with participant at Melbourne Business
School and a range of clients including sporting teams, corporate team and individuals
plus coaching activities.
As a model it has been designed to create shifts in perspective. These shifts are needed to
enable participants greater clarity which in turn allows greater commitment to action. The
process of harnessing our capacities within and engaging with the various influences
external is critical. Mapping alone is not enough to create action. Go Fish Now is a call to
action which comes out of deep reflection and consideration for why, how and what will
enable or inhibit a participant in relation to what they want and or need.
First Questions you might need to consider:
Why are you here, Whatʼs most important to you & What energises you?

IMPACT - Greatest Possible Impact
Clarity about desires, needs and priorities is critical for success.
What do you want/need? What does your team want/need? What does your
organisation want/need? What are the priorities?
Inﬂuence
I
We
We All
Money
I
We
We All
Purpose
I
We
We All
Action
I
We
We All
Choice
I
We
We All
Time
I
We
We All

ʻGOʼ - Get OUT of your COMFORT ZONE
We all need energy. Energy comes from many facets in particular being stretched can
stimulate. Challenging ourselves and being challenged by others, by situations and events
creates a shift in us. We can become energised or drained by the challenges we face.
Connecting with others can provide us with fuel. Taking on responsibility can push us.
Setting a signiﬁcant goal can drive us. Getting out of our comfort zone is healthy and
promotes learning and development. Physically it promotes growth, strengthening and
greater capacity.
Over stretching or over reaching however involves going past the saturation point to a
degree which can not be sustained and the greater the reach past that point the less
effective it can become in terms of all the attributes that come with a healthy, appropriate
and sustainable level of stretch.
The Energy Impact curve and Flow graph below point to the similar situations that when
combined can assist with our understanding of why getting out of our comfort zone is not
only important for development but critical for realising our potential.

Energy Impact Curve

Flow State Graph
When you consider these images what conclusions can you draw?

Getting Out of your Comfort Zone
When was the last time you were right out of your comfort zone?
What did you learn?
What lead up to it?
Who was involved?
What did it mean?
What did it feel like?
ʻGO - Getting Out of your Comfort Zoneʼ.

Whatʼs the pathway from here?
As an intention, inspiring others and being inspired is worth considering. FISH as a model,
process and practice aims to enable greater inspiration, energy, action and impact.
Whatʼs ahead?
Take GO ʻGet Out-of your comfort zoneʼ
Consider what it means now and in the future to challenge your self, be challenged by
others, be challenged by situations and events.
+
FISH: Focus - Insight - Significance - Help
Whatʼs FISH about?
+
NOW - So What Now & Whatʼs Next?
+
Supporting Content
FISH Understanding Perspectives
FISH is about exploring perspectives, making connections and taking action.
Sense of destination is a self organising strategy. It is often uplifting, uniting, energising, transferable
through communication & powerfully symbolic. It is not about being limited by the end game but rather
seeing a vision of the future, the situation and the completion of a journey. Itʼs not about finality or solid
certainty rather it serves as a sense of where youʼre heading. Keeping an amount of adaptability and
flexibility while having a vision is important.
Focus is about projecting forward, being future orientated. Imagining is essential rather than
analysing.
Insight is shifting into reflection mode to explore past experiences, memories of events that have
influenced. In particular how these relate to the projection of what is being seen, required and
imagined.
If destination, focus and insight are like a compass, sails and vessel to a sailor then significance and
help are like the will and wind needed to make the journey. Significance and Help are the drivers
and engine required to make things happen.
Significance is our internal drive, our purpose, our attitude, motivation and the reason why we will
survive, strive and thrive.
Help is the external aspect of the engine and the connection to those around. How we relate,
engage and connect can be the difference between sailing favorable winds as opposed to relenting
storms.
FISH is a guide and requires fluidity, adaptability and commitment. Shifting of perspectives through
questioning to capture and gain greater understanding of self, situation, others and the World is key. Itʼs a
personal snap shot of the future, current and past perspectives combined with an inner and outer aspect. It
provides a platform for development and provokes an accessing of human capacities. Taking it to the next
level is critical and building capability is essential in bring the process to life.
FISH has continually evolved as a process and as such should be applied regularly to develop clarity,
balance and communication. Here you will find a static form but it should not be confused for the dynamic
nature of the process for any individual or group.

A SENSE OF DESTINATION
THE QUEST
If you want to build a ship, don't drum up people
to collect wood and don't assign them tasks and
work, but rather teach them to long for the
endless immensity of the sea"
- Antoine de Sainte-Exupery
THE DREAM
Whatever you can do or dream, you can begin
it. Boldness has genius, power and magic in it.
Begin it now.
- Johann Wolfgang Von Goethe
THE CHALLENGE
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change.
- Charles Darwin
DEVELOPMENT
DRIVES
?
Note: The questions below are a guide. Follow them or take the essence of the
perspective and explore it.
First say to yourself what you would be; and then do what you have to do.
-Epictetus
SENSE OF DESTINATION
Whatʼs your sense of destination?
•Whatʼs your ideal destination?
•Whatʼs your quest?
•Whatʼs your dream?
•Whatʼs your vision?
•Why are you here?

Capacities & Qualities of those who reach similar
DESTINATIONS
What are the capacities & qualities they access?
-
Capacities & Qualities of those who reach similar
DESTINATIONS
•Which capacities & qualities did you identify that you access, express and value and
which do you not from your list?
•How does it make you feel when you access and express them?
Capacities & Qualities Do Do
Not
How does it make you feel?
What does this tell you and what would you prefer to change or need to change?

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too
low and we reach it.
-Michelangelo
Focus
•What are your challenges ahead?
•What do you want to achieve?
•Whatʼs most important to you?
•What do you need to improve?
•What do you need to change?
•What capacities will you require to perform?
•What will it look and feel in the future?
WARNING:

New insights fail to get put into practice because they conﬂict with deeply held internal images of
how the world works ... images that limit us to familiar ways of thinking and acting. That is why the
discipline of managing mental models -- surfacing, testing, and improving our internal pictures of
how the world works -- promises to be a major breakthrough for learning organizations.
-Peter Senge
Insight
•What has enable you to face your challenges in the past?
•What do you have that will allow you to achieve what you want/need?
•What experiences have you had that have created success?
•What abilities, skills, knowledge and attitude has enabled you to get to this point?
•What have been the key moments in your development so far?
•What do you believe has held you back at any stage?
•What have you improved before and when?
•What have you changed before and when?
•What capacities have you accessed before?
•What capacities have you not accessed, but maybe should have?
•Who has walked a similar pathway to the one your on?
•Who have you learned from?
•Who, what and where are the examples that you can draw upon to stimulate, energise and learn
from?
You must be the change you want to see in the world.

-Mahatma Gandhi
Significance
•Whatʼs the purpose or reason for having these focusʼs?
•Why will you overcome your challenges?
•Whatʼs your strong enough reason to succeed?
•What will it mean to you to?
•What will it mean to your family and friends?
•What will it mean to your team?
•What will it mean to your organisation?
•What will it mean to your industry?
•What will it mean to your country and the World?
•How will it feel if you achieve it?
•Why would others support, follow, lead or be led by you?
•Why is this important to you?
•How does it feel to imagine the journey and destination ahead?
•How do these focusʼs and insights energise, inspire and lift you?
Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.

- Chinese Proverb
Help
•Who will you need to work with?
•Who will have an impact?
•Who could give you ideaʼs or inspire you?
•Who will you need to inspire?
•Who will challenge you?
•Who will support?
•Who will enable you?
•Who might hold you back?
•Who will you need to engage with?
•Who will be resistant?
•Who will you need to have tough, honest and open conversations with?
•Who could you learn from?
•Who might open your eyeʼs or provoke your thinking?
•Who will you need to be?
•How will you communicate to those around you?
Imagination is more important than knowledge. For while knowledge deﬁnes all we currently know
and understand, imagination points to all we might yet discover and create.

-Albert Einstein
So What Now? WHATʼS NEXT?
•What will be key milestones in your journey and when?
•What questions do you need to ask your self and others now?
•How will you bring this to life and what conversations do you need to have?
•Whatʼs most important to enable you to achieve your goals?
•What strategies will you employ?
•What systems will you create and utilise?
•What measures and standards will provide with best outcomes?
•What capacities will you need to access to perform?
•What will you need to remain aware of going forward?
•What will you start, stop & keep doing in relation to your pathway going forward?
•What do you need to do more of & less of going forward?
•What priorities will you need to set?
•How will your goals make a difference to those around you?
•What environment & culture will you need to create or promote to reach your goals?

Follow UP Questions for consideration post goal setting session:
1.How are you tracking and how do you feel about your goals?
2.How are your energy levels and expectation in relation to your goals?
3.How are you going with each focus point you set during your goal setting?
4.What new insights have you come to see or realise?
5.What's the signiﬁcance of your recent activities for you and others?
6.Who have been the people helping, inﬂuencing and impacting you and why?
7.What needs to improve or change about your goals or about how you are
thinking, communicating and acting in relation to them?

Take some time to read through and reflect of the supporting content. Respond to
the questions or add comments, thoughts or pose other questions that come up for
you.
SUPPORTING CONTENT
What does WIKI say?
Research in goal theory has identified the following dichotomies:
Mastery/Performance
Mastery orientation is described as a student's wish to become proficient in a topic to the
best of his or her ability. The student's sense of satisfaction with the work is not influenced
by external performance indicators such as grades. Mastery orientation is associated with
deeper engagement with the task and greater perseverance in the face of setbacks.Ames
(1992)
Mastery orientation is thought to increase a student's intrinsic motivation.
Performance orientation is described as a student's wish to achieve highly on external
indicators of success, such as grades. The students' sense of satisfaction is highly
influenced by their grades, and so it is associated with discouragement in the face of low
marks. Performance orientation is also associated with higher states of anxiety. In addition,
the desire for high marks increases the temptation to cheat or to engage in shallow rote-
learning instead of deep understanding.
Performance orientation is thought to increase a student's intrinsic motivation if they
perform well, but to decrease motivation when they perform badly.
Task/ego involvement
A student is described as task-involved when he is interested in the task for its own
qualities. This is associated with higher intrinsic motivation. Task-involved students are
less threatened by failure because their own ego is not tied up in the success of the task.
Nicholls (1990)
A student who is ego-involved will be seeking to perform the task to boost their own ego,
for the praise that completing the task might attract, or because completing the task
confirms their own self-concept (eg. clever, strong, funny etc...) Ego-involved students can
become very anxious or discouraged in the face of failure, because such failure
challenges their self-concept.
Approach/avoidance goals
Not all goals are directed towards approaching a desirable outcome (good grades). Goals
can also be directed towards avoiding an undesirable outcome (being grounded for
failure).Andrew J.Elliot (1997)
It is thought that approach goals contribute positively to intrinsic motivation whereas
avoidance goals do not.

Capacities & Qualities of those who have done amazing things in the World
THINK DIFFERENTLY
the people in order of appearance of video:
Albert Einstein, Bob Dylan, Martin Luther King, Jr. Richard Branson, John Lennon and Yoko Ono, R.
Buckminster Fuller, Thomas Edison, Muhammad Ali, Ted Turner, Maria Callas, Mahatma Gandhi, Amelia
Earhart, Alfred Hitchcock, Martha Graham, Jim Henson, with Kermit the Frog, Frank Lloyd Wright, Pablo
Picasso.
http://www.youtube.com/watch?v=4oAB83Z1ydE
the text:
Here's to the Crazy Ones.
The misﬁts.
The rebels.
The troublemakers.
The round pegs in the square holes.
The ones who see things differently.
They're not fond of rules.
And they have no respect for the status quo.
You can quote them, disagree with them,
disbelieve them, glorify or vilify them.
About the only thing that you can't do, is ignore them.
Because they change things.
They invent. They imagine. They heal.
They explore. They create. They inspire.
They push the human race forward.
Maybe they have to be crazy.
How else can you stare at an empty canvas and see a work of art?
Or, sit in silence and hear a song that hasn't been written?
Or, gaze at a red planet and see a laboratory on wheels?
We make tools for these kinds of people.
While some may see them as the crazy ones, we see genius.
Because the ones who are crazy enough to think that they can change the world,
are the ones who do.
BIG WAVE TOW IN SURFING
Billabong Odyssey Video
Mike Parsons & Brad Gerlach Partnership
http://www.youtube.com/watch?v=tLvfOstA8Os&feature=related
SPEED ROCK CLIMBING
Dan Osman - 400ft 4min 25sec
http://www.youtube.com/watch?v=l-oc-lhqpIA
What does it take live these experiences?

HONESTY WITH SELF & OTHERS
A Prisoner of War
Vice Admiral James Bond Stockdale
On a mission over North Vietnam on September 9, 1965, Stockdale ejected from his A-4E
Skyhawk, which had been disabled from anti-aircraft fire. Stockdale parachuted into a
small village, where he was severely beaten and taken into custody.
He was held as a prisoner of war for the next seven years. Locked in leg irons in a bath
stall, he was routinely tortured and beaten. When told by his captors that he was to be
paraded in public, Stockdale slit his scalp with a razor to purposely disfigure himself so
that his captors could not use him as propaganda.
In a book by James C. Collins called Good To Great, Collins relates how Stockdale
described his coping strategy during his period in the Vietnamese POW camp.[1]
"I never lost faith in the end of the story, I never doubted not only that I would get out,
but also that I would prevail in the end and turn the experience into the defining event of
my life, which, in retrospect, I would not trade."[2]
When Collins asked who didn't make it out, Stockdale replied:
"Oh, thatʼs easy, the optimists. Oh, they were the ones who said, 'We're going to be out
by Christmas.' And Christmas would come, and Christmas would go. Then they'd say,
'We're going to be out by Easter.' And Easter would come, and Easter would go. And then
Thanksgiving, and then it would be Christmas again. And they died of a broken heart."[3]
Witnessing this philosophy of duality, Collins went on to describe it as the Stockdale
Paradox: “You must never confuse faith that you will prevail in the end — which you can
never afford to lose — with the discipline to confront the most brutal facts of your current
reality, whatever they might be.”[4]
Are you honest with yourself and those around you?
What does your level of honest with self and others create for you?
What are the brutal facts of your situation that you need to acknowledge?
Why will you prevail?
Why will you team and organisation prevail in the end?
What have been the defining events in your life?
What have been the defining events for this organisation?
What have been defining events in the last 12 months?

The relationship between challenge & skills, knowledge, experience & capacity.
FLOW
Flow is the mental state of operation in which the person is fully immersed in what he or
she is doing by a feeling of energized focus, full involvement, and success in the process
of the activity. Proposed by positive psychologist Mihály Csíkszentmihályi, the concept has
been widely referenced across a variety of fields.[1] # ^ Citations of Csíkszentmihályi's
1990 book about flow on Google Scholar
Csíkszentmihályi identifies the following nine factors as accompanying an experience of flow:
Csikszentmihalyi, M. & K. Rathunde. (1993). The measurement of flow in everyday life: Towards a theory of
emergent motivation. In J. E. Jacobs (Ed.) Nebraska symposium on motivation
Nine Factors of FLOW
1. Clear goals (expectations and rules are discernible and goals are attainable and align
appropriately with one's skill set and abilities).
2. Concentrating and focusing, a high degree of concentration on a limited field of attention (a
person engaged in the activity will have the opportunity to focus and to delve deeply into it).
3. A loss of the feeling of self-consciousness, the merging of action and awareness.
4. Distorted sense of time, one's subjective experience of time is altered.
5. Direct and immediate feedback (successes and failures in the course of the activity are
apparent, so that behavior can be adjusted as needed).
6. Balance between ability level and challenge (the activity is neither too easy nor too difficult).
7. A sense of personal control over the situation or activity.
8. The activity is intrinsically rewarding, so there is an effortlessness of action.
9. People become absorbed in their activity, and focus of awareness is narrowed down to the
activity itself, action awareness merging.
When have you experienced flow and how would you describe it?

What happens when things go wrong?
This is a true story, excerpted from the book The Flow State:
A group of experienced, professional skydivers was preparing for a jump. As the
parachutes were being distributed, it was found that there was one more right-handed
jumper than right-handed parachutes. The senior jumper gave a left-handed parachute to
the right-handed jumper with the explicit reminder that, though the ripcord would be only
inches from where it usually was, nonetheless, it would be on the opposite side than he
was used to.
The plane soared high into the sky. All of the jumpers exited the plane without a problem.
The jumpers plummeted toward the earth, and one by one the colorful 'chutes opened.
Except one. The one jumper screamed toward the earth and his 'chute never opened.
When the people on the ground rushed over to the dead jumper, it was discovered that in
the spot where the right-handed ripcord would have been, the jumper had clawed through
his jump suit and had also clawed into his ﬂesh, leaving it torn and bloody.
Through force of habit and fear, the jumper had been unable to remember that his
salvation was just inches from where he had clawed through his own skin. The force of
habit and the power of fear often paralyze us in just this manner: we are unable to see
solutions that are just inches away.
When have you been gripped by habitual ways of doing things that have held you back,
produced disastrous results, or hurt yourself or others?

COLLABORATION
Hospital races to learn lessons of Ferrari crew
Tuesday, November 14, 2006
By Gautam Naik, The Wall Street Journal
http://www.post-gazette.com/pg/06318/738252-114.stm
LONDON -- After surgeons completed a six-hour operation to ﬁx the hole in a boy's heart,
Angus McEwan supervised one of the more dangerous phases of the procedure:
transferring the fragile three-year-old from surgery to the intensive care unit.
Thousands of such "handoffs" occur in hospitals every day, and devastating mistakes can
happen during them. This one went off without a hitch, thanks to pit-stop techniques of the
Ferrari race-car team.
"It was smooth. We didn't miss anything," said Dr. McEwan, a senior anesthesiologist at
Great Ormond Street Hospital for Children. His role as leader of the handoff was partly
modeled after Ferrari's "lollipop man," who uses a large paddle to direct drivers to the pit.
In one of the more unlikely collaborations of modern medicine, Britain's largest children's
hospital has revamped its patient handoff techniques by copying the choreographed pit
stops of Italy's Formula One Ferrari racing team. The hospital project has been in place for
two years and has already helped reduce the number of mishaps.
The challenge of moving a patient to another unit, or to a new team during a shift change,
is an old one. In 1995, one man in Florida had the wrong leg amputated after a ﬂubbed
handoff. "If you transfer a patient to the ICU after surgery and the ventilator isn't ready,
you're really riding on the edge" of patient safety, says Allan Goldman, head of the
pediatric intensive care unit at Great Ormond Street Hospital and a chief architect of the
hospital's collaboration with Ferrari.
A 2005 study found that nearly 70 percent of preventable hospital mishaps occurred
because of communication problems, and other studies have shown that at least half of
such breakdowns occur during handoffs.
What inhibits this way of engaging and connecting?

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