Ute Franzen-Waschke, owner of Business English & Culture, coach and facilitator who helps organizations expand their cultural conversations.
In a series of articles on co-creation dance, my colleague Deborah and I explore facets to maximize your team’s ability not only to paint together, but to co-create. Deborah and I use metaphors such as “choreography” and “dance” – aligning the steps and rhythms that bring your team together in your project to achieve unusual goals through examination also of how the accept component as true influences the coherence with which we all dance together. accepting as true with you and your team have among you.
Using a scale of 1 to 5, with one being “not at all” and “completely safe,” rate yourself on the following:
• How well can you depend on others, convinced that you need to make your component as agreed and whether it is obligatory to achieve the mutually agreed goal?
• How ready is everyone on the team, adding themselves, to dance their steps, so that at the end of the task timeline everyone can dance on the line? It came as a genuine ensemble and not as an organization of soloists who have nothing that is not unusual except perhaps the music to which they dance?
If those questions are too difficult to evaluate and answer, think about the last task you and your team completed: Did you run a class learning workshop, autopsy, report, or retrospective?No matter what you call it, what were some of the conversations you had as a team in this session?Have you gathered your mind in the turn charts according to the next undeniable organization to illustrate where and how to improve in the future?
Keep him
• Changes in
Bin it
And, if so, how did you use the knowledge and concepts you collected in the workshop afterwards?
Have you seriously implemented the classes learned in the next project?
If so, who to keep, what to replace and what to throw away?
• What perspectives were taken into account when writing and following the effects of turntables?
• What issues of view mattered the most in your shop? Those who have positional power, qualified power? Were clients, clients, or someone else’s attitude equally valid and valued observation and follow-up?
Team members are frustrated with reports or retrospectives. They’re done, yes, but basically to tick a box on someone else’s agenda, not to replace things for next time. In our training work, Deborah and I heard statements such as, “They are a waste of time because nothing fits in the long run” and “We have said and heard the right things to say and hear, but not those that would have been obligatory and favorable for long-term good fortune” and “Everyone was motivated and open, but the move to the next task did not work.
Our answer is to ask what prompted workers to move to the assembly even though they knew it would be a waste of time. The answers come with “A Sense of Responsibility”, “My Manager Asked Me to Pass”, “It’s a Mandatory Assembly,” etc. The follow-up is then: “What prevented you from turning it into an assembly that would not be a waste of time for you and your companions?”The answer might be: “Who am I to do this?That’s not my job. ” Finally, we asked ourselves, “What prevented the implementation of innovations in new projects?”And we hear something like, “I have no idea, maybe money?Maybe a habit?”
The answers to the above questions, of course, rely on the clients and their contexts. However, one thing that all of those responses have is not unusual is that the respondents did not have “both feet in it. ” It is not enough if you need things to replace and the team is successful.
Famous ballet dancer Mikhail Baryshnikov is credited with: “No one is born a dancer. You will need it more than anything. ” Success and replacement require your overall commitment, not just thin air. Try those moves:
Move one:
Focus on yourself (orientation towards yourself). Notice how it feels, how it is delivered, and ask, “What am I here to do?” If you feel the need to jump off your feet, do it! See what is happening.
Move two:
Start by finding out where you would like the substitution to occur. Keep in mind that you cannot do it alone. At this point you want who your concepts and efforts are and who will supply the resources and budget. Now is the time to locate those who wish to dance with you (team orientation or “we”).
Move three:
Be prepared to face the RIPA (resistance, indecision, procrastination and avoidance) that gets too upset when new career strategies and difficult concepts emerge from a workshop on lessons learned or a retrospective and are not yet implemented. barriers? Go back and move one, “What are you here to do?”, And move two, “Who needs to dance with you?”
From non-public experience, in addition to running with groups and individuals, we know that this determination is not easy at all, change and courage to move beyond the familiar can be intimidating and are harsh paintings that demand commitment and conviction. It’s possible!
In the next article, we will explore how to triumph over resistance and put into effect the brilliant concepts from your workshops and briefings on the classes learned and how to lay the groundwork for accepting as true for positive team chemistry, where everyone feels confident enough to experiment, backtrack, and try new steps and moves in your well-rehearsed dance. So stay tuned, and for now, think and practice one to three movements.
This article is part of an ongoing series with Forbes Coaches Council partner Deborah Goldstein, founder of DRIVEN Professionals.
The Forbes Coaching Council is an invitation-only network for leading and professional coaches.