My Reflection Of Art
Essay on the power of positive thinking
Critical Thinking Reflection Essay
Design Thinking Essay examples
Six Thinking Hats Essay
Introspection Essay
Essay on Critical Thinking
Creative and Critical Thinking Essay
The Triforce of UX: Empathy, Curiosity, HumilityBrandon Ward
UX Consultants are great—like design ninjas dropping in to fix all the things. But what happens when you want to take the relationship to the next level and bring design in-house? How can you tell the good candidates from the bad, and sift through the good to find the great? How do you avoid someone who looks good on paper, but won’t deliver the results you need? In this talk I’ll share the 3 core qualities I seek in every designer I hire, and how to discover if your candidates have them.
We gathered community leaders and a remarkable diversity of storytellers, to use the "collective story harvest" method as a way to practice listening across differences. Part of the 2018 Pittsburgh Inclusive Innovation Week. A blog post describing the workshop in more detail is here: http://www.fitassociates.com/blog/listening-to-difference
Drowning in data: Living through a content inventory when your customer is an...Gianna Pfister-LaPin
Originally presented at Intranets2014, Sydney, Australia -- It may seem easier to just install another network drive but when your customer irrationally refuses to part with useless information during a content inventory, it can end up costing the company countless dollars in the form of missed opportunities or wasted productivity. It can even create safety or legal concerns when outdated content continues to surface in search results.
During her years of serving as a full-time "information organizer" for a decentralized intranet supporting over 60,000 employees, Gianna has helped dozens of content owners get through the decluttering phase of a web redesign project (usually with a minimum of hair-pulling). In the process she has developed a deeper understanding of the unique relationship people have with their website content, as well as the pathology of hoarding in general.
In this session, she will:
-- Explain the negative consequences of keeping everything
-- Discuss similarities between compulsive hoarders of physical objects and people who hoard information
-- Describe tactics that help maintain trust and encourage customer involvement during the grueling content inventory process
-- Arm you with transferable skills to, in turn, teach your customer -- empowering them to make rational keep-or-toss decisions on their own
Science Communication and Looking For LoveJohn C. Besley
This is a special Valentine's Day edition of my communication strategy talk. It focuses on the potential value of communication aimed at shaping warmth, competence, perceived listening, identity, attitudes, norms, and efficacy beliefs. The presentation is adapted from a talk I also give as part of Michigan State University's science communication training initiative. Delivered to Forestry graduate students, February 9, 2017.
My Reflection Of Art
Essay on the power of positive thinking
Critical Thinking Reflection Essay
Design Thinking Essay examples
Six Thinking Hats Essay
Introspection Essay
Essay on Critical Thinking
Creative and Critical Thinking Essay
The Triforce of UX: Empathy, Curiosity, HumilityBrandon Ward
UX Consultants are great—like design ninjas dropping in to fix all the things. But what happens when you want to take the relationship to the next level and bring design in-house? How can you tell the good candidates from the bad, and sift through the good to find the great? How do you avoid someone who looks good on paper, but won’t deliver the results you need? In this talk I’ll share the 3 core qualities I seek in every designer I hire, and how to discover if your candidates have them.
We gathered community leaders and a remarkable diversity of storytellers, to use the "collective story harvest" method as a way to practice listening across differences. Part of the 2018 Pittsburgh Inclusive Innovation Week. A blog post describing the workshop in more detail is here: http://www.fitassociates.com/blog/listening-to-difference
Drowning in data: Living through a content inventory when your customer is an...Gianna Pfister-LaPin
Originally presented at Intranets2014, Sydney, Australia -- It may seem easier to just install another network drive but when your customer irrationally refuses to part with useless information during a content inventory, it can end up costing the company countless dollars in the form of missed opportunities or wasted productivity. It can even create safety or legal concerns when outdated content continues to surface in search results.
During her years of serving as a full-time "information organizer" for a decentralized intranet supporting over 60,000 employees, Gianna has helped dozens of content owners get through the decluttering phase of a web redesign project (usually with a minimum of hair-pulling). In the process she has developed a deeper understanding of the unique relationship people have with their website content, as well as the pathology of hoarding in general.
In this session, she will:
-- Explain the negative consequences of keeping everything
-- Discuss similarities between compulsive hoarders of physical objects and people who hoard information
-- Describe tactics that help maintain trust and encourage customer involvement during the grueling content inventory process
-- Arm you with transferable skills to, in turn, teach your customer -- empowering them to make rational keep-or-toss decisions on their own
Science Communication and Looking For LoveJohn C. Besley
This is a special Valentine's Day edition of my communication strategy talk. It focuses on the potential value of communication aimed at shaping warmth, competence, perceived listening, identity, attitudes, norms, and efficacy beliefs. The presentation is adapted from a talk I also give as part of Michigan State University's science communication training initiative. Delivered to Forestry graduate students, February 9, 2017.
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
Diversity Awareness for Effective Nonprofits4Good.org
Today’s workforce and organizations are increasingly diverse. Effective non-profits need to be capable of welcoming, including, utilizing and working with diverse people, perspectives, styles, and experiences for overall success and capacity.
This presentation offers practical tools and concepts designed to resolve tensions, utilize strengths, support collaboration, and create more welcoming environments.
Webinar hosted by the Future of Work Academy (www.thefutureofworkacademy.com) on Leading Difference Differently - Unlocking the organisational benefits of diversity
Behaviour change is the measurable outcome of good UX design. Here's a review of a few design techniques and processes to help UX designers to create sustainable behaviour change.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
How to put people at the centre of planning people powered campaigns - Tracy ...more onion
Presentation from ECF Europe 2019: https://europe.ecampaigningforum.com In this workshop we will explore the key principles of human centred design and how to apply these to your campaigns for change. We'll look at what it means to build a campaign on empathy to engage new audiences, and use insights from empathetic understanding to spark creative ideas. We'll practice the key principles behind creative collaboration and you'll walk away with a framework and methods you can take home to come up with creative campaign ideas with your own team. Finally we will explore what it means to prototype and test campaign ideas early on. I'm not talking about A/B testing here, rather qualitative testing to ensure you're headed in the right direction from the beginning. This will be a hands on workshop with tools you can use and examples of campaigns that have put this model into practice.
Datawithbill Live - Networking and Business Development Basic w/ Patrick HanBill Su
In this episode of datawithbill Live, the Chief Development Officer of Humanlytics shares with the audience tricks and tips in networking for both personal and business purposes. He also shared with us tools you can use to make your networking effortless. View the full video of the session at https://www.youtube.com/channel/UC6iD4GdLy0OXHwsrlinRSeg
Complexity, Collaboration and UnconferencingGeoff Brown
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or whatever. In advance, apologies for the 'clutter' on a few of the slides.
Using Design Thinking to Develop Visitor-Centered ExperiencesWest Muse
Presenters:
Dana Mitroff Silvers, Principal and Founder, Designing Insights
Liz McDermott, Managing Editor, Web & Communications, Getty Research Institute
Design thinking is a human-centered process for problem solving and innovation. In this workshop, participants were introduced to design thinking through a hands-on, highly interactive experience. Attendees learned how to apply selected tools and methods of the design thinking framework to museums, including empathy interviewing, problem definition, rapid prototyping, and user testing.
What Would Emmy Do - Math, Models, and Mulling in UX Research Jennifer Fraser
Talk given at Rosenfeld's Advancing Research 2023 Conference looking at what can be learned from how Emmy Noether helped solve a problem with Einstein's Theory of General Relativity and how those lessons can be applied by User Experience Researchers today.
More Related Content
Similar to Authentic Conversations uxcon Vienna 2023
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
An updated presentation delivered at PwC in Melbourne Australia
Will Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization. Will earned his Jonah® from AGI, and serves on the Board of Advisors for Rutgers CX (Customer Experience). Formerly, he was Design Thinker-In-Residence at NYU Stern.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he brought LeanUX, Lean and Kanban to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
Will is passionate about coffee, so much so that he started his own brand of organic single-origin coffee beans. He Co-Founded and Co-Chaired the LeanUXNYC conference, Founded the AgileUX NYC conference, and was also the User Experience track chair for the Agile 2013/2014 conferences.
Diversity Awareness for Effective Nonprofits4Good.org
Today’s workforce and organizations are increasingly diverse. Effective non-profits need to be capable of welcoming, including, utilizing and working with diverse people, perspectives, styles, and experiences for overall success and capacity.
This presentation offers practical tools and concepts designed to resolve tensions, utilize strengths, support collaboration, and create more welcoming environments.
Webinar hosted by the Future of Work Academy (www.thefutureofworkacademy.com) on Leading Difference Differently - Unlocking the organisational benefits of diversity
Behaviour change is the measurable outcome of good UX design. Here's a review of a few design techniques and processes to help UX designers to create sustainable behaviour change.
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or wahtever. In advance, apologies for the 'clutter' on a few of the slides.
How to put people at the centre of planning people powered campaigns - Tracy ...more onion
Presentation from ECF Europe 2019: https://europe.ecampaigningforum.com In this workshop we will explore the key principles of human centred design and how to apply these to your campaigns for change. We'll look at what it means to build a campaign on empathy to engage new audiences, and use insights from empathetic understanding to spark creative ideas. We'll practice the key principles behind creative collaboration and you'll walk away with a framework and methods you can take home to come up with creative campaign ideas with your own team. Finally we will explore what it means to prototype and test campaign ideas early on. I'm not talking about A/B testing here, rather qualitative testing to ensure you're headed in the right direction from the beginning. This will be a hands on workshop with tools you can use and examples of campaigns that have put this model into practice.
Datawithbill Live - Networking and Business Development Basic w/ Patrick HanBill Su
In this episode of datawithbill Live, the Chief Development Officer of Humanlytics shares with the audience tricks and tips in networking for both personal and business purposes. He also shared with us tools you can use to make your networking effortless. View the full video of the session at https://www.youtube.com/channel/UC6iD4GdLy0OXHwsrlinRSeg
Complexity, Collaboration and UnconferencingGeoff Brown
I was asked by Geelong College to present on Sustainability. I am not a scientist or climate change expert, so I decided to focus my presentation on the stuff I know best. This is a presentation about learning to make the transition to a more more sustainable lifestyle, business, school community or whatever. In advance, apologies for the 'clutter' on a few of the slides.
Using Design Thinking to Develop Visitor-Centered ExperiencesWest Muse
Presenters:
Dana Mitroff Silvers, Principal and Founder, Designing Insights
Liz McDermott, Managing Editor, Web & Communications, Getty Research Institute
Design thinking is a human-centered process for problem solving and innovation. In this workshop, participants were introduced to design thinking through a hands-on, highly interactive experience. Attendees learned how to apply selected tools and methods of the design thinking framework to museums, including empathy interviewing, problem definition, rapid prototyping, and user testing.
What Would Emmy Do - Math, Models, and Mulling in UX Research Jennifer Fraser
Talk given at Rosenfeld's Advancing Research 2023 Conference looking at what can be learned from how Emmy Noether helped solve a problem with Einstein's Theory of General Relativity and how those lessons can be applied by User Experience Researchers today.
A talk from the CanUX 2022 conference. Content was co-created with Scott Plewes. Using the example of the Glass Bridge "game" from Squid Game, this talk looks at how a Quantitative approach, on its own, has limits when dealing with complex and dynamic systems and how User Experience Design, more specifically Systems Thinking, can be leveraged to work in conjunction with Data Science, to better achieve business outcomes.
Presentation from a workshop at the CanUX conference on Designing for Behaviour Change, co-presented with Akash Radia. The goal of this workshop was to provide a framework
to help people evaluate how well a product or service is designed to support behaviour change. This framework can then be used to better design a product or service to better support behaviour change.
Presentation from UXCampOttawa
Hiring is hard.
The prospect of growing your team is exciting, but hiring the right person to grow your team is hard. But, that’s what we do as UX professionals, we tackle hard problems, and hiring the right person, can be thought of as just another one of those hard problems. So, before you jump to a conclusion and rush to post that job description to build your clone army, maybe you should pause, and (as you would do with any other design problem) make sure you have defined this hiring “problem” properly. In this talk, I reflect a bit on the nebulous term of user experience and the various skill sets that fit within its container, as well as step through some techniques to help you understand who you should really be looking for to grow your team.
This was a solo presentation from SXSWi 2008 entitled "Rome, Sweet Rome: Ancient Lessons in Design". It examines the 3 Vitruvian qualities of firmitas, utilitas and venustas and how they relate today to interaction design.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
5. 5
Plan for today’s session
What is an organization, anyway?
Ice Breaker: Superpower Cards
3 Tools:
Decision-maker Framework
Hero/Victim/Villain
Authentic Conversation
COFNR
Feelings/Needs Card
Practice
Wrap-up
12. 12
“Little Boxes” - Malvina Reynolds
Little boxes on the hillside
Little boxes made of ticky tacky
Little boxes on the hillside
Little boxes all the same
There's a pink one and a green one
And a blue one and a yellow one
And they're all made out of ticky tacky
And they all look just the same…
Image Credit: IDuke
Videos:
Malvina Reynolds
Pete Seeger
Walk off the Earth
20. 20
How to look at the Superpower card through those different scales of engagement:
Individual
The individual has agency to:
Fill out, or not fill out, a card
Select their card style and avatar from templates, or can make their own.
Add whatever they want in the “About Me” section
Add what they feel are their Superpowers.
Team
People are encouraged to add Superpowers that their colleagues might not know that they have.
Cards are encouraged to be updated at a Quarterly cadence in Community of Practice Meetings.
Cards are also being used at Internal Project kick-offs and Project close-out.
Organization
Choosing to fill out your card becomes a step in the new employee onboarding process.
Everyone across the organization has a Superpower card.
What surprised me.
How quickly the cards became used
beyond their original intent.
People’s enthusiasm to add additional
superpowers to colleagues’ cards
SUPERPOWER CARDS
21. 21
Goal:
Fill out your own Superpower card by:
- Selecting from the stickers, or by drawing, your own avatar
- Describe something about why you chose that to be your avatar
- Write down three Superpowers you think that you possess
- Is there something you can share about something you are working on? or something
that you have worked on that you are proud of?
- Is there anything else you’d like to share about yourself?
Things to consider:
What changes might you make if you were to implement a card similar to this within
your own team or organization?
How could this activity fit within the context of other existing rituals that happen at the
individual, team or organization scales?
5 mins
Activity #1: fill out your Superpowers card
ACTIVITY
22. 22
Goal:
Those at the table that are comfortable doing so, please share what you have written on
your Superpowers card with others at your table.
As a part of that sharing please try and include:
What changes might you make if you were to implement a card similar to this within
your own team or organization?
What existing rituals happen at the individual, team or organization scales that an
activity like this could become a part of?
10 mins
Activity #2: share your Superpowers card
ACTIVITY
23. 23
Plan for today’s session
What is an organization, anyway?
Ice Breaker: Superpower Cards
3 Tools:
Decision-maker Framework
Hero/Victim/Villain
Authentic Conversation
COFNR
Feelings/Needs Card
Practice
Wrap-up
26. 26
DECISION-MAKER FRAMEWORK
What is this Framework and how does it work?
When using the Decision-maker framework, decisions are made by a single
individual: the decision maker.
The decision maker consults with stakeholders before making the decision and
the person with the ultimate accountability for the decision (who is not the
decision-maker) does have the ability to veto the decision*.
This approach combines the consultation of consensus with a single point of
accountability.
Who is the decision maker?
This is the most critical question of this
approach.
The choice here is what separates a
culture that supports agency from an
authoritative one.
It is a balance between breadth of
perspective and proximity to the issue.
* more about this later
27. 27
DECISION-MAKER FRAMEWORK
The culture
Decisions often have multiple options,
each of which is well-supported by
facts and data.
The decision maker therefore has to
make a decision, choosing one of
many viable options.
We should neither expect nor desire
the alignment of choice between the
decision maker and others in the
organization.
The craft
While the science is somewhat easy to
understand, practicing it constructively
is a craft and, therefore, requires
practice. People need to practice the
craft of the framework intentional about
using its language.
The science
The framework requires clarity:
What decision needs to be made?
Who is the decision maker?
How will input be gathered?
When will the decision be made?
How will it be communicated?
Who has the accountability of veto*?
*The mindful use of veto is an important part of the framework.
- Exercising the veto should be infrequent and reserved for avoiding a harmful
decision, not for choosing the preferred one.
- In order to exercise the veto, there needs to be a preponderance of evidence
contrary to the proposed decision.
- The veto should be exercised in private and can be used as a coaching
opportunity to broaden the perspective of the decision maker.
30. 30
Plan for today’s session
What is an organization, anyway?
Ice Breaker: Superpower Cards
3 Tools:
Decision-maker Framework
Hero/Victim/Villain
Authentic Conversation
COFNR
Feelings/Needs Card
Practice
Wrap-up
32. 32
Plan for today’s session
What is an organization, anyway?
Ice Breaker: Superpower Cards
3 Tools:
Decision-maker Framework
Hero/Victim/Villain
Authentic Conversation
COFNR
Feelings/Needs Card
Practice
Wrap-up
42. 42
AUTHENTIC CONVERSATIONS - OBSERVATION
What does it mean to “Observe”?
To see a situation, or person, without evaluation.
This means that we see people, and their behaviour, without judgement,
criticism, or any other kind of analysis
43. 43
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
44. 44
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
45. 45
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
46. 46
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
For the last three weeks, Janice has worked more than sixty hours per week.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
47. 47
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
For the last three weeks, Janice has worked more than sixty hours per week.
Pam was first in line every day this week.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
48. 48
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
For the last three weeks, Janice has worked more than sixty hours per week.
Pam was first in line every day this week.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
49. 49
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
For the last three weeks, Janice has worked more than sixty hours per week.
Pam was first in line every day this week.
He is late for all of our meetings.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
50. 50
AUTHENTIC CONVERSATIONS - OBSERVATION
Some examples1
:
Sam didn’t ask for my opinion during the meeting.
Janice works too much.
For the last three weeks, Janice has worked more than sixty hours per week.
Pam was first in line every day this week.
He is late for all of our meetings.
Our weekly meeting starts at 9:00am and for the last three meetings he has
joined the meeting after 9:05am.
1. The first three examples are from Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 3: Exercise 1.
56. AUTHENTIC CONVERSATIONS - FEELINGS
Some examples1
:
I feel that you don’t like me.
56
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
57. Some examples1
:
I feel that you don’t like me.
I feel sad.
57
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
58. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
58
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
59. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
59
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
60. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
I feel misunderstood.
60
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
61. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
I feel misunderstood.
I feel frustrated.
61
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
62. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
I feel misunderstood.
I feel frustrated.
I am happy that you are coming.
62
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
63. Some examples1
:
I feel that you don’t like me.
I feel sad.
I am sad that you are leaving.
I feel misunderstood.
I feel frustrated.
I am happy that you are coming.
63
1. All examples are from Marshall B. Rosenberg, Non Violent Communication (PuddleDancer Press,
2015), Chapter 4: Exercise 2.
AUTHENTIC CONVERSATIONS - FEELINGS
65. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
65
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
66. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
I feel frustrated and have a need for effectiveness, community and respect
and so I would like start the meeting with all the participants at the same
time.
66
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
67. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
I feel frustrated and have a need for effectiveness, community and respect
and so I would like start the meeting with all the participants at the same
time.
Things people say sometimes hurt me.
67
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
68. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
I feel frustrated and have a need for effectiveness, community and respect
and so I would like start the meeting with all the participants at the same
time.
Things people say sometimes hurt me.
Sometimes when people say things I feel hurt because I want my
contribution to be considered of value.
68
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
69. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
I feel frustrated and have a need for effectiveness, community and respect
and so I would like start the meeting with all the participants at the same
time.
Things people say sometimes hurt me.
Sometimes when people say things I feel hurt because I want my
contribution to be considered of value.
I feel frustrated when you say that because I have a need for community and
cocreation.
69
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
70. AUTHENTIC CONVERSATIONS - NEEDS
Some examples1
:
I feel frustrated when you come late.
I feel frustrated and have a need for effectiveness, community and respect
and so I would like start the meeting with all the participants at the same
time.
Things people say sometimes hurt me.
Sometimes when people say things I feel hurt because I want my
contribution to be considered of value.
I feel frustrated when you say that because I have a need for community and
cocreation.
70
1. Examples 1 and 2 are loosely based on Marshall B. Rosenberg, Non Violent Communication
(PuddleDancer Press, 2015), Chapter 5: Exercise 3.
72. ACTIVITY
72
Goal:
Practice talking about your feeling and needs by:
- Take a few minutes and think about a situation that has happened to you recently, at
work, or outside of work
- Using the Feeling and Needs cards think about what feeling you had in that situation and
what was the underlying need that was being met, or not being met in that situation
- Once enough people in the group have examples that they are willing to share with
others, start talking through them
Things to consider:
Are you truly expressing a feeling, or are using words such as like or as if? Eg: “I feel like
a failure.”, or “I feel as if they don’t understand me.”
Are you connecting your feeling with your need?: “I feel…. because I need….”
What changes might you make if you were to share a card similar to this within your own
team or organization?
30 mins
Activity #3: articulating feelings and needs
ACTIVITY
73. 73
Plan for today’s session
What is an organization, anyway?
Ice Breaker: Superpower Cards
3 Tools:
Decision-maker Framework
Hero/Victim/Villain
Authentic Conversation
COFNR
Feelings/Needs Card
Practice
Wrap-up
79. 79
The Evolution of Org Charts: From the 1850s to Now
Post by the Org Chart Product Company Organimi
Karpman Drama Triangle
Wikipedia page
Nonviolent Communication: A Language of Life
Book by Marshall Rosenberg
Certification in Nonviolent Communication
Via the Centre for Nonviolent Communication
Nonviolent Global Liberation Community
Resources from Miki Kashtan and this NVC rooted community
Pathways to Liberation Self-assessment
From Jori and Jim Manske, certified trainers for the Center for Nonviolent Communication
Thank you.
REFERENCES AND RESOURCES