Dr. Barbara Walton, MCC, USA
Diane Brennan, MCC, USA
Anne Choquette, PCC, Canada
Is it rocket science or not?
How NASA Builds Teams!

Introducing the team…
Dr. Barbara Diane Anne
Walton, Brennan, Choquette,
MCC MCC PCC

Connecting 4-D to coaching
• Provides a structure for the client
to gain perspective and expand
thinking
• Reinforces the importance of the
core competencies
– Establishing trust, Presence,
Skillful listening, Direct communication,
Feedback, Challenging the client, Creating awareness,
Co-creating action and methods of accountability
with the client

The Origin of 4-D
Non-communication of a simple decision years earlier resulted in
NASA’s 1990 Hubble Disaster

Guiding you through the 4-D Mission
 The origin of 4-D and its relevance to you!
 An evidence-based approach measuring 8-
behaviors and benchmarking performance
 From NASA to local and global corporations
 4-D assessments, workshops and coaching
 Shift the context and “stuckness” using
4-D’s Context Shifting Worksheet (CSW)
 Q&A

Reinforcing the need for 4-D
2003 and the Columbia Accident led NASA to launch APPEL with
4-D Systems becoming their most effective resource

What do they have in common?
Challenger Hubble Space Fukushima
Telescope
 Normalization of deviance
 Leadership failure

Lessons learned
Even the best elements cannot succeed in a toxic environment
You need to shift the context; clean it up!

Focusing on 8 behaviors
Expressing Creating Expressing Being
Authentic Shared Reality-Based Outcome
Appreciation Interest Optimism Committed
Clarifying
Roles,
Including Keeping ALL Resisting
Accountability
Others your Blaming and
and Authority
Appropriately Agreements Complaining
(managing
expectations)

Behaviors  Contexts
Expressing Addressing Expressing Being
Authentic Shared Reality-based 100%
Appreciation Interests Optimism Committed
Mutual Willing & Sustained, Perceiving
Respect & Energizing Effective “Magical”
Enjoyable Work Collaboration Creativity Solutions
Appropriately Keeping All Resisting Clarifying Roles,
Including Your Blaming & Accountability
Others Agreements Complaining & Authority
Mutual
Authenticity High Outcome Focus Clear and
Respect &
& Aligned, Trustworthiness with no Blamers Achievable
Enjoyable Work
Efficient Action & Efficiency or Victims Expectations
10

A Survey …
 A million employees
 450 companies in 12 industries
 Identified high-performance
Leading Indicators
Productivity
Profitability
Employee retention
Customer loyalty

Gallup found…
Often praised; Do what I do best every
Cultivating
Commitment to quality; day; The vision/mission
Visioning
Supervisor cares; /purpose makes my job
Opportunities to grow. important.
Spoken with me about my I know what is expected
progress; Been my best of me; I have the
Including
friend; Encouraged my Directing
resources to do my job
development; My opinions right.
matter.

Measuring 8-behaviors and
benchmarking performance

Your Team’s Average Score & Trend
“Usually Meet” =
75%
“Seldom/Usually “Fully Meet”
Meet” = 50% = 100%
< >
Bottom Ave. Ave. Ave. Top
Apr-09, 73%
May-10, 85%
Power & Communication
Systems Analysis Branch

Trends in Distribution of Perceptions
Power & Communication Systems Analysis Branch May-10
49 51
40 4
Benchmarking of Perceptions of 19 participants
11
0 0 1 2
Never Seldom Usually Fully 0
Power & Communication Systems Analysis Branch Apr-09
41 38 4
Benchmarking of Perceptions of 18 participants
26 22
15
1 0 2
Never Seldom Usually Fully 0
15

Relative Ranking of Behaviors
May-10
Cultivating Dimension Visioning Dimension
Average
Average
Average
Average
Bottom
Bottom
Bottom
Bottom
< Ave.
> Ave.
< Ave.
> Ave.
< Ave.
< Ave.
> Ave.
> Ave.
Top
Top
Top
Top
Expressing
Addressing Expressing Reality- Being Outcome
Authentic
Shared Interests based Optimism Committed
Appreciation
Including Dimension Directing Dimension
Average
Average
Average
Average
Bottom
Bottom
Bottom
Bottom
< Ave.
> Ave.
< Ave.
> Ave.
< Ave.
> Ave.
< Ave.
> Ave.
Top
Top
Top
Top
Clarifying Roles,
Appropriately Keeping All Resisting Blaming
Accountability and
Including Others Agreements or Complaining
Authority

The 4-D Approach
Team
Building
Assessments workshops
every six
months
Team and
Individual
Coaching
Boosting individual and Team Performance

CSW a key part of 4-D coaching
CSW: Structure to
gain perspective and
expand thinking
Individual and
Team Coaching

Context Shifting Worksheet (“CSW”)
1: DEFINE THE PROBLEM/SITUATION:
• Situation you want to resolve:________________________________________________________
• Outcome you are committed to realizing: _______________________________________________
Ch. 10: Red Story-lines Limit Performance
• Your “Red” limiting Story-lines:_______________________________________________________
Ch. 10: Green Story-lines Lift Performance
• Your “Green” empowering Story-lines: __________________________________________________
• Your experience & expression of emotions: ______________________________________________ Energy
Ch. 11: Manage Emotions to Manage Team
2: CULTIVATING DIMENSION 4: VISIONING DIMENSION
 What can you authentically appreciate about the  What uncomfortable reality must you confront to
other party or the difficult situation? create the Outcome you want?
Ch. 12: People Need to Feel Appreciated by You Ch. 16: Reality-based Optimism
 What do they want that you can want for them  How Committed (in %) are you to realizing the
also? above Outcome?
Ch. 13: Mine the Gold in Your Shared Interests Ch. 16: 100% Commitment
3: INCLUDING DIMENSION 5: DIRECTING DIMENSION
 List everyone you need to Include to succeed:  Any Drama-states you need to process?
Ch. 14: People Need to Feel Included by You Ch. 17: Your Team Can’t Afford Drama
 What implicit or explicit agreements have you  Any unclear Roles, Accountability, or Authority
broken that you must now process? statements or processes?
Ch. 15: Building Trustworthy Contexts Ch. 18: Don’t Put Good People in Bad Places
Specific Actions/Requests you will now take/make: ______________________________________
19 Also, Ch. 17: Your Team Can’t Afford Drama
_____________________________________________________________________________ #19

Context Shifting Worksheet www.nasateambuilding.com
1: DEFINE THE PROBLEM/SITUATION:
• Situation you want to resolve: Director’s lack of communication and responsiveness
• Outcome you are committed to realizing: Regular, reliable communication with Director and his staff
• Your “Red” limiting Story-lines: I don’t have what I need to be prepared or to represent the organization. He
doesn’t seem to care about what I need here.
• Your “Green” empowering Story-lines: He has a lot of responsibility. He may not understand what I need and
why I am asking now.
• Your experience & expression of emotions: Mad – stressed. I feel the situation is unnecessary.
2: CULTIVATING DIMENSION 4: VISIONING DIMENSION
 What can you authentically appreciate about  What uncomfortable reality must you confront
the other party or the difficult situation? Director to create the Outcome you want? Open, honest
– He is very dedicated to the program. I’m communication and trust with each other.
sympathetic to the position he and the staff are in.
They have a lot on their plate.  How Committed (in %) are you to realizing the
 What do they want that you can want for above Outcome? 100%
them also? He wants to do the job well.
3: INCLUDING DIMENSION
 List everyone you need to Include to succeed: 5: DIRECTING DIMENSION
VP, Director and maybe some of the staff within his  Any Drama-states you need to process? Avoid
section. Blame!
 What implicit or explicit agreements have you  Any unclear Roles, Accountability, or
broken that you must now process? We have a Authority statements or processes? The
handbook with details and requirements. Not sure documentation is there with how to carry out
this Director was exposed to this information the communication. It may not be clear enough or there
same as newer director’s. may not be awareness and understanding.
Specific Actions/Requests you will now take/make: 1) Use documentation as a reference for context; 2)
Encourage open flow with communication; 3) Ask open-ended questions 4) Stay in the conversation – focused on
20
the common goal and manage own reaction #20

Context Shifting Worksheet (“CSW”) www.nasateambuilding.com
1: DEFINE THE PROBLEM/SITUATION:
• Situation you want to resolve:________________________________________________________
• Outcome you are committed to realizing: _______________________________________________
• Your “Red” limiting Story-lines:_______________________________________________________
• Your “Green” empowering Story-lines: __________________________________________________
• Your experience & expression of emotions: ______________________________________________
2: CULTIVATING DIMENSION 4: VISIONING DIMENSION
 What can you authentically appreciate about the  What uncomfortable reality must you confront to
other party or the difficult situation? create the Outcome you want?
 What do they want that you can want for them  How Committed (in %) are you to realizing the
also? above Outcome?
3: INCLUDING DIMENSION 5: DIRECTING DIMENSION
 List everyone you need to Include to succeed:  Any Drama-states you need to process?
 What implicit or explicit agreements have you  Any unclear Roles, Accountability, or Authority
broken that you must now process? statements or processes?
Specific Actions/Requests you will now take/make: ______________________________________
#21
_____________________________________________________________________________

The 12 Elements of Great Managing
To identify the elements of worker engagement, Gallup conducted many thousands of interviews in all kinds of
organizations, at all levels, in most industries, and in many countries. These 12 statements – the Gallup Q12-
emerged from Gallup’s pioneering research as those that best predict employee and workgroup performance.
1. I know what is expected of me at work.
2. I have the materials and equipment I need to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person .
6. There is someone at work who encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.
1- Never 2-Seldom 3- Undecided 4-Usually 5- Fully

Presenter contact information:
Dr. Barbara Walton, MCC, barbara@loveconnoisseur.com +1 (816) 456-6380
Diane Brennan, MCC diane@coachdiane.com +1 (520) 797-6645
Anne Choquette, PCC, anne@annechoquette.com +1 (514) 578-7373
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