Object123 - Tools to stop power abuse OH&S
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This document discusses power abuse and conformity in organizations. It notes that organizations often have gossiping, acquiescing to authority without question, and sycophantic behaviors due to fears of abuse, being fired unfairly, or difficult conversations. Abuse of power takes forms like browbeating, intimidation, humiliation, gaslighting, and coercive behaviors like threatening deadlines. The document proposes using tools like referee-style cards (yellow, red) to object to offensive behaviors, and escalating unresolved issues to peers for a vote, to democratize power and stop abuse in the workplace. The goal is for psychological health and safety to become mandatory in organizations.
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Object123 Simple tools to help stop power abuse in the workplace
This document discusses power abuse and conformity in organizations. It notes that organizations often have gossiping, acquiescing to authority without question, and sycophantic behaviors due to fears of abuse, being fired unfairly, or facing difficult conversations. The document suggests that psychological safety in the workplace should be mandatory like occupational health and safety. It proposes using simple tools like yellow and red cards to call out offensive behaviors, and allowing peers to resolve disputes if issues remain unresolved, in order to stop power abuse and help people feel comfortable speaking up.
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 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 - How we stop power abuse in the workplace
Instead of trying to create psychological safety in the workplace why not simply stop power abuse in its tracks. We do this using a very simple tool.
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 in the workplace
These are simple tools to help us have a level playing field when we have a discussion, conversation or argument
Recommended
Object123 Simple tools to help stop power abuse in the workplace
This document discusses power abuse and conformity in organizations. It notes that organizations often have gossiping, acquiescing to authority without question, and sycophantic behaviors due to fears of abuse, being fired unfairly, or facing difficult conversations. The document suggests that psychological safety in the workplace should be mandatory like occupational health and safety. It proposes using simple tools like yellow and red cards to call out offensive behaviors, and allowing peers to resolve disputes if issues remain unresolved, in order to stop power abuse and help people feel comfortable speaking up.
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 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 - How we stop power abuse in the workplace
Instead of trying to create psychological safety in the workplace why not simply stop power abuse in its tracks. We do this using a very simple tool.
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 in the workplace
These are simple tools to help us have a level playing field when we have a discussion, conversation or argument
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 - 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
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.
Object123 Simple tools to help stop power abuse
This document discusses the culture of fear, conformity, and power abuse that can exist in organizations. It notes how people may feel they must acquiesce to authority, avoid asking questions, and conform for fear of being abused, getting in trouble, or losing their job. Various tools of power abuse are listed, such as browbeating, intimidation, humiliation, and gaslighting. The document proposes using tools like agreeing to disagree respectfully, objecting to behaviors politely, and having peers intervene to resolve issues and prevent the need for human resources or firings. It argues such psychological safety practices should become mandatory in the workplace.
Object123 Simple tools to help stop power abuse
These are simple tools to help stop power abuse in the workplace 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 in the workplace
These are simple tools to help us stop power abuse in the workplace by requiring us to speak up and speak out when we are offended
Object123 We Stop Psychological Abuse
This document discusses ways to address fear and abuse of power in organizations. It suggests that fear of abuse or being fired unfairly causes conformity, politeness and gossip. To fix this, it proposes a simple tool using signals like a referee's whistle to object to abusive behavior in real-time, by separating the content of discussions from behavior. Members could "yellow card" or "red card" inappropriate actions. If unresolved, the team decides. This aims to democratize power and allow voting people out, creating psychological safety instead of forcing people to walk on eggshells.
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 - 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 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.
Safety Compass Asse Region 3
This document provides an overview of a training program called SafetyCompass that teaches employees how to effectively intervene when they observe unsafe behaviors in the workplace. It discusses how workplaces are complex systems and interventions need to be ubiquitous, reactive and adaptive. It also summarizes research finding employees only intervene in unsafe acts 39% of the time due to concerns about defensiveness or lack of impact. The SafetyCompass training teaches a 4 step approach of stopping the unsafe behavior, asking open-ended questions to understand the reasons behind it, finding a fix for those reasons, and ensuring the fix is implemented and sustained. Case studies show companies that have implemented the training have significantly reduced incident and severity rates.
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 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.
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 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 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.
SpatzAI - A referee toolkit to resolve unfair play in teams
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.
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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 - 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
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.
Object123 Simple tools to help stop power abuse
This document discusses the culture of fear, conformity, and power abuse that can exist in organizations. It notes how people may feel they must acquiesce to authority, avoid asking questions, and conform for fear of being abused, getting in trouble, or losing their job. Various tools of power abuse are listed, such as browbeating, intimidation, humiliation, and gaslighting. The document proposes using tools like agreeing to disagree respectfully, objecting to behaviors politely, and having peers intervene to resolve issues and prevent the need for human resources or firings. It argues such psychological safety practices should become mandatory in the workplace.
Object123 Simple tools to help stop power abuse
These are simple tools to help stop power abuse in the workplace 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 in the workplace
These are simple tools to help us stop power abuse in the workplace by requiring us to speak up and speak out when we are offended
Object123 We Stop Psychological Abuse
This document discusses ways to address fear and abuse of power in organizations. It suggests that fear of abuse or being fired unfairly causes conformity, politeness and gossip. To fix this, it proposes a simple tool using signals like a referee's whistle to object to abusive behavior in real-time, by separating the content of discussions from behavior. Members could "yellow card" or "red card" inappropriate actions. If unresolved, the team decides. This aims to democratize power and allow voting people out, creating psychological safety instead of forcing people to walk on eggshells.
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 - 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 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.
Safety Compass Asse Region 3
This document provides an overview of a training program called SafetyCompass that teaches employees how to effectively intervene when they observe unsafe behaviors in the workplace. It discusses how workplaces are complex systems and interventions need to be ubiquitous, reactive and adaptive. It also summarizes research finding employees only intervene in unsafe acts 39% of the time due to concerns about defensiveness or lack of impact. The SafetyCompass training teaches a 4 step approach of stopping the unsafe behavior, asking open-ended questions to understand the reasons behind it, finding a fix for those reasons, and ensuring the fix is implemented and sustained. Case studies show companies that have implemented the training have significantly reduced incident and severity rates.
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 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.
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 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 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.
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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 - A Workplace Safe-space Tool, it's how we behave
Object123 - A Workplace Safe-space Tool, it's how we behave
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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.
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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
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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
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Spatz.ai for Teams - A referee toolkit for fair play
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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
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查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Object123 - Tools to stop power abuse OH&S
- 1. GOSSIPPING CONFORMITY OBSEQUIOUS …why? Why do organizations look like this? ACQUIESENCE ASSENTING to authority CONFORMITY Politically Correct Failing to ask “dumb questions” Compromising SYCOPHANTS Walking on Eggshells
- 2. Power Abuse FEARof • FEAR of being ABUSED • FEAR of being ABUSIVE • FEAR the difficult conversation (because of ABUSE) • FEAR of getting fired or excluded unfairly (ABUSED) “shut the f#*k up!”
- 3. Abuse of power is OFFENSIVE behavior Browbeating They use… DOGMA Blaming Rhetorical Questions “REALLY?” Volume Tone Intimidation Manipulation Steamrolling MISLEADING Sulking Humiliating GASLIGHTINGIgnoring (silent treatment) SARCASMCoercion ThreateningDEADLINES
- 4. We allow power abuse by… We use… SNOWFLAKE Going with the flow
- 5. Workplace Tools to stop Team & Management Misbehavior
- 6. One day Psychological Health & Safety, will be Mandatory in the workplace. Occupational Health & Safety
- 7. Adding safety is exhausting… or…reading…. workshops…
- 8. or use simple tools to stop abuse… “want to teach… don’t bother… give them a tool… which leads to new ways of thinking” Buckminster Fuller
- 9. Separate disagreements into 2 parts content …object to Disagree with behavior and…
- 10. When one feels offended: the offender Or escalate to like a ref’s Whistle……
- 11. or escalate to like a ref’s Whistle……Yellow Card the offender When one feels offended:
- 12. like a ref’s Whistle……Yellow Card……Red Card the offender When one feels offended:
- 13. …our peers decide if still unresolved
- 14. 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
- 15. …the sky might not be the limit …no more walking on eggshells When power abuse is stopped