Talk delivered by Antoinette Coezee and Jason Knight at the Agile2019 conference.
Abstract:
Making sense is too important to do alone. We each see a part of the puzzle. It's only when we combine our collective sense of what's going on that we see more of the reality around us. Too often, it remains hidden. We need this collective wisdom to make sense of volatility, uncertainty, accelerated change, and ambiguity in order to respond.
Did you know there is a framework for having a Collective Sensemaking conversation? And, if done properly, it develops the thinking of everyone involved? In this session, you will observe a live demo with a detailed breakdown of the demo to illustrate the power of this approach. You will then have an opportunity to practice yourself. Come to this interactive workshop and learn how you and your organization can apply this framework to better respond to the challenges you face.
Learning Outcomes:
* Describe the Sense-and-Respond pattern
* Recognize the power of Collective Sensemaking in catalyzing deep individual growth and development
* Understand and demonstrate Collective Sensemaking and its value in co-creating solutions
* Explain the link between developing Collective Sensemaking and the impact on our leadership capabilities
* Understand key nuances in the practice and application of Collective Sensemaking
* Apply Collective Sensemaking to your own problem-solving
* Demonstrate the kind of interactions and attitudes needed for Collective Sensemaking
* Explain how the practice of Collective Sensemaking can significantly impact the quality of relationship within groups (e.g. in meetings) and teams
Video embedded on slide 2: https://youtu.be/bmQRwyrvsqo
The document discusses how leading teams has evolved from hierarchical leadership of small, elite teams to a network model of leadership connecting teams. It describes how the US Special Operations Forces recognized the need to shift from a top-down bureaucracy to leading as a networked organization to address 21st century threats. Key steps to adopt this network model included creating strategic alignment, driving inclusion and transparency, and leading with empathy to think and act as a connected network.
This document provides a critical analysis of the book and film "Into the Wild" about Chris McCandless from psychoanalytic, Marxist, and existential perspectives. It analyzes McCandless' personality and motivations for rejecting societal expectations using the theories of displacement, attribution, fear of intimacy, classism, and existential bases like awareness, self-consciousness, and anxiety. It compares his journey to self-reliance ideas from American authors like Emerson and Thoreau.
This document contains 30 quotes about teamwork from various authors and leaders. Some key ideas expressed are that teamwork allows common people to achieve uncommon results, that cooperation and unity are important, and that together a group can accomplish more than any individual working alone. Working as a team divides the task and multiplies success.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Leaders of the Future".
The document outlines an agenda for a CES All Staff Conference on October 20, 2010 from 1:15 pm to 4:15 pm. The conference will feature presentations from Sue Buck on leadership styles, theories and emotional intelligence, and JoAnn Stormer on developing a leadership philosophy. Key topics that will be discussed include Great Man Theories, Trait Theories, Environmental Theories, Psychoanalytic Theories, Collaborative Theories, Transformational Theories, Servant Theories and leadership styles defined by Kurt Lewin, Robert Blake & Jane Mouton, and Daniel Goleman. The presentation will also address how who you are as a person is at the core of who you are as a leader and that effective
1. The document outlines 11 major attributes of successful leadership, including unwaiving courage, self-control, a sense of justice, decisiveness, planning abilities, doing more than is paid for, a pleasing personality, sympathy and understanding, mastery of details, willingness to accept responsibility, and cooperation.
2. It distinguishes between leadership by consent, which is the most effective long-term, and leadership by force, which cannot endure as people will not follow forced leadership indefinitely.
3. A new era requires new leaders who practice leadership through mutual cooperation and equitable profit-sharing between employers and employees, modeled more after a partnership.
Here's collection of 50 Teamwork quotes to inspire yours to work better as a team. "Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." Andrew Carnegie
15 Powerful Team Building Quotes to Inspire Successful TeamworkWeekdone.com
Read more: https://blog.weekdone.com/team-building-quotes-inspire-teamwork/
No matter what situation you are currently in, your success as a leader depends on your ability to build and inspire a team. Here are 15 keys to successful teamwork and 15 great team building quotes to inspire it.
Don't underestimate the power of team building quotes. They are a great source of inspiration. Furthermore, team building quotes are a great way to start or end a team meeting.
Read further: https://blog.weekdone.com/team-building-quotes-inspire-teamwork/
The document discusses how leading teams has evolved from hierarchical leadership of small, elite teams to a network model of leadership connecting teams. It describes how the US Special Operations Forces recognized the need to shift from a top-down bureaucracy to leading as a networked organization to address 21st century threats. Key steps to adopt this network model included creating strategic alignment, driving inclusion and transparency, and leading with empathy to think and act as a connected network.
This document provides a critical analysis of the book and film "Into the Wild" about Chris McCandless from psychoanalytic, Marxist, and existential perspectives. It analyzes McCandless' personality and motivations for rejecting societal expectations using the theories of displacement, attribution, fear of intimacy, classism, and existential bases like awareness, self-consciousness, and anxiety. It compares his journey to self-reliance ideas from American authors like Emerson and Thoreau.
This document contains 30 quotes about teamwork from various authors and leaders. Some key ideas expressed are that teamwork allows common people to achieve uncommon results, that cooperation and unity are important, and that together a group can accomplish more than any individual working alone. Working as a team divides the task and multiplies success.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Leaders of the Future".
The document outlines an agenda for a CES All Staff Conference on October 20, 2010 from 1:15 pm to 4:15 pm. The conference will feature presentations from Sue Buck on leadership styles, theories and emotional intelligence, and JoAnn Stormer on developing a leadership philosophy. Key topics that will be discussed include Great Man Theories, Trait Theories, Environmental Theories, Psychoanalytic Theories, Collaborative Theories, Transformational Theories, Servant Theories and leadership styles defined by Kurt Lewin, Robert Blake & Jane Mouton, and Daniel Goleman. The presentation will also address how who you are as a person is at the core of who you are as a leader and that effective
1. The document outlines 11 major attributes of successful leadership, including unwaiving courage, self-control, a sense of justice, decisiveness, planning abilities, doing more than is paid for, a pleasing personality, sympathy and understanding, mastery of details, willingness to accept responsibility, and cooperation.
2. It distinguishes between leadership by consent, which is the most effective long-term, and leadership by force, which cannot endure as people will not follow forced leadership indefinitely.
3. A new era requires new leaders who practice leadership through mutual cooperation and equitable profit-sharing between employers and employees, modeled more after a partnership.
Here's collection of 50 Teamwork quotes to inspire yours to work better as a team. "Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." Andrew Carnegie
15 Powerful Team Building Quotes to Inspire Successful TeamworkWeekdone.com
Read more: https://blog.weekdone.com/team-building-quotes-inspire-teamwork/
No matter what situation you are currently in, your success as a leader depends on your ability to build and inspire a team. Here are 15 keys to successful teamwork and 15 great team building quotes to inspire it.
Don't underestimate the power of team building quotes. They are a great source of inspiration. Furthermore, team building quotes are a great way to start or end a team meeting.
Read further: https://blog.weekdone.com/team-building-quotes-inspire-teamwork/
The emergence of "soft power" in marketing and communications.
A view of understanding coalitions for and against a brand -- taken from the world of Influence Operations
Presentation at Aalto University marketing forum, Helsinki
The document discusses branding and how brands use digital platforms and data to connect with consumers. It notes that everything around us is branded, from clothes to communication platforms. A powerful brand has a distinctive personality and image that is consistently communicated. The document argues that exploiting digital channels is the most effective way for brands to reach consumers today. Technology has created new digital markets and restructured traditional ones. It has also made consumers more powerful but provided benefits to marketers like cheaper exposure and direct interaction. Big data now allows for detailed consumer profiling and insights that help marketers better understand preferences. While technology has transformed marketing, successful branding requires more than just digital intelligence.
This document discusses design thinking for software developers. It begins by classifying different types of systems, including natural vs artificial and deterministic vs complex systems. It then discusses two perspectives on design and introduces "wicked problems," which are difficult to solve due to incomplete or changing requirements. The document states that the only way to solve wicked problems is through an iterative process of exploring, experimenting, evaluating, and iterating (EEEI). It provides examples of essential concepts, principles, practices, and methods for evaluation that can guide the design thinking process when addressing wicked problems.
This document provides an introduction to social innovation labs and systems change practice. It discusses three key principles of participative, systemic, and creative approaches. The session uses the Grove design project in Chicago as a case study. Participants engage in exercises to explore systems mapping, root causes of issues, and participatory design. The goal is to facilitate understanding of how to enact systemic social change through multi-sector collaboration, addressing underlying structures and mental models, and creative, community-centered solutions.
Can Social Architecture Fix Your Broken Change Program.pdfLuc Galoppin
In this webinar I try to connect the dots starting from our intrinsic emotional needs all the way up to our collective potential. I arrive at one simple conclusion: the true work of a Social Architect consists of micro-moments of Ghandi and micro-moments of Shackleton.
The document discusses systems thinking and tools for mediation such as presence, inquiry, conscious conversation, dialogue, bridging, and innovation. It provides definitions and background for each tool, as well as tips and examples of applications. Systems thinking involves identifying relationships between conflicting parts to understand dynamics of the whole. Presence involves applying mental and spiritual resources to witness conflicts. Inquiry uses questions to unlock resources for understanding conflicts from different perspectives. Conscious conversation develops awareness of speech and listening choices. Dialogue aims to bridge differences and foster innovation. Bridging builds partnerships across divides. Innovation catalyzes breakthroughs that offer new options for addressing conflicts.
The document provides a summary of the keynote presentations from the 2010 Tamarack CCI conference. The summaries highlight the following key points:
1. Thomas Homer-Dixon discussed the need for collaborative leadership to address complex problems, and shifting perspectives from seeing the world as machines to seeing it as complex systems.
2. John Ott discussed the concept of collective wisdom and how bringing diverse perspectives together can lead to insights beyond any individual.
3. Brenda Zimmerman discussed differentiating between simple, complicated, and complex problems and how an "act-learn" approach is needed to address complexity.
4. Anne Kubisch emphasized the importance of internal and external alignment in collaborative efforts to drive
Good teamwork is the heart of successful business. But what is a good team? Many teams are riven by dysfunctionality, poor leadership, groupthink, and in-fighting. Research across 180 teams and 37,000 employees at Google has identified the core component of high-performance teams - psychological safety. This is a collaborative, customer-focused and civil environment in which creativity, critical thought and cognitive flexibility can flourish. But drop the smallest amount of toxicity into the team and everything can quickly becomes poisonous and low-performance. Informed by years of cutting-edge management research and decades of practical experience in organisational transformation, this Masterclass explains how to deliver a high-performance, psychologically safe environment and how to quickly identify and eliminate the various toxic processes, behaviours and people that destroy the core of a great business.
This 55-minute YouTube video is an anthropological introduction to the culture of YouTube. It was created in 2008 by Mike Wesch and discusses the origins and evolution of YouTube. It explores early viral videos from 2005-2007 that helped popularize the platform and defines key concepts like user-generated content, participatory culture, networked individualism, and context collapse. Users are encouraged to view the video and answer questions to analyze YouTube's role in connecting people while maintaining individual anonymity and autonomy.
Self-Organisation and its influence on the organisational reality.Marcin Czenko
This presentation shows how our understanding of self-organisation and organisational reality is influenced by the history of management when framed in the context of sciences of certainty. I then show how the organisational reality could be understood taken the perspective of sciences of uncertainty. This work is influenced and inspired by the works of Ralph Stacey and many personal observations when training and coaching organisations the empirical process control. This topic was presented during the Agile By Example conference held in Warsaw on October 4-5, 2012 and later during Self-Organisation workshop at ASC Eindhoven (Agile & Software Craftsmanship) on October 18, 2012.
CT2010: Dialogue session 2 - Worldviews, film analysis and the gospelTony Watkins
The second of four sessions by Margunn Serigstad Dahle of Gimlekollen School of Journalism and Communications, Norway, and Tony Watkins of Damaris Trust, UK, on popular culture at the Third Lausanne Congress, Cape Town, October 2010.
Cognitive computing is the simulation of human thought processes in a computerized model. It's goal is to create automated non-organic systems that are capable of solving real problems (business and personal) without requiring
human assistance.
The document discusses several key ideas related to Agile principles and behaviors:
- Agile is a paradigm that describes a pattern of behavior, not a mindset or ideology. A team can be agile even in a command-and-control environment.
- To determine if a team is agile, look at their behaviors like working in short cycles, adjusting based on outcomes, and maintaining quality and velocity.
- The document provides tips for not being a "dick" at work, including making conscious choices, being productive not just busy, and following "Wheaton's Law" of treating others well.
- It identifies common "team toxins" like blaming and offers antid
The document summarizes key points from presentations given at the 2010 Tamarack CCI Conference. It features summaries of talks by Thomas Homer-Dixon, John Ott, and Brenda Zimmerman. The speakers discussed the need for leadership that acknowledges complexity, is authentically inclusive, and embraces risk and failure as opportunities to learn. They emphasized viewing problems through a systems lens and using collaboration and experimentation to address complex challenges.
A New Model: Advancing Organizational Security Through Peacebuilding-1st draftMichele Chubirka
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, and vulnerability and compliance tools, and at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security engineer cry.
The one thing you can depend upon in an enterprise is that many of your users, even with training, will still make the wrong choices. They will violate BYOD restrictions, click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc. But what if this isn't because users hate us or are too stupid? What if all our ignored policies and procedures regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Humans are wired to be emotional beings. Emotions influence most of our decisions, good and bad. In failing to understand how this is at the root of user non-compliance, no matter how much money we spend on expensive hardware and software, we will fail to achieve the goal of good organizational security.
Making sense through the struggle of memesKate Jones
All human thought, reasoning, belief is built of little electromagnetic bits of data called "memes"--the human software--in contrast with genes that build the human hardware. A new theory and explanation of human behavior as a combination of feeling and thinking is proposed and illustrated with pretty pictures of mathematical tilings.
Let's Talk about the "I" in Agile (Italian Version)Johan Duque
The document discusses several concepts related to Agile principles and behaviors. It states that Agile is a paradigm or pattern of behavior rather than a political ideology or mindset. An Agile team can exist within a command and control environment if they exhibit certain behaviors like working in short cycles and adjusting based on outcomes. The document also discusses ideas like simplicity from the Agile Manifesto, as well as concepts like "nudges" from behavioral science which aim to influence decisions in a positive but non-forced manner.
A presentation by Richard Buchanan and Adam Crowe to students attending the Michigan State University: Study Abroad 2012: Mass Media in the UK programme.
Do we need an Agile Coach since we already have a ScrumMasterAntoinette Coetzee
The document discusses the differences between a Scrum Master and an Agile Coach. It notes that an Agile Coach focuses on developing organizational agility through coaching skills, while a Scrum Master focuses on facilitating the Scrum process. It suggests that an organization may need both roles, with an Agile Coach helping to transform the wider organization and culture, while a Scrum Master supports individual teams. The document provides a framework for assessing the competencies required of an Agile Coach.
We are told that it is more effective to coach people rather than direct them. A lot of us are unclear what that means and we often confuse it with mentoring, or let’s face it, sharing our opinion about what people need to do in a really nice way! A big part of what makes coaching useful is the gift of objectivity – seeing that which is invisible to others. And a big part of what makes objectivity so powerful is observation. Here is the problem – we are so used to jumping from observing immediately to interpreting that what we share as observations are seldom “clean”. And when it is not clean, it causes reaction and defensiveness in others.
In this session we will explore::-
* what true observation is and what it is not,
* why it is so vital,
* how to develop it,
* how to share it in a useful way,
* tips about what to observe in groups.
Talk delivered at:-
* DC Meetup - 10 Nov 2020
* Business Agility Meetup - 23 October 2020
* Agile 100 - 25 September 2020
* Cherie Coaching Community - 22 August 2020
More Related Content
Similar to WE make more sense than me - the art of Collective Sensemaking
The emergence of "soft power" in marketing and communications.
A view of understanding coalitions for and against a brand -- taken from the world of Influence Operations
Presentation at Aalto University marketing forum, Helsinki
The document discusses branding and how brands use digital platforms and data to connect with consumers. It notes that everything around us is branded, from clothes to communication platforms. A powerful brand has a distinctive personality and image that is consistently communicated. The document argues that exploiting digital channels is the most effective way for brands to reach consumers today. Technology has created new digital markets and restructured traditional ones. It has also made consumers more powerful but provided benefits to marketers like cheaper exposure and direct interaction. Big data now allows for detailed consumer profiling and insights that help marketers better understand preferences. While technology has transformed marketing, successful branding requires more than just digital intelligence.
This document discusses design thinking for software developers. It begins by classifying different types of systems, including natural vs artificial and deterministic vs complex systems. It then discusses two perspectives on design and introduces "wicked problems," which are difficult to solve due to incomplete or changing requirements. The document states that the only way to solve wicked problems is through an iterative process of exploring, experimenting, evaluating, and iterating (EEEI). It provides examples of essential concepts, principles, practices, and methods for evaluation that can guide the design thinking process when addressing wicked problems.
This document provides an introduction to social innovation labs and systems change practice. It discusses three key principles of participative, systemic, and creative approaches. The session uses the Grove design project in Chicago as a case study. Participants engage in exercises to explore systems mapping, root causes of issues, and participatory design. The goal is to facilitate understanding of how to enact systemic social change through multi-sector collaboration, addressing underlying structures and mental models, and creative, community-centered solutions.
Can Social Architecture Fix Your Broken Change Program.pdfLuc Galoppin
In this webinar I try to connect the dots starting from our intrinsic emotional needs all the way up to our collective potential. I arrive at one simple conclusion: the true work of a Social Architect consists of micro-moments of Ghandi and micro-moments of Shackleton.
The document discusses systems thinking and tools for mediation such as presence, inquiry, conscious conversation, dialogue, bridging, and innovation. It provides definitions and background for each tool, as well as tips and examples of applications. Systems thinking involves identifying relationships between conflicting parts to understand dynamics of the whole. Presence involves applying mental and spiritual resources to witness conflicts. Inquiry uses questions to unlock resources for understanding conflicts from different perspectives. Conscious conversation develops awareness of speech and listening choices. Dialogue aims to bridge differences and foster innovation. Bridging builds partnerships across divides. Innovation catalyzes breakthroughs that offer new options for addressing conflicts.
The document provides a summary of the keynote presentations from the 2010 Tamarack CCI conference. The summaries highlight the following key points:
1. Thomas Homer-Dixon discussed the need for collaborative leadership to address complex problems, and shifting perspectives from seeing the world as machines to seeing it as complex systems.
2. John Ott discussed the concept of collective wisdom and how bringing diverse perspectives together can lead to insights beyond any individual.
3. Brenda Zimmerman discussed differentiating between simple, complicated, and complex problems and how an "act-learn" approach is needed to address complexity.
4. Anne Kubisch emphasized the importance of internal and external alignment in collaborative efforts to drive
Good teamwork is the heart of successful business. But what is a good team? Many teams are riven by dysfunctionality, poor leadership, groupthink, and in-fighting. Research across 180 teams and 37,000 employees at Google has identified the core component of high-performance teams - psychological safety. This is a collaborative, customer-focused and civil environment in which creativity, critical thought and cognitive flexibility can flourish. But drop the smallest amount of toxicity into the team and everything can quickly becomes poisonous and low-performance. Informed by years of cutting-edge management research and decades of practical experience in organisational transformation, this Masterclass explains how to deliver a high-performance, psychologically safe environment and how to quickly identify and eliminate the various toxic processes, behaviours and people that destroy the core of a great business.
This 55-minute YouTube video is an anthropological introduction to the culture of YouTube. It was created in 2008 by Mike Wesch and discusses the origins and evolution of YouTube. It explores early viral videos from 2005-2007 that helped popularize the platform and defines key concepts like user-generated content, participatory culture, networked individualism, and context collapse. Users are encouraged to view the video and answer questions to analyze YouTube's role in connecting people while maintaining individual anonymity and autonomy.
Self-Organisation and its influence on the organisational reality.Marcin Czenko
This presentation shows how our understanding of self-organisation and organisational reality is influenced by the history of management when framed in the context of sciences of certainty. I then show how the organisational reality could be understood taken the perspective of sciences of uncertainty. This work is influenced and inspired by the works of Ralph Stacey and many personal observations when training and coaching organisations the empirical process control. This topic was presented during the Agile By Example conference held in Warsaw on October 4-5, 2012 and later during Self-Organisation workshop at ASC Eindhoven (Agile & Software Craftsmanship) on October 18, 2012.
CT2010: Dialogue session 2 - Worldviews, film analysis and the gospelTony Watkins
The second of four sessions by Margunn Serigstad Dahle of Gimlekollen School of Journalism and Communications, Norway, and Tony Watkins of Damaris Trust, UK, on popular culture at the Third Lausanne Congress, Cape Town, October 2010.
Cognitive computing is the simulation of human thought processes in a computerized model. It's goal is to create automated non-organic systems that are capable of solving real problems (business and personal) without requiring
human assistance.
The document discusses several key ideas related to Agile principles and behaviors:
- Agile is a paradigm that describes a pattern of behavior, not a mindset or ideology. A team can be agile even in a command-and-control environment.
- To determine if a team is agile, look at their behaviors like working in short cycles, adjusting based on outcomes, and maintaining quality and velocity.
- The document provides tips for not being a "dick" at work, including making conscious choices, being productive not just busy, and following "Wheaton's Law" of treating others well.
- It identifies common "team toxins" like blaming and offers antid
The document summarizes key points from presentations given at the 2010 Tamarack CCI Conference. It features summaries of talks by Thomas Homer-Dixon, John Ott, and Brenda Zimmerman. The speakers discussed the need for leadership that acknowledges complexity, is authentically inclusive, and embraces risk and failure as opportunities to learn. They emphasized viewing problems through a systems lens and using collaboration and experimentation to address complex challenges.
A New Model: Advancing Organizational Security Through Peacebuilding-1st draftMichele Chubirka
Why is the security industry so full of fail? We spend millions of dollars on firewalls, IPS, IDS, DLP, professional penetration tests and assessments, and vulnerability and compliance tools, and at the end of the day, the weakest link is the user and his or her inability to make the right choices. It's enough to make a security engineer cry.
The one thing you can depend upon in an enterprise is that many of your users, even with training, will still make the wrong choices. They will violate BYOD restrictions, click on links they shouldn't, respond to phishing scams, open documents without thinking, post too much information on Twitter and Facebook, use their pet's name as passwords, etc. But what if this isn't because users hate us or are too stupid? What if all our ignored policies and procedures regarding the best security practices have more to do with our failure to understand modern neuroscience and the human mind's resistance to change?
Humans are wired to be emotional beings. Emotions influence most of our decisions, good and bad. In failing to understand how this is at the root of user non-compliance, no matter how much money we spend on expensive hardware and software, we will fail to achieve the goal of good organizational security.
Making sense through the struggle of memesKate Jones
All human thought, reasoning, belief is built of little electromagnetic bits of data called "memes"--the human software--in contrast with genes that build the human hardware. A new theory and explanation of human behavior as a combination of feeling and thinking is proposed and illustrated with pretty pictures of mathematical tilings.
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The document discusses several concepts related to Agile principles and behaviors. It states that Agile is a paradigm or pattern of behavior rather than a political ideology or mindset. An Agile team can exist within a command and control environment if they exhibit certain behaviors like working in short cycles and adjusting based on outcomes. The document also discusses ideas like simplicity from the Agile Manifesto, as well as concepts like "nudges" from behavioral science which aim to influence decisions in a positive but non-forced manner.
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The document discusses the differences between a Scrum Master and an Agile Coach. It notes that an Agile Coach focuses on developing organizational agility through coaching skills, while a Scrum Master focuses on facilitating the Scrum process. It suggests that an organization may need both roles, with an Agile Coach helping to transform the wider organization and culture, while a Scrum Master supports individual teams. The document provides a framework for assessing the competencies required of an Agile Coach.
We are told that it is more effective to coach people rather than direct them. A lot of us are unclear what that means and we often confuse it with mentoring, or let’s face it, sharing our opinion about what people need to do in a really nice way! A big part of what makes coaching useful is the gift of objectivity – seeing that which is invisible to others. And a big part of what makes objectivity so powerful is observation. Here is the problem – we are so used to jumping from observing immediately to interpreting that what we share as observations are seldom “clean”. And when it is not clean, it causes reaction and defensiveness in others.
In this session we will explore::-
* what true observation is and what it is not,
* why it is so vital,
* how to develop it,
* how to share it in a useful way,
* tips about what to observe in groups.
Talk delivered at:-
* DC Meetup - 10 Nov 2020
* Business Agility Meetup - 23 October 2020
* Agile 100 - 25 September 2020
* Cherie Coaching Community - 22 August 2020
When the Tail doesn't Wag the Dog - Chasing Outcomes rather than AgileAntoinette Coetzee
Talk delivered by Antoinette Coetzee at the Business Agility Conference (NYC) 2020
Abstract:
In 2019 a pharma giant decided to “pilot Agile” in their clinical research division. Eight teams of between 80 and 100 people started, assisted by a group of highly experienced agile coaches. One by one the pilots were cancelled by the leaders. Only two survived and concluded successfully. Did it mean the teams were Agile in the conventional sense? Not by a long shot. Did it mean they were more successful? Absolutely! Rework that was costing the company hundreds of thousands of euros were just one of the many things that changed.
In this session we will explore the tale of the successful pilot, focusing on the role, attitude and learnings of the leaders, how they engaged with the pilot, their teams, and the coach and what they did that lead to the successful outcome.
When the Tail doesn't Wag the Dog - Coaching for AgilityAntoinette Coetzee
This document discusses Antoinette Coetzee's experience coaching teams in becoming more agile. It describes some initial successes in 2019, but also challenges that emerged over time. Key lessons learned include focusing on using agile practices as tools rather than goals, letting go of predefined notions of what agility looks like, and recognizing that leadership involvement and feedback are critical for successful transformation. The experience highlighted how agility is a continuous improvement process dependent on collaboration and adapting to changing needs.
Talk delivered by Antoinette Coetzee at a Kenya Meetup - March 2020
Abstract:
Kanban has been around for a long time in the world of manufacturing. In the last 20 or so years it has moved into knowledge work and service spaces as well. How does it work? How is it different from Agile frameworks like Scrum? What is it well suited to?
Join this session to learn the basics of Kanban, the underlying principles, find out where it is useful and how to go about setting up your very own Kanban board.
BOO! How Agile brought out my Wicked Witch of the WestAntoinette Coetzee
Talk delivered by Antoinette Coetzee at Global Scrum Gathering Vienna - Oct 2019
Abstract:
2015 was my Annus horribilis - my most horrible year. It was the year I wondered whether I had turned into an awful person, or whether I have just always been one. It was also the start of the biggest personal growth spurt in my life to date. And agile was slapbang in the middle of all this - it forced me to confront my own values, behaviour and courage. If you are keen to find out how agile shines the spotlight on our personal dysfunctions and how that can benefit us both personally and as leaders, come join me and take a look in my magic mirror. Don’t be scared, you may just realise you have so much more in your toolbox than you thought! And it will be worth looking… this I promise.
Talk delivered by Antoinette Coetzee at Romania Meetup - 18 Mar 2019
Abstract:
Agile has brought a radical way of looking at the world of work. In a lot of cases it is counter-intuitive and requires unlearning and stretching into unknown ways of doing, thinking and acting. In short, it requires people to CHANGE. And no matter how much we profess that we are comfortable with change, change is hard. As agilists we come up against this reluctance to change all the time. In fact, we could say that agile coaching was born out of the need to facilitate the change necessary in people and organisations. So it goes without saying that we need to understand change, know how to wield it effectively and more than anything, need to know how to support people when they go through change.
In this session we will explore:
How to create an environment for change
How individuals experience change
How we can work with resistance
How to bring about successful organisational change
How neuroscience can help us
As coaches, it is vital for us to have a visceral experience of what we ask our clients to go through when we work with them. In this talk, you will be given a chance to apply the learnings by practicing on one another, either in person or in virtual groups. And if this makes you reluctant to join the session, all the more reason to join us!
Talk delivered by Antoinette Coetzee at Agile Days Istanbul 2019.
Abstract:
Agile at the team level has been around for almost 25 years. Over the last few years it has grown from product development framework to IT department approach, from the software development arena to the larger organisation. We have seen the advent of scaled frameworks like SAFe, we have seen an explosion of tools, we are now onto Business Agility and the application of Agile in non-software companies.
Yet most organisations are still not happy with the improvements brought about by an Agile way of working. Why?
In this talk we explore the issue of agility from multiple angles. We look at the impact of Leadership, Organisational Structure, Culture, Products and Technical Practices, to name but a few.
Please join us to dismantle some of your own hidden assumptions and find a path into great agility!
* Agility does not impact leaders
* We need a framework
* We need tools
* Technical mastery is not important
* We can continue to measure success in the same old way
* We don’t need to change our organisation structure
* We can scale without having it right at the team level
* There is an end state
* Decisions can be made in the same way
* It has to start from the top, or it had to start from the bottom
* It is an IT problem
Sketchnotes by Jon McNistrie - Individuals, Interactions and Human ContractingAntoinette Coetzee
Sketchnotes by Jon McNistrie - Talk delivered by Antoinette Coetzee on Individuals, Interactions and Human Contracting delivered at the Global Scrum Gathering Dublin 2017
The document discusses a presentation given by Antoinette Coetzee titled "Individuals, Interactions and Human contracting" at the Global Scrum Gathering in Dublin in 2017. The presentation focused on the importance of individuals, interactions, and relationships within agile teams and organizations. It also touched on ensuring agreements or "contracts" between individuals are focused on mutual understanding and benefit.
Get those managers out of my way! #ManagersAreIndividualsTooAntoinette Coetzee
Talk conducted by Antoinette Coetzee and Judith Mills at Agile2018
Abstract:
How often have you heard agilists say managers "don't get Agile"? At the same time not a lot of agilists have been in management roles, so could we also say "Agile coaches don't get management"?
Let's face it, agilists and traditional management look at the world very differently. Yet if we as coaches want to help create agile enterprises we not only have to understand the world a manager lives in, we need to develop compassion with them as individuals.
If you are keen to develop your ability to support managers on their Agile journey, join Judith and Antoinette, two Agile coaches who have been in management positions themselves. Let's look at our own biases around power and authority and how that influences our interactions. Expect to walk away with a deeper understanding of the specific challenges managers face when transitioning to an Agile way of working, increased compassion for managers and a coaching approach to truly meet them where they are.
Do you work at a corporate organisation and think it is impossible to follow an agile method? Are you an agile vendor that needs to work with corporates and struggle to get your head around it? In the rest of the world for a number of years the challenge has been how to roll out Agile to enterprises. How are we doing here in the fairest Cape?
Join us for a talk on the challenges and rewards of implementing agile in the corporate space. Find out what works, what doesn’t, what to consider when choosing a method and how to engage with your corporate clients as a vendor. And learn about the surprising similarity between contract agile and agile in the corporates.
The document discusses human contracts and is authored by Antoinette Coet. It contains the Twitter handle @AntoinetteCoet and repeatedly mentions that it is about human contracts for the BASSA conference in 2016. The document provides information on human contracts from Antoinette Coet but does not contain any other details.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
3. TriadExercise
1 Find 2 people that you want to work with for the rest of the session.
2 Share with one another:
o Where were you born?
o How many siblings do you have?
o What was your biggest challenge growing up?
16. TriadDiscussion
PICK ONE OF THE QUESTIONS BELOW AND HAVE A BRIEF DISCUSSION IN YOUR TRIAD:
What are the relationship systems in your life like?
OR
How would your relationship systems support / or not these kinds of conversations?
OR
What are you learning about solving problems collectively?
19. TimeToPractice!
WE WILL DO COLLECTIVE SENSEMAKING IN YOUR TRIADS NOW
Step 2 Try and go through the 3 stages – Sensing, Sensemaking, Respond – very deliberately
We have put example questions for each of the 3 stages on your table
Step 1 Pick a topic that is:
Disequilibrating | Salient | Emotionally Engaging | Interpersonal
20. SomeTipsandTricks
1 Stay in sensing; resist urge to make sense too quickly
2 Resist giving advice; focus on the thinking that is producing the thoughts
3 Watch for body cues e.g. nervous laughter, starts and stops, deep sighs,
shifting in seat, hands moving to face
4 Try just blurting out what you’re thinking (you’re not wrong!!!)
Trust your partners to use it and lead you to the next thing.
21.
22. SENSING
What information do we have?
What might we be missing?
MAKING SENSE
What’s the most confusing / annoying / strange part of this?
What beliefs do we hold about this situation?
RESPONDING
What’s the most confusing / annoying / strange part of this?
What beliefs do we hold about this situation?
ExploratoryQuestions
Editor's Notes
archived slides notes:
https://docs.google.com/document/d/1STZHraLj8Y7jHvFBvE3GzZNGHa9cZTPh-dJlujvVlb4/edit
PURPOSE
To let people experience a way of collaborating that allows for and demands the whole person, exploits the wisdom of the collective, and reveals how one’s internal operating system frees or limits.
FLOW
10’ : OPEN
Normal welcome, purpose, etc
People form triads (triads will be used for discussion questions and to practice Collective Sensemaking later), and have a warm-up conversation that establishes a basic level of intimacy and connection. We are thinking of using Lencioni’s 3 trust questions maybe, but will refine.
10’ : ANATOMY OF SENSEMAKING CONVERSATION
Explain the Sense/Sensemaking/Response cycle (slide)
Mention topic qualities (Salient, Emotionally Engaging, Disequilibrating, Interpersonal) in order to prep them for choosing a good topic for their practice
Bring in the qualities of a Deliberately Developmental Relationships a.k.a. DDR (including our own) so they grasp the link between Collective Sensemaking and Relationship. (Individuals and Interactions)
End off with a discussion question in the triads e.g. what are you learning about solving problems collectively?
10’ : ACTION LOGIC
Introduce action logic (William Torbert) and its role in Collective Sensemaking. This brings together the I with the WE aspect of Collective Sensemaking.
Intro the different levels and what is possible and not possible at every level (We will use a handful of slides to do this)
Demo the different levels of action logic applied to a problem or Collective Sensemaking and what an accompanying response would be
End off with a discussion in the triads about observed or self-identified action logic states so they can apply the knowledge to themselves.
10’ : MODELING
Demonstrate Collective Sensemaking between a group that regularly practices Collective Sensemaking together
5’ Demo Collective Sensemaking conversation along with the featured participants, potentially pausing to illustrate what’s happening
5’ Debrief by lifting out some of the following points:
The focus spent on sensing rather than jumping to making sense too quickly
Examining the thinking rather than the topic
Blurting and seemingly nonsensical jumps
The unimpeded, improvisational flow of the conversation
The relationship and psychological safety present
Where the conversation ended up i.t.o. clarity, response, learning
30’ : Collective Sensemaking practice
5’ Instructions and role introduction
7’ Have a go at it
5’ Tips and tricks
7’ Have another go at it
5’ Debrief - what was different this time? Overall learnings? Make the connection between action logic level and ease of Collective Sensemaking
5’ Closing
Explore possible next steps for participants
* Describe the Sense-and-Respond pattern
* Recognize the power of Collective Sensemaking in catalyzing deep individual growth and development
* Understand and demonstrate Collective Sensemaking and its value in co-creating solutions
* Explain the link between developing Collective Sensemaking and the impact on our leadership capabilities
* Understand key nuances in the practice and application of Collective Sensemaking
* Apply Collective Sensemaking to your own problem-solving
* Demonstrate the kind of interactions and attitudes needed for Collective Sensemaking
* Explain how the practice of Collective Sensemaking can significantly impact the quality of relationship within groups (e.g. in meetings) and teams
archived slides notes:
https://docs.google.com/document/d/1STZHraLj8Y7jHvFBvE3GzZNGHa9cZTPh-dJlujvVlb4/edit
PURPOSE
To let people experience a way of collaborating that allows for and demands the whole person, exploits the wisdom of the collective, and reveals how one’s internal operating system frees or limits.
FLOW
10’ : OPEN
Normal welcome, purpose, etc
People form triads (triads will be used for discussion questions and to practice Collective Sensemaking later), and have a warm-up conversation that establishes a basic level of intimacy and connection. We are thinking of using Lencioni’s 3 trust questions maybe, but will refine.
10’ : ANATOMY OF SENSEMAKING CONVERSATION
Explain the Sense/Sensemaking/Response cycle (slide)
Mention topic qualities (Salient, Emotionally Engaging, Disequilibrating, Interpersonal) in order to prep them for choosing a good topic for their practice
Bring in the qualities of a Deliberately Developmental Relationships a.k.a. DDR (including our own) so they grasp the link between Collective Sensemaking and Relationship. (Individuals and Interactions)
End off with a discussion question in the triads e.g. what are you learning about solving problems collectively?
10’ : ACTION LOGIC
Introduce action logic (William Torbert) and its role in Collective Sensemaking. This brings together the I with the WE aspect of Collective Sensemaking.
Intro the different levels and what is possible and not possible at every level (We will use a handful of slides to do this)
Demo the different levels of action logic applied to a problem or Collective Sensemaking and what an accompanying response would be
End off with a discussion in the triads about observed or self-identified action logic states so they can apply the knowledge to themselves.
10’ : MODELING
Demonstrate Collective Sensemaking between a group that regularly practices Collective Sensemaking together
5’ Demo Collective Sensemaking conversation along with the featured participants, potentially pausing to illustrate what’s happening
5’ Debrief by lifting out some of the following points:
The focus spent on sensing rather than jumping to making sense too quickly
Examining the thinking rather than the topic
Blurting and seemingly nonsensical jumps
The unimpeded, improvisational flow of the conversation
The relationship and psychological safety present
Where the conversation ended up i.t.o. clarity, response, learning
30’ : Collective Sensemaking practice
5’ Instructions and role introduction
7’ Have a go at it
5’ Tips and tricks
7’ Have another go at it
5’ Debrief - what was different this time? Overall learnings? Make the connection between action logic level and ease of Collective Sensemaking
5’ Closing
Explore possible next steps for participants
* Describe the Sense-and-Respond pattern
* Recognize the power of Collective Sensemaking in catalyzing deep individual growth and development
* Understand and demonstrate Collective Sensemaking and its value in co-creating solutions
* Explain the link between developing Collective Sensemaking and the impact on our leadership capabilities
* Understand key nuances in the practice and application of Collective Sensemaking
* Apply Collective Sensemaking to your own problem-solving
* Demonstrate the kind of interactions and attitudes needed for Collective Sensemaking
* Explain how the practice of Collective Sensemaking can significantly impact the quality of relationship within groups (e.g. in meetings) and teams
People form triads (triads will be used for discussion questions and to practice Collective Sensemaking later), and have a warm-up conversation that establishes a basic level of intimacy and connection. We are thinking of using Lencioni’s 3 trust questions.
Land
Alone, we go through this cycle naturally, instinctively, and with only our perspective and sense making operating systems.
[AC]
We would like to start off by introducing you to the mostly unconscious pattern we use thousands times a day when we react in response to a situation or problem:
First we use our Senses to take in data. This includes observations, listening to conversations, etc - literally what we perceive with our senses. Next we interpret the sensory input to make sense of it - to determine the meaning of it. Based on the meaning we make out of it we then decide on a response - the action we take
[AC]
We are sensing, sensemaking, response planning machines with default access to only our own thoughts and perspectives. The cycle can happens in an instant, without any deliberation. This serves us well enough when we encounter a rattlesnake along a forest trail (sense rattle, make sense there is a danger nearby, responding with fight, flight, or freeze) but often does not often serve us well in VUCA conditions. In such conditions, our predetermined patterns of making sense or of best practice responses could well be inappropriate to respond beneficially an ambiguous or volatile environment for example. What is needed is “slow thinking” or a more deliberate way of examining what we are sensing, how we are making sense of the situation, and finally what types of responses would be most beneficial. Further, we seek to incorporate not just our inner sense-and-respond pattern with it’s single perspective but also the perspectives, meaning making, and response ideas from several others.
Let’s take a slow walk through the different stages…. Let’s start with what you are sensing right now… Most of you, hopefully!, will be observing that Jason and Antoinette are standing in the front of the room. Who has noticed the patterns of the floor tiles? The smell of the room? The chair under you?
Our sensory experience tends to focus on a fraction of what is available to us in the moment. We generally also take it for granted that everyone is sensing the same things we are, so we tend not to stop and examine the validity or completeness of our sensing, even though we base what comes next on it! It is an individual assessment of what is going on in the outside world.
Let’s play with that a little more in a collective context….
Land
Our capacity to make sense is enhanced by having multiple perspectives and more sensing available to us.
What would you call this? Think about the thoughts you’re having. Are you thinking…”I see 3 figures. The first has roughly a triangle shape. It’s got 1 rounded point and 2 sharper points. Those sharper points remind me of ears and the rounded one of the mouth of some animal. There’s something about it that makes me want to say baaaah! Whoa, that looks like a sheep. It’s a sheep!” or did you instantly decide, “Sheep, elephant, and giraffe?” Do you see how quickly and instinctively we can travel through a sensemaking cycle? do you notice that we often don’t distinguish between when we are sensing and when we are sense making? We often don’t interrogate the sensing.
What if we added one more perspective to yours?
Land
Our capacity to make sense is enhanced by having multiple perspectives and more sensing available to us.
Now what do you see? Someone with a different perspective might observe forms that remind them of a penguin, swan and seal. It’s possible that if only the previous perspective were present, these possibilities wouldn’t even be considered. This is like a situation with only one person is trying to make sense of what they are sensing and is limited by their perspective or the flexibility of their thinking.
Land
Our capacity to make sense is enhanced by having multiple perspectives and more sensing available to us.
If a group of people can stay in a sensing mode long enough, their different sensations and perspectives generate a rich picture of a shared situation. The sense they can make can benefit from deliberate exploration of what they sense, the ways each of them make meaning of those sensations and the ways each can think to respond in beneficial ways.
Can you now see each figure as both animals? You now have access to 3 realities.
[AC] I think this bit from the Sensemaking slide now fits better here….
What is needed is “slow thinking” or a more deliberate way of examining what we are sensing, how we are making sense of the situation, and finally what types of responses would be most beneficial. Further, we seek to incorporate not just our inner sense-and-respond pattern with it’s single perspective but also the perspectives, meaning making, and response ideas from several others
Where Sensing is all about the outer world, we cannot ignore what is going on for us on the inside. Right now, are you aware of your breathing? Whether it is slow and relaxed? What other somatic signals are you aware of? What emotions are you aware of? Your inner state presents you with even more input when confronted with a situation. Not only does it give you information, but it may well influence your Sensemaking : if we go to an extreme neuroscience tells us that we cannot think, cannot make sense iow if our amygdala has taken over - for instance when we go into fear. So unless we develop awareness of what is going on for us as an individual we may respond inappropriately.
What else influences our Sensemaking and subsequent Response? We now would like to introduce you to the concept of Action Logics
Point
Antoinette
Land
Our capacity to respond to situations becomes larger as we develop ourselves.
Let’s start by looking at how our development as human beings and leaders influence the extent to which we make sense of the world around us and respond to it. The model we would like to share with you comes from William Torbert and Suzanne Cook-Greuters and describes the centre of logic we utilise when we decide on an action. We do not have the time to go through each of the individual action logics but would like to look at the impact of the larger classification - i.e. Traditionalist, Modernist and Postmodernist - on our our capacity to make sense with others.
Life through the Traditionalist lens is black or white, right or wrong. It varies from My Truth, to Our Truth, to The Truth, as proven by science. The Modernist lens is…… The Postmodernist lens is….
So let’s see how that would look
Land
Access to different action logics enhances what is available to us.
Let’s look at an example of how different action logic may respond to a complex situation. In our organization, we perceive a problem with employee engagement. For the purpose of our explanation we are going to confine ourselves to the most common action logics present in the professional world - experts, achievers and individualists.
Expert
We must gather a large dataset from our people about their health, psychological state based on HR disciplines. With enough data, we can accurately discover the cause of increased sick leave, apathy, and other poor performance markers.
Achiever - needing the opinions of others IN ORDER TO get things done
I must go to those who are engaged, find out what’s working for them AND what they think the problem is. We can engage with them to form a plan, identify the values we want to encourage then tell folks you’re either on the bus or off it. Shape up or ship out
Individualist - systemic view
I must determine what sort of a system may be contributing to or detracting from engagement AND I must assume everyone possesses part of the answer. We will only know our reality when we get together and share how each of us sees it. I am open to engagement NOT being the root problem!
Strategist
Like the individualist, the strategist can hold all the individual views AND trusts that individuals can take care of themselves. Therefore, the strategist makes a decision that she thinks will catalyze those trusted colleagues to achieve a strategic goal.
Knowing that it is difficult to assess our own action logic, especially at the point in time when we need to know whether it is actually exactly that action logic that stands in our way, let’s have a go at it anyway!
2 min discussion: which action logic seems most often present in your thinking?
1 min debrief: how might action logic enable or limit your sense-making?
Land
Obvious the benefit of multiple people sensing, perspectives, etc. Value of making sense collectively is that we have multiple action logics contributing. This makes it possible to A) come up with better sensemaking B) develop our action logics
Point
Jason
Land
The conditions of deliberately developmental relationships must be present for a collective sensemaking conversation to be possible.
Stance
Colleague
A collective sensemaking conversation is a container that must be built with the right conditions. Participants must be mutually committed to growing themselves and each other. They must act with integrity. They must demonstrate respect for one another. We call a relationship exhibiting these conditions a deliberately developmental relationship. Participants must commit to these conditions for a collective sensemaking conversation to be possible.
Imagine a volatile topic is raised in a much different container. This topic is sure to product strong reactions within a group wherein the members A) don’t respect or trust one another B) will act in any way to get ahead or C) aren’t interested in stretching to challenge their deeply held beliefs?
How does that feel? How do you feel imagining that situation? I image reacting like a snail that senses danger and hides within its protective shell. My sensitive feelers are safe but give neither me nor anyone else any benefit.
Now imagine a group where the people show due regard for the feelings, wishes, rights, or traditions of others. They are committed stretching themselves and others appropriately to develop in beneficial ways. Last, imagine they will act with truthfulness and honor and in a whole and undivided way. When participants in a relational system exhibit commitment to growing themselves and each other, integrity of action, and mutual respect that system becomes deliberately developmental AND collective sensemaking conversations become possible.
Point
Jason
Land
For a collective sensemaking conversation to have developmentally catalyzing power, its topic must be: salient, emotionally engaging, disequilibrating, and interpersonal.
When choosing a topic for a collective sensemaking conversation, not just any subject will do.The topic must exhibit 4 qualities. Think of the first as edginess or something that causes people in a group to challenge their deeply held assumptions or beliefs. We call this ‘disequilibrating.’ Also, the topic should be something that truly affects the people involved in the discussion. It must affect their day-to-day lives. In other words, the topic must be ‘salient.’ Next, people must truly care about the topic. This may sound similar to salience, but there are many things that affect us daily for which we care very little. Thought gravity affects me daily, I can’t say I feel emotionally engaged by it. However, someone cutting me off during my daily commute is both salient and infuriating...I mean emotionally engaging :). Last, it must be interpersonal. The topic should not be one that a single person can see through or understand by themselves. Indeed, to see through or even resolve such a situation requires the coming together of collective.
When these four qualities are present, there is rich potential to deepen shared understanding and grow developmentally.
5’ Instructions and role introduction
7’ Have a go at it
5’ Tips and tricks
Stay in sensing; resist urge to make sense too quickly
Resist giving advice; focus on the thinking that is producing the thoughts
Watch for body cues e.g. nervous laughter, starts and stops, deep sighs, shifting in seat, hands moving to face
Try just blurting out what you’re thinking (you’re not wrong!!!). Trust your partners to use it and lead you to the next thing.
7’ Have another go at it
5’ Debrief - what was different this time? Overall learnings? Make the connection between action logic level and ease of Collective Sensemaking
triads disburse; form back at tables or in semi circle
ask audience:
* What was the most confusing / annoying / strange part of this?
* What seems useful to try back at work / home?
* Who might you practice this with?