This App Won't Work on My O/S - Deliver 2016

This App Won't Work on My O/S - Deliver 2016
This app won’t work on my O/S Shifting Mindsets for Team Success Error OK Sue Johnston
PLEASE NOTE SLIDES ≠ PRESENTATION • These slides are designed to be viewed in conjunction with human beings talking and interacting with you. • They may make little sense to you if you were not at the live session. • Stilll, if they’re useful to you, I’m happy.
Agile Fundamentals Coach Skills for Agile Facilitation Skills for Agile Coach Places I’ve worked or studied that shaped my learning Author Trainer Learner Who is Sue anyway?
“Have an Android? Sign up for our wait list.” “Have a Blackberry? Sorry. Can’t help you.” Error
#@<?^%$X&$!!!!
Does BlackBerry’s first Android Handset Deserve a Place in your Pocket? We Reckon So BlackBerry May Win You Back with Android Change the O/S
Our Age of Anxiety is, in great part, the result of trying to do today’s jobs with yesterday’s tools and yesterday’s concepts. We shape our tools and afterwards our tools shape us. Most of our assumptions have outlived their usefulness. Marshall McLuhan Change the O/S
The Big Idea Two Types of O/S Changing Mindsets (Ours) Changing Mindsets (Others) Next Steps OPTIONS DOING DONE
Exciting “Apps”
OLD MINDSET NEW IDEA NEW IDEA NEW IDEA NEW IDEA NEW IDEA NEW IDEA This app won’t work on my O/S Error
Error This app won’t work on my O/S
VALUES BELIEFS PRINCIPLES PRACTICES THINKING ACTION Guide us to Inform + support OPERATING SYSTEM The BIG IDEA
VALUES BELIEFS PRINCIPLES PRACTICES THINKING ACTION Guide us to Inform + support OPERATING SYSTEM The BIG IDEA
EXERCISE 10 minutes On your own: • Think of some beliefs that prevail in the organizations you work in or with. • Some may move people forward. • Some may hold people back. • Some make us awesome. • Some limit our effectiveness. • Write them on sticky notes – 1 belief per sticky. • 3 minutes At your table: • See if there are common beliefs amongst these organizations. • 7 minutes BELIEF BELIEF Keep the stickies handy. We’ll use them later.
TWO OPERATING SYSTEMS UNILATERAL CONTROL MUTUAL LEARNING
UNILATERAL CONTROL Values • Be right • Win, don’t lose • Minimize expressions of negative feelings • Act rational Assumptions • I understand the situation; those who disagree don’t • I am right; those who disagree are wrong • I have pure motives; those who disagree have questionable motives • My feelings and behaviour are justified • I am not contributing to the problem
UNILATERAL CONTROL BEHAVIOUR 1. State views without asking for others’ views 2. Withhold relevant information 3. Speak in general terms and don’t define what specific words mean 4. Keep reasoning private; don’t ask others about their reasoning 5. Focus on positions 6. Act on untested assumptions as if they were true 7. Control the conversation 8. Avoid, ease into or save face on difficult issues
MUTUAL LEARNING Values • Transparency • Curiosity • Informed Choice • Accountability • Compassion Assumptions • I have information and so do other people • Each of us sees things others don’t • People may disagree with me and still have pure motives • Differences are opportunities for learning • I may be contributing to the problem
MUTUAL LEARNING BEHAVIOUR 1. State views and ask genuine questions 2. Share all relevant information 3. Use specific examples and agree on what words mean 4. Explain reasoning and intent 5. Focus on interests, not positions 6. Test assumptions and inferences 7. Jointly design next steps 8. Discuss undiscussable issues • Transparency • Curiosity • Informed Choice • Accountability • Compassion
EXERCISE 10 minutes UNILATERAL CONTROL MUTUAL LEARNING • At your tables, place the stickies you generated earlier on the big head posters, matching attitudes and behaviours with the appropriate operating system or mindset. Add new stickies if you like. • Discuss implications, results, impact of these with your tablemates.
EXERCISE What’s the IMPACT of the behaviours and language you just described? Behaviour Result Language Result Do they produce results your organization is trying to AVOID?
UNILATERAL CONTROL RESULTS Performance • Lower quality decisions • Less innovation • Longer implementation time • Increased costs Working Relationships • Lower commitment • Decreased trust • Reduced learning • Greater defensiveness • Unproductive conflict • Inappropriate dependence on others Individual Well-being • Reduced motivation • Decreased satisfaction • Limited development opportunities • Increased stress
MUTUAL LEARNING RESULTS Performance • Higher quality decisions • Greater innovation • Shorter implementation time • Reduced cost Working Relationships • Greater commitment • Increased trust • Increased learning • Reduced defensiveness • Productive conflict • Appropriate dependence on others Individual Well-being • Increased motivation • Increased satisfaction • Richer development opportunities • Reduced stress
UPGRADING 0/S - YOURS
• Think a result you want to achieve for yourself. • Look at behaviours you’ve employed in trying to reach it. MUTUAL LEARNING BEHAVIOURS 1. State views and ask genuine questions 2. Share all relevant information 3. Use specific examples and agree on what important words mean 4. Explain reasoning and intent 5. Focus on interests, not positions 6. Test assumptions and inferences 7. Jointly design next steps 8. Discuss undiscussable issues. UNILATERAL CONTROL BEHAVIOURS 1. State views without asking for others’ views 2. Withhold relevant information 3. Speak in general terms and don’t define specific words 4. Keep reasoning private; don’t ask others about their reasoning 5. Focus on positions 6. Act on untested assumptions as if they were true 7. Control the conversation 8. Avoid, ease into or save face on difficult issues UPGRADING 0/S - YOURS
When was the last time you met an idiot who agreed with you? Do people disagree because they’re idiots? Or are they idiots because they disagree? UPGRADING 0/S - YOURS
How does what happens affect what you believe? How does what you believe affect what happens? What belief is holding you back? UPGRADING 0/S - YOURS
Mutual Learning Values 1. Transparency 2. Curiosity 3. Informed Choice 4. Accountability 5. Compassion What do these look like on your team? UPGRADING 0/S - OTHERS
Mutual Learning Assumptions 1. I have information and so do other people 2. Each of us sees things others don’t 3. People may disagree with me and still have pure motives 4. Differences are opportunities for learning 5. I may be contributing to the problem UPGRADING 0/S - OTHERS What do these look like on your team?
• Identify something you and your team or organization do that no longer serves a useful purpose: • Can you trace that back through the model? • What principle does it serve? • What belief does that flow from? • How can you change that belief? EXERCISE
What belief is holding us back? Is it a fact or is it a belief? How do we know? What might be possible if we didn’t believe that? Could something else be true? How could we find out? UPGRADING 0/S - OTHERS Useful Questions
Mutual Learning Behaviours 1. State views and ask genuine questions 2. Share all relevant information 3. Use specific examples; share word meanings 4. Explain reasoning and intent 5. Focus on interests, not positions 6. Test assumptions and inferences 7. Jointly design next steps 8. Discuss “undiscussable” issues UPGRADING 0/S - OTHERS
Can you include Mutual Learning behaviours? TEAM AGREEMENT UPGRADING 0/S - OTHERS
What is the impact of more statements? What happens when we come from curiosity, rather than from knowing? UPGRADING 0/S - OTHERS ? : ! ratio
UPGRADING 0/S - OTHERS Identify when Unilateral Control is in play Explore what you may not be seeing
INTENTION ATTENTION MINDSET IS A CHOICE NEXT STEPS
NEXT STEPS Your intention – in a sentence or two. email@wherever.com Optional reminder
FIND US HERE! Sue Johnston sue@itsunderstood.com @itsunderstood Waterloo You are here

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This App Won't Work on My O/S - Deliver 2016