Object123 - A Workplace Behavior Tool
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It's how we stop misbehavior. Object123, a simple tool to stop misbehavior, thus reducing ongoing conflict and disputes.
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Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, stop the misbehavior in real-time, as it occurs.
Object123 - A Workplace Behavior Tool
We can’t PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, tackle misbehavior in real-time, as it occurs.
Object123 - A Workplace Behavior Tool
We can't PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Toolkit
Object123 is a workplace behavior toolkit where we object to misbehavior in real-time thus nipping any potential for long-term conflicts or disputes in the bud.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop-the-line conversations" when people feel offended to remove misbehaviors by the offender such as blaming, bullying, ignoring, threatening, or sarcasm. It suggests resolving issues between the two parties or having peers decide if still unresolved, rather than involving HR. The goal is to establish psychological safety so people can disagree without misbehavior and not feel they must walk on eggshells.
Recommended
Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, stop the misbehavior in real-time, as it occurs.
Object123 - A Workplace Behavior Tool
We can’t PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Tool
We can’t prevent misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, tackle misbehavior in real-time, as it occurs.
Object123 - A Workplace Behavior Tool
We can't PREVENT misbehavior; it is a given. It WILL happen, on occasion between people, especially when we disagree. We can, however, OBJECT to misbehavior in real-time, as it occurs rather than complain later.
Object123 - A Workplace Behavior Toolkit
Object123 is a workplace behavior toolkit where we object to misbehavior in real-time thus nipping any potential for long-term conflicts or disputes in the bud.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Behavior Toolkit
We can’t PREVENT misbehavior but we can OBJECT to it in real-time rather than complain about the person later.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop-the-line conversations" when people feel offended to remove misbehaviors by the offender such as blaming, bullying, ignoring, threatening, or sarcasm. It suggests resolving issues between the two parties or having peers decide if still unresolved, rather than involving HR. The goal is to establish psychological safety so people can disagree without misbehavior and not feel they must walk on eggshells.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way when people feel uncomfortable asking "dumb questions" or disagreeing with authority out of a fear of offense or retaliation. The document then outlines problematic behaviors of both offenders, such as blaming and intimidation, and offended individuals, such as being too sensitive or letting issues go unaddressed. It proposes using "stop-the-line conversations" to remove misbehavior when disputes occur and having peers decide on resolutions rather than human resources. The overall message encourages establishing guidelines for respectful interactions to create a psychologically safe environment without discomfort.
#StopTheMimimi: from victim to protagonist
How many times have you left a practical talk thinking "but where I work...". How many times have you waited for the world or your workplace to create the perfect conditions so you could act in accordance to your "principles"?
The reality is, if you need ideal conditions to apply your principles, they aren't principles, they are conveniences. Change happens from inside out, examples speak louder than words, the agile culture fosters protagonists, not victims. If you believe that the agile way is the path to follow, then the question you should ask yourself is: how can I make it happen?
When we think about changing a company it needs to be clear that it is not easy, it is hard work, takes time, some initiatives will go wrong, and the person that took upon themselves the challenge of being a change agent will need lots and lots of resilience. With that in mind, we are going to talk about an approach on how to sell an agile implementation to a company, or superior, that are resistant to the idea, as well as, the downside of the technical profile that we need to be aware and overcome in order to be successful.
Finally we will conclude the session in a much more interactive way, filling a learning canvas with a case from the audience, someone that needs help beginning their agile transformation journey.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop buttons" so that when people feel offended, they can object in real-time to misbehaviors by the offender, such as the use of absolute language, blaming, intimidation, ignoring people, or sarcasm. If issues remain unresolved, peers would make a decision rather than involving HR. The goal is to reduce discomfort and restrictions on behaviors.
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help us have a level playing field when we have a discussion, conversation or argument
The rogues
1) Will is being interrogated by police about his involvement with a group of criminals known as "The Rogues".
2) The Rogues carjacked a vehicle containing drugs and money, severely injuring the driver. Will photographed the crime.
3) After discovering more drugs and money in the car, The Rogues began selling the goods. However, they stole from the wrong people and had to pay back a debt through crime or die trying.
4) Things escalated violently as the criminals were kidnapped and beaten. Will was also captured after being spotted photographing The Rogues. A fight broke out and Will recalled not being able to trust anyone as the trailer ends.
Questionnaire results 3
According to a questionnaire of 50 people about mise en scene conventions in thriller films: 80% expected villains to be dressed in all black, 72% expected low key lighting at crime scenes, and 72% expected arguing characters to be positioned at a distance from each other to create drama. The results suggest villains should wear dark clothing, lighting should be low key, and arguing characters should be distanced from each other for a realistic and dramatic effect.
Always Take Sides
This document discusses the need to take sides against injustice and oppression. It argues that neutrality helps the oppressor, not the victim, and that silence encourages the tormentor. It acknowledges instances of police brutality against Black people that have not been properly addressed by the legal system. It calls for actively dismantling racist systems rather than just performative activism, and provides resources for learning and taking action to improve society for all.
Question three who would be the audience for your media product
Our target audience for the psychological thriller film is 15+ years old. This is because similar successful thrillers like Final Destination attracted teenage audiences around 15 years old without including explicit content. Focusing on themes of violence, deception, and betrayal common to the genre, our film would interest and be appropriate for audiences 15 and older who are accustomed to these types of depictions without explicit material.
The Male Gaze Laura Mulvey
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that films typically present the perspective of a heterosexual male viewer who objectifies female characters. This relegates women to the status of objects and viewers must identify with the male perspective. The male gaze lingers on women's bodies and defines events through a man's reaction. While some argue this allows female sexuality, critics say it still treats women as objects for the male viewer's pleasure through their visual representation.
The Male Gaze
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that films typically present the perspective of a heterosexual male viewer who objectifies female characters as objects to look at. This relegates women to the status of objects and requires female viewers to identify with the male perspective. The male gaze lingers on women's bodies and defines events through men's reactions rather than women's experiences or agency. While some argue that not all portrayals of women are inherently objectifying, the male gaze framework suggests that visual media often presents the female form from a patriarchal lens that sexualizes women even when unrelated to the actual content.
Cheaters
The document discusses the concept of cheating in relationships and provides examples from television shows and movies that involve infidelity or affairs. It defines cheating as breaking the established rules of a romantic partnership, often through having a sexual or emotional relationship with someone other than one's spouse or significant other. The TV show "Cheaters" and movies "Fatal Attraction" and "The English Patient" are used to illustrate themes of deception, obsession, and the consequences that can arise from extramarital affairs. Accompanying discussion questions prompt views on forgiving infidelity and the potential dangers and outcomes of unfaithfulness.
Who
The document outlines a psychological thriller opening sequence called "WHO?". It will follow two couples where the antagonist, who has a secret obsession with the protagonist, attacks the protagonist. The sequence will begin with the protagonist walking alone and injured the next morning, then use flashbacks to show clues about what happened the night before. It discusses the genre, inspirations, locations, production roles, and that it will likely receive a 15 BBFC rating due to strong language, sexual references, and violence.
Ethics
The document discusses several moral dilemmas and surveys people's responses:
1. A runaway trolley scenario where you can flip a switch to divert the trolley onto a track killing one person instead of five. Most survey respondents said to flip the switch.
2. A variation where you can push a fat man off a bridge to stop the trolley, killing him but saving the five. Fewer respondents approved of pushing the fat man.
3. A scenario where an exam invigilator catches a student cheating but knows the student has experienced a family loss and needs to pass for financial reasons. Respondents had varying views on whether to ignore the cheating or remove the student.
4
Male gaze laura mulvey
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that audiences view films from the perspective of a heterosexual male gaze, which objectifies and relegates women to the status of objects viewed for male pleasure. The male gaze lingers on the female body and presents events through a man's reaction. Some criticisms argue that not all gazes are sexual and some women enjoy being looked at, but theorists like Jonathan Schroeder believe the gaze implies psychological power of the gazer over the object of the gaze.
Object123 - A Workplace Social Just Culture
Object123 is a workplace Social Just Culture that encourages team members to object to misbehavior, in real-time rather than suppress it & backbite the offender later
Who
1) The opening sequence titled "WHO?" presents enigmas about a woman found injured and covered in blood in the morning.
2) Flashbacks will reveal that she was alone with her boyfriend's psycho, love-struck best friend the night before.
3) The sequence is a psychological thriller that will play with the audience's mind about the emotional conflict between the protagonist and antagonist.
Bbfc
The document discusses certification ratings for films in the UK. It provides information on what types of content are permitted at different rating levels:
- A 12A rating allows moderate violence without detail, brief gory moments, and implied sexual violence.
- A 15 rating permits strong violence without dwelling on pain/injury. Strong sadistic/sexualized violence is unlikely to be acceptable.
- An 18 rating has no restrictions and can contain strong, detailed depictions of violence including pain/injury and sadistic/sexual violence.
Certification
The document analyzes how a trailer follows the BBFC guidelines for a 15 certificate rating. It addresses the trailer's avoidance of discrimination, drug abuse, sadistic or sexualized horror. While the trailer features a character with an eating disorder and a murder by hanging, these are not glamorized. Strong language, nudity or sexual content are also absent. Violence is present but does not dwell on pain, injury or aftermath. Overall, the document determines the trailer is in compliance with the 15 rating restrictions.
Object123 - A Workplace Behavior Tool
What is the difference between objecting & disagreeing? So, objecting is sort of a meta disagreement ie. we disagree with how we disagree.
“I simply object on the grounds that you raised your tone & volume when we disagreed “
Object123 - A Workplace Behavior Tool
This is an explainer for the Object123 tool that we use in our organization when one person is offended by the other person's behavior. It's how we behave!
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. The document then provides examples of problematic behaviors used by offenders, such as browbeating and intimidation, and responses commonly used by offended parties, such as ignoring problems or thinking issues aren't worth addressing. It proposes using a "stop button" where anyone can object in the moment to inappropriate behaviors, and having peers resolve disputes rather than human resources. The goal is to establish psychological safety so people can freely address problems without fear.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. It then provides examples of problematic behaviors used by offenders, such as browbeating and coercive tactics, and examples of how offended parties remain silent through implicit submission. Finally, it proposes using a "stop button" where anyone can pause a disagreement when feeling offended or uncomfortable with how it is being discussed, in order to establish psychological safety in the workplace.
More Related Content
What's hot
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way when people feel uncomfortable asking "dumb questions" or disagreeing with authority out of a fear of offense or retaliation. The document then outlines problematic behaviors of both offenders, such as blaming and intimidation, and offended individuals, such as being too sensitive or letting issues go unaddressed. It proposes using "stop-the-line conversations" to remove misbehavior when disputes occur and having peers decide on resolutions rather than human resources. The overall message encourages establishing guidelines for respectful interactions to create a psychologically safe environment without discomfort.
#StopTheMimimi: from victim to protagonist
How many times have you left a practical talk thinking "but where I work...". How many times have you waited for the world or your workplace to create the perfect conditions so you could act in accordance to your "principles"?
The reality is, if you need ideal conditions to apply your principles, they aren't principles, they are conveniences. Change happens from inside out, examples speak louder than words, the agile culture fosters protagonists, not victims. If you believe that the agile way is the path to follow, then the question you should ask yourself is: how can I make it happen?
When we think about changing a company it needs to be clear that it is not easy, it is hard work, takes time, some initiatives will go wrong, and the person that took upon themselves the challenge of being a change agent will need lots and lots of resilience. With that in mind, we are going to talk about an approach on how to sell an agile implementation to a company, or superior, that are resistant to the idea, as well as, the downside of the technical profile that we need to be aware and overcome in order to be successful.
Finally we will conclude the session in a much more interactive way, filling a learning canvas with a case from the audience, someone that needs help beginning their agile transformation journey.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes organizations can look like places where people are walking on eggshells and failing to ask questions due to discomfort. The document proposes using "stop buttons" so that when people feel offended, they can object in real-time to misbehaviors by the offender, such as the use of absolute language, blaming, intimidation, ignoring people, or sarcasm. If issues remain unresolved, peers would make a decision rather than involving HR. The goal is to reduce discomfort and restrictions on behaviors.
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help us have a level playing field when we have a discussion, conversation or argument
The rogues
1) Will is being interrogated by police about his involvement with a group of criminals known as "The Rogues".
2) The Rogues carjacked a vehicle containing drugs and money, severely injuring the driver. Will photographed the crime.
3) After discovering more drugs and money in the car, The Rogues began selling the goods. However, they stole from the wrong people and had to pay back a debt through crime or die trying.
4) Things escalated violently as the criminals were kidnapped and beaten. Will was also captured after being spotted photographing The Rogues. A fight broke out and Will recalled not being able to trust anyone as the trailer ends.
Questionnaire results 3
According to a questionnaire of 50 people about mise en scene conventions in thriller films: 80% expected villains to be dressed in all black, 72% expected low key lighting at crime scenes, and 72% expected arguing characters to be positioned at a distance from each other to create drama. The results suggest villains should wear dark clothing, lighting should be low key, and arguing characters should be distanced from each other for a realistic and dramatic effect.
Always Take Sides
This document discusses the need to take sides against injustice and oppression. It argues that neutrality helps the oppressor, not the victim, and that silence encourages the tormentor. It acknowledges instances of police brutality against Black people that have not been properly addressed by the legal system. It calls for actively dismantling racist systems rather than just performative activism, and provides resources for learning and taking action to improve society for all.
Question three who would be the audience for your media product
Our target audience for the psychological thriller film is 15+ years old. This is because similar successful thrillers like Final Destination attracted teenage audiences around 15 years old without including explicit content. Focusing on themes of violence, deception, and betrayal common to the genre, our film would interest and be appropriate for audiences 15 and older who are accustomed to these types of depictions without explicit material.
The Male Gaze Laura Mulvey
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that films typically present the perspective of a heterosexual male viewer who objectifies female characters. This relegates women to the status of objects and viewers must identify with the male perspective. The male gaze lingers on women's bodies and defines events through a man's reaction. While some argue this allows female sexuality, critics say it still treats women as objects for the male viewer's pleasure through their visual representation.
The Male Gaze
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that films typically present the perspective of a heterosexual male viewer who objectifies female characters as objects to look at. This relegates women to the status of objects and requires female viewers to identify with the male perspective. The male gaze lingers on women's bodies and defines events through men's reactions rather than women's experiences or agency. While some argue that not all portrayals of women are inherently objectifying, the male gaze framework suggests that visual media often presents the female form from a patriarchal lens that sexualizes women even when unrelated to the actual content.
Cheaters
The document discusses the concept of cheating in relationships and provides examples from television shows and movies that involve infidelity or affairs. It defines cheating as breaking the established rules of a romantic partnership, often through having a sexual or emotional relationship with someone other than one's spouse or significant other. The TV show "Cheaters" and movies "Fatal Attraction" and "The English Patient" are used to illustrate themes of deception, obsession, and the consequences that can arise from extramarital affairs. Accompanying discussion questions prompt views on forgiving infidelity and the potential dangers and outcomes of unfaithfulness.
Who
The document outlines a psychological thriller opening sequence called "WHO?". It will follow two couples where the antagonist, who has a secret obsession with the protagonist, attacks the protagonist. The sequence will begin with the protagonist walking alone and injured the next morning, then use flashbacks to show clues about what happened the night before. It discusses the genre, inspirations, locations, production roles, and that it will likely receive a 15 BBFC rating due to strong language, sexual references, and violence.
Ethics
The document discusses several moral dilemmas and surveys people's responses:
1. A runaway trolley scenario where you can flip a switch to divert the trolley onto a track killing one person instead of five. Most survey respondents said to flip the switch.
2. A variation where you can push a fat man off a bridge to stop the trolley, killing him but saving the five. Fewer respondents approved of pushing the fat man.
3. A scenario where an exam invigilator catches a student cheating but knows the student has experienced a family loss and needs to pass for financial reasons. Respondents had varying views on whether to ignore the cheating or remove the student.
4
Male gaze laura mulvey
The document discusses Laura Mulvey's concept of the "male gaze" in film theory. Mulvey argues that audiences view films from the perspective of a heterosexual male gaze, which objectifies and relegates women to the status of objects viewed for male pleasure. The male gaze lingers on the female body and presents events through a man's reaction. Some criticisms argue that not all gazes are sexual and some women enjoy being looked at, but theorists like Jonathan Schroeder believe the gaze implies psychological power of the gazer over the object of the gaze.
Object123 - A Workplace Social Just Culture
Object123 is a workplace Social Just Culture that encourages team members to object to misbehavior, in real-time rather than suppress it & backbite the offender later
Who
1) The opening sequence titled "WHO?" presents enigmas about a woman found injured and covered in blood in the morning.
2) Flashbacks will reveal that she was alone with her boyfriend's psycho, love-struck best friend the night before.
3) The sequence is a psychological thriller that will play with the audience's mind about the emotional conflict between the protagonist and antagonist.
Bbfc
The document discusses certification ratings for films in the UK. It provides information on what types of content are permitted at different rating levels:
- A 12A rating allows moderate violence without detail, brief gory moments, and implied sexual violence.
- A 15 rating permits strong violence without dwelling on pain/injury. Strong sadistic/sexualized violence is unlikely to be acceptable.
- An 18 rating has no restrictions and can contain strong, detailed depictions of violence including pain/injury and sadistic/sexual violence.
Certification
The document analyzes how a trailer follows the BBFC guidelines for a 15 certificate rating. It addresses the trailer's avoidance of discrimination, drug abuse, sadistic or sexualized horror. While the trailer features a character with an eating disorder and a murder by hanging, these are not glamorized. Strong language, nudity or sexual content are also absent. Violence is present but does not dwell on pain, injury or aftermath. Overall, the document determines the trailer is in compliance with the 15 rating restrictions.
What's hot (18)
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Question three who would be the audience for your media product
Question three who would be the audience for your media product
Similar to Object123 - A Workplace Behavior Tool
Object123 - A Workplace Behavior Tool
What is the difference between objecting & disagreeing? So, objecting is sort of a meta disagreement ie. we disagree with how we disagree.
“I simply object on the grounds that you raised your tone & volume when we disagreed “
Object123 - A Workplace Behavior Tool
This is an explainer for the Object123 tool that we use in our organization when one person is offended by the other person's behavior. It's how we behave!
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. The document then provides examples of problematic behaviors used by offenders, such as browbeating and intimidation, and responses commonly used by offended parties, such as ignoring problems or thinking issues aren't worth addressing. It proposes using a "stop button" where anyone can object in the moment to inappropriate behaviors, and having peers resolve disputes rather than human resources. The goal is to establish psychological safety so people can freely address problems without fear.
Object123 - A Workplace Safe Space Tool
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It suggests organizations look this way because people are uncomfortable asking "dumb questions" and fail to object to inappropriate behaviors for fear of retaliation. It then provides examples of problematic behaviors used by offenders, such as browbeating and coercive tactics, and examples of how offended parties remain silent through implicit submission. Finally, it proposes using a "stop button" where anyone can pause a disagreement when feeling offended or uncomfortable with how it is being discussed, in order to establish psychological safety in the workplace.
Object123 - How we should behave when we misbehave
This document discusses problematic behaviors in organizations such as gossiping, obsequiousness, acquiescence, and conformity. It notes that organizations encourage sycophantic behaviors where people are uncomfortable and fail to ask questions. The document then lists problematic behaviors like bullying, blaming, intimidation, sarcasm, and threats. It suggests using "stop-the-line" buttons to object to such misbehaviors in real-time. If issues remain unresolved, peers could decide consequences like "sacking" the offender, rather than involving HR or management. The goal is to give people tools to address misbehaviors and stop walking on eggshells.
Object123 - A Workplace Safe Space Tool
This document discusses issues that can arise in organizational culture such as gossiping, obsequiousness, acquiescence to authority, and conformity. It notes discomfort with asking "dumb questions" and references sycophants and walking on eggshells. It proposes a workplace tool called Object123 to help establish behavioral norms and a "safe space" where people can object to how disagreements are handled in a disrespectful manner rather than the content of disagreements. It suggests using this tool could help resolve issues without involving HR and help people feel less like they are "walking on eggshells" at work.
Object123 - A Workplace Behavior Tool
The document discusses creating a tool to address misbehavior in the workplace. It suggests empowering employees to "escalate, escalate, escalate" when offended by a coworker's behavior, and if issues remain unresolved, allowing peers to vote to "sack" or remove the offending employee. It also quotes a comment praising the idea of democratizing organizational power like political power, so employees can directly vote people out. The overall message is that giving employees a direct way to address misbehavior through escalation and voting could reduce discomfort and the need to "walk on eggshells" at work.
Object123 - A Workplace Safe Space Tool
The document discusses creating psychological safety in organizations by addressing inappropriate behaviors and establishing clear protocols for objecting to how disagreements are expressed. It suggests organizations should split disagreements into objecting to content versus objecting to how content is discussed. When someone is offended by another's behavior, they have options to express caution, objection, or stopping the behavior. If issues remain unresolved, peers can make a decision, rather than HR or management. The goal is to empower individuals and democratize power so people are not afraid to speak up when others misbehave.
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizations such as gossiping, obsequiousness, acquiescence to authority, and creating a culture of walking on eggshells where people are uncomfortable asking questions. It proposes a tool called Object123 that can help split disagreements, address how things are said rather than just the content, and allow peers to resolve issues rather than involving HR. The tool aims to add safety to discussions to avoid exhausting reading and workshops, and allow organizations to reach their potential without people feeling they have to walk on eggshells.
Object123 - A Workplace Safe-space Tool, it's how we behave
This document discusses creating a psychologically safe workplace where people feel comfortable sharing ideas and concerns without fear of retaliation. It notes current issues like gossiping, obsequiousness, conformity and walking on eggshells out of discomfort. It then introduces Object123 as a potential tool to help resolve disagreements by separating criticisms of ideas from criticisms of individuals. With this tool, offended parties can notify the offender of issues in a non-confrontational way through emoticons. If issues remain unresolved, peers can provide input instead of involving HR. The goal is to establish safer communication norms so excessive focus on behavioral guidelines is not needed.
Object123 - A Workplace Safe-space Culture
This document discusses issues that arise in organizations such as gossiping, obsequiousness, acquiescence, conformity, and sycophancy. It notes discomfort with asking "dumb questions" and uncertainty around knowing when one has been offensive or offended. It then profiles behaviors of offenders, which include browbeating, blaming, ignoring, threatening and coercive behaviors. It also profiles victims as being too sensitive or passive. The document introduces an organizational tool called Object123 which allows team members to disagree with offensive content or behaviors in real-time through signaling mechanisms like exclamation points. If issues remain unresolved, peers can decide outcomes rather than involving HR. Comments from experts note the opposite of psychological safety is "walking on eggs
Object123 - A Workplace Safe-space Tool
This document discusses issues that can arise in organizational culture such as gossiping, obsequiousness, acquiescence, conformity, and creating a culture of walking on eggshells where people fear asking questions. It proposes a tool called Object123 that aims to help team members behave respectfully by allowing them to object to offensive behaviors in the moment in a constructive way and bringing in peers to resolve issues if needed, rather than going to HR. The tool is meant to add safety and structure to disagreements while avoiding exhaustion from constant training and workshops. Early feedback on the tool suggests it could help democratize organizational power and eliminate a culture of walking on eggshells.
Object123 Simple tools to help stop power abuse in the workplace
Object123 are simple tools to stop power abuse by helping us all to correct team & management misbehavior
Object123 Simple tools to help stop power abuse
Object123 are simple tools to stop power abuse by helping us all to correct team & management misbehavior
Object123 Simple tools to help stop power abuse in the workplace
This is our presentation for Object123 simple tools to help stop power abuse in the workplace by encouraging team members to speak up and speak out
Object123 - A Workplace Social Just Culture
The document discusses how fear and the desire to avoid conflict or offending others can lead organizations to develop cultures of acquiescence, conformity, and politeness at the expense of open communication. It introduces an "Object123" tool that is proposed to help address this by providing a standardized way for individuals to object to misbehavior or offensive content while separating the message from the messenger. The tool is presented as a potential means of increasing psychological safety in the workplace by reducing fears of speaking up or causing discomfort.
Object123 - A Social Just Culture
The document discusses how fear of offending others or getting in trouble leads organizations to have sycophantic cultures where people acquiesce to authority and conform rather than ask questions. It introduces Object123 as a simple tool to help address this by allowing people to split disagreements into objections to the content versus the delivery, and to notify the offender of misbehavior using "! ! !". If issues remain unresolved, peers can decide rather than HR. The goal is to make psychological safety mandatory like occupational safety, so that abuse can be stopped through use of simple tools rather than endless workshops and readings.
Object123 Simple tools to help stop power abuse
These are simple tools to help stop power abuse and in the process create an environment where people feel safe to speak up and speak out.
Object123 Simple tools to help stop power abuse
These are simple tools to help us stop power abuse in the workplace and thus encouraging us to speak up and speak out
Object123 Simple tools to help stop power abuse in the workplace
These are simple tools to help stop power abuse in the workplace and encouraging team members to speak up and speak out in real-time.
Similar to Object123 - A Workplace Behavior Tool (20)
Object123 - How we should behave when we misbehave
Object123 - How we should behave when we misbehave
Object123 - A Workplace Safe-space Tool, it's how we behave
Object123 - A Workplace Safe-space Tool, it's how we behave
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
Object123 Simple tools to help stop power abuse in the workplace
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The document describes a proposed referee toolkit called SpatzAI that uses artificial intelligence to help resolve disputes and conflicts within teams in a fair manner. It analyzes team data and interactions to identify potential issues. When issues arise, it facilitates a review process with the team to achieve resolution. The goal is to create a psychologically safe environment where team members feel comfortable collaborating without fear. It also provides market sizing information, details on how the solution works, and a request for funding to further develop the minimum viable product.
SpatzAI - A referee toolkit to address unfair play in teams
The document proposes a referee toolkit called SpatzAI to address unfair play in teams. It consists of a team charter agreement, a 3-step app with an AI agent for team data analysis, and a team review platform. The toolkit aims to create psychological safety for teams by acknowledging and resolving disputes, conflicts and issues in a protected way without fear of repercussions. It provides examples of how the toolkit could work and analyze team data, as well as the potential market size and need for such a solution given the number of technology companies and employees. Funding of $50-100k is requested to complete an MVP and pilot the solution with test groups to gather feedback.
SpatzAI - A team referee protecting bold ideas from unfair play
This document proposes a SpatzAI Referee Toolkit to help innovative teams address unfair play and promote psychological safety. The toolkit would use a team charter, data analysis of team interactions, and a team review platform assisted by artificial intelligence. It aims to acknowledge and resolve disputes, conflicts and issues in a way that feels fair to all members. The document outlines how the toolkit works, provides example comparative data from a pilot, discusses the potential market size and need for this solution, and shares details about the founder's background and experience to demonstrate why the idea is worth investing in.
SpatzAI - A team referee protecting bold ideas from unfair play
This document proposes a "SpatzAI Referee Toolkit" to protect psychological safety and address unfair play in innovative teams. The toolkit would include a team charter, data analysis of team interactions, and a platform for assisted review of disputes/conflicts. It aims to acknowledge issues, accept apologies, and resolve problems without fear through a trained AI model. The proposal argues this could benefit the 500,000 tech companies and 5 million employees in the US alone, with a potential market size of $120 million per year. Details are provided on the founder's background and experience, as well as initial traction through MVP development and anecdotal testing. Funding of $50-100k is requested to further develop and pilot the solution.
SpatzAI - A referee toolkit protecting bold idea-sharing
This document describes a proposed SpatzAI Referee Toolkit that aims to address unfair play and promote psychological safety in innovative teams. The toolkit would include a team charter agreement, an AI assistant to analyze team data and assist in dispute resolution, and a team review platform. It argues that unfair criticism and lack of psychological safety can lead to uncertainty and hold teams back. The proposed solution is a set of tools to acknowledge and resolve disputes, conflicts and "spats" in a fair and assisted manner. Market size and traction to date are discussed, as well as plans for an MVP pilot program and funding request.
SpatzAI - A referee toolkit protecting bold idea-sharing
This document describes a proposed SpatzAI Referee Toolkit that aims to address unfair criticism and uncertainty in innovative teams. The toolkit would include a team charter agreement, an AI assistant to analyze team data and assist in dispute resolution, and a team review platform. It would help resolve disputes, conflicts and criticisms in a constructive manner. The proposed toolkit has potential in the large market of tech companies and employees, and $50k-$100k of funding would allow developing an MVP and pilot program to test the toolkit's effectiveness.
SpatzAI - A referee toolkit to protect bold idea-sharing
This document presents a toolkit called the SpatzAI Referee Toolkit that aims to address unfair criticism and uncertainty in innovative teams. It uses a three-step process including a team charter agreement, team data analysis using an AI agent, and a team-assisted review platform. The toolkit is meant to help resolve disputes, conflicts, and criticisms in a healthy manner for technology and design companies. It has been researched for 20 years and the founder has experience in founding two successful startups. With $50-100k funding, the founder plans to complete an MVP, run a pilot program, and further develop the app and network plugins.
SpatzAI - A referee toolkit to protect bold ideas
This document describes a referee toolkit called SpatzAI that aims to address unfair play and reduce uncertainty for innovative teams. It uses a three-step process including a team charter agreement, team data analysis, and a team-assisted review platform. The toolkit standardizes disputes and conflicts using a large language model and provides feedback categorized from caution to objections. It has the potential to help the 500,000 tech companies in the US by resolving issues for teams in a fair and data-driven manner. The creator is seeking $50,000-$100,000 to further develop an MVP and pilot the toolkit.
SpatzAI - A referee toolkit to protect bold ideas
This document describes a referee toolkit called SpatzAI that aims to address unfair play and reduce uncertainty in innovative teams. It uses a three-step process including a team charter agreement, team data analysis, and a team-assisted review platform. The toolkit standardizes the referee process and utilizes a large language model to provide impartial resolutions for disputes, conflicts, and minor issues. It has the potential to help the 500,000 tech companies in the US by resolving team tensions and issues at a low monthly cost per team member. The creator is seeking funding to complete an MVP and pilot program to test the effectiveness of the SpatzAI toolkit.
SpatzAI - A Referee toolkit to resolve spats in teams
This document proposes the SpatzAI Referee Toolkit to help resolve unfair disputes in innovative teams. The toolkit includes a team charter agreement, an AI assistant called SpatzAI to analyze team data and assist in reviews, and a classification system for different types of disputes from minor "spats" to more serious conflicts. It details how the system would work, the potential market size and benefits. The founders are seeking $50k-$100k in funding to complete an MVP and pilot program to test the toolkit with 100 participants.
SpatsAI - A Referee toolkit to resolve spats in teams
This document proposes the SpatzAI Referee Toolkit to help resolve unfair disputes in innovative teams. The toolkit includes a team charter agreement, an AI assistant called SpatzAI to analyze team data and assist in reviews, and a classification system for different types of disputes from minor "spats" to more serious conflicts. It details how the system would work, the potential market size and benefits. The author is seeking $50k-$100k in funding to complete an MVP and pilot program to test the toolkit with 100 participants.
Spatz.ai for Teams - A referee toolkit for fair play
The document describes a proposed referee toolkit called SpatzAI that aims to promote fair play and resolve disputes within innovative teams. It would include a team charter, 3-step procedure app, data analysis of team dynamics, and a review platform. The toolkit would assign "spats" or cautions to different levels of disputes and conflicts, with the goal of resolving most issues. It estimates the potential market size at $120 million per year among tech companies. The proposal requests $50,000-$100,000 in funding to complete an MVP, conduct a pilot study, and further develop the app and network integration.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document presents a referee toolkit called SpatzAI that aims to address unfair idea challenges and minor disputes within innovative teams. The toolkit employs a team charter, 3-step procedure app, and AI data analysis to analyze team dynamics and assist in resolving conflicts. It also provides a comparative data example from a pilot test showing how the toolkit helped resolve various disputes, conflicts, and minor spats within a hypothetical 100-person team over one week. The proposed solution aims to serve the 500,000 tech companies in the US with 5 million tech employees, representing a total addressable market of $120 million per year.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document describes a referee toolkit called SpatzAI that aims to address unfair challenges to ideas in teams and help resolve minor disputes. It works by having teams agree to a charter and using a 3-step app procedure along with AI data analysis of team dynamics. The toolkit would provide official cautions, objections, and stops to discourage unfair challenges and assist in resolving disputes. It has the potential to help the many tech companies and their employees avoid issues caused by the loudest voices always winning. Initial testing of an MVP has shown promise in resolving conflicts. Funding of $50-100k is requested to further develop the app and network plugin and conduct a larger pilot test.
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
This document proposes a referee toolkit to help address unfairness and resolve disputes when challenging ideas in innovative teams. The toolkit would include a team charter, procedures app, and AI data analysis to analyze team dynamics. It would provide guidelines for acceptable challenges and apologies. An MVP has been created including branding and principles. Funding of $50k-$100k is requested to pilot the toolkit with 100 participants and further develop the app and network plugin.
SpatzAI - A referee toolkit for challenging bold ideas in teams
This document proposes a referee toolkit to help address unfairness and resolve disputes when challenging ideas in innovative teams. The toolkit would include a team charter, procedures app, and AI data analysis to analyze team dynamics. It would provide guidelines for acceptable challenges and apologies. An MVP has been created including branding and principles. Funding of $50k-$100k is requested to pilot the toolkit with 100 participants and further develop the app and network plugin.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes a solution called SpatzAI Referee Toolkit to help resolve disputes and conflicts within innovative teams. The toolkit uses a team charter, 3-step procedure app, and SpatzAI data analysis to determine unfair behavior. It compares data from a pilot group of 100 members where 2659 potential disputes were resolved. The market opportunity is estimated at $120 million per year serving 500,000 tech companies. Funding of $50-100K is requested to complete an MVP and pilot with 100 participants.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI referee toolkit called Spatz to help resolve unfair behavior, disputes, conflicts and "spats" in innovative teams. The solution includes a team charter, 3-step procedure app, AI analysis of team dynamics, and assisted review platform. It provides examples of how the toolkit could resolve various issues like disputes, conflicts and spats based on comparative pilot data. The potential market size is estimated at $120 million per year given the number of tech companies and employees. Funding of $50-100k is requested to complete an MVP and pilot with 100 participants.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI referee toolkit called Spatz to help resolve disputes and conflicts within innovative teams. The toolkit would use a team charter, 3-step procedure, and app to analyze team dynamics and assist in reviewing incidents. An MVP has been created including branding, algorithms, and manual testing. The potential market is large at $120 million per year serving 500,000 tech companies. Funding of $50-100K is requested to complete the MVP, run a pilot test, and further develop the app and network plugins.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
The document proposes an AI-powered referee toolkit called SpatzAI to help assess ideas shared in teams in a fair and objective manner. It aims to address problems like some team members feeling their ideas are unfairly challenged or that the loudest voices always win. The proposed solution would create an AI system to analyze team dynamics in real-time and provide assessments to establish a more level playing field for idea sharing. It provides details on how the system would work, the target market of tech companies and employees, traction so far including an MVP, and plans for funding to further develop the product.
More from Desmond Sherlock (20)
SpatzAI - A referee toolkit to resolve unfair play in teams
SpatzAI - A referee toolkit to resolve unfair play in teams
SpatzAI - A referee toolkit to address unfair play in teams
SpatzAI - A referee toolkit to address unfair play in teams
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A team referee protecting bold ideas from unfair play
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit protecting bold idea-sharing
SpatzAI - A referee toolkit to protect bold idea-sharing
SpatzAI - A referee toolkit to protect bold idea-sharing
SpatzAI - A Referee toolkit to resolve spats in teams
SpatzAI - A Referee toolkit to resolve spats in teams
SpatsAI - A Referee toolkit to resolve spats in teams
SpatsAI - A Referee toolkit to resolve spats in teams
Spatz.ai for Teams - A referee toolkit for fair play
Spatz.ai for Teams - A referee toolkit for fair play
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
Spatz.ai for Teams - A referee toolkit for unfair idea-challenges
SpatzAI - A referee toolkit for challenging bold ideas in teams
SpatzAI - A referee toolkit for challenging bold ideas in teams
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
SpatzAI - Powering Bold Idea-sharing in Teams Spat by Spat
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- 1. GOSSIPPING OBSEQUIOUS …why? People in organizations behave like this? ACQUIESENCE ASSENTING to authority CONFORMITY Politically Correct Compromising SYCOPHANTS discomfort FAILURE to ask “dumb questions” WALKING ON EGGSHELLS
- 2. Shut the F#*K UP! Because of Uncertainty! …when one misbehaves? How should we behave,
- 3. Two Types of Behavior: Offender’s (Bullying Behavior) Offended’s (Bullied Behavior) We need to change BOTH behaviors…how?
- 4. Identify OFFENDERS’S Bulling MISBEHAVIOR Absolute Language DOGMA Blaming Rhetorical Questions Tone & Volume GOSSIPING Implicit Intimidation Steamrolling MISLEADING Sulking HumiliatingIgnoring SARCASM Coercion Threatening hypocrisy When I’m angry no one’s really objected to my misbehavior before SWEARING nagging ACCUSING ______ ________
- 5. SNOWFLAKE Go with the flow Let SLEEPING DOGS lie Don’t ROCK the BOAT! Don’t make WAVES! Don’t upset the applecart Suck it up BUTTERCUP Have a THICK SKIN Get OVER IT! Don’t be a SNITCH! Identify OFFENDED’S Bullied MISBEHAVIOR I’m too SENSITIVE! When I’m offended I’ve let it go, thinking it’s just not worth it STICKS & STONES.. Implicit Submission______ _______
- 6. Object123.com A workplace behavior tool “it’s how we stop misbehavior”
- 7. Split disagreements in two… *1.CONTENT *2.MISBEHAVIOR(DISAGREE with content) (OBJECT to misbehavior in REAL-TIME)
- 8. …the offender’s misbehavior When one is offended: ESCALATE ESCALATE ESCALATE
- 9. Sack him Sack him Sack him Sack him If still unresolved our peers decide... *NOT HR or Management! Sack him Final democratic process
- 10. Adding safety can be exhausting… or…to remember…. Too much…. reading…. workshops….
- 11. “Want to teach?? Don’t bother… Give them a tool… which leads to new ways of thinking” Buckminster Fuller …or use a tool to stop misbehavior!
- 12. What people are saying… “ ” Very interesting point, Desmond. Democratize organizational power as we do political power, so (we) can vote people out Timothy R. Clark Author of The 4 Stages of Psychological Safety
- 13. Agreeing how to behave, and the sky’s the limit! …means no more walking on eggshells when we misbehave…