Archive for the ‘Systemic Modeling’ category

Retrospective Letter to Self on my Birthday

October 17, 2018

Dear Andrea,

You’ve had a great year. It’s your birthday today and here is a little reflection from your alter-ego. Let’s admit it – you too need a boost. Everyone does.

Where did this all start?  Last fall, you were a bit dejected about the stress and fatigue and ineffective nature of your agile coaching gigs. You went radical. You wanted more joy in your work and you followed your instincts to deepen in the tools you had been reading about and following for years.

So, you decided to deepen in the practices and philosophies of Clean Language and Systemic Modeling.  Let’s not forget how you invested in yourself:

Clean for Teams – Sept 2017
Systemic Modeling – Dec 2017
Clean Space – Dec 2017
Clean Convergence – Jan 2018 (included Clean Interviewing)
Systemic Modeling – Sept 2018
Northern Taste of Clean Sept 2018

Way to go for ‘skin in the game’ and the great learnings you got from each of those! You are definitely better equipped from training, but also from putting it to use. Check out the following ways you put all of this to use:

You proposed and were accepted to present/facilitate Clean related topics at many conferences and meet-ups. The list of folders where you methodically keep track spans your whole iMac screen. Hey, you did that!

You hosted events with your mentor Caitlin Walker in the US 4 times this year – with the last one coming up in Boston on Oct 26th. You and she are offering 8 days of training across 4 modules. Two of those are all but sold out! 

You’ve started to build a small clean agile community in the US. You know Clean ways of inquiry and Clean Interviewing can be a super useful skills set to help organizations build anti-fragility into their human systems. Human systems impact products. Products impact humans too. So cleanagilecoaching.com was born. You birthed that!

You conducted a handful of online taster courses validating that people are happy to exchange money for learning (with you, yes!) You overcame your hesitation about teaching these skills online, even learned to effectively use a Flipchart during the Zoom session.

You started coaching agile coaches and trainers. That is huge. You’re getting paid to help some of the best, most thoughtful coaches out there take on these clean and systemic skills. Not just in the US, but in other countries too.  They came to you. Wow!

You invested heavily in technology this year as well, buying backlights, an iMac, a quality Rode Mike, and a new iPad/pen – where you can also use live drawing and share via Zoom. You travelled in Europe for a month with only a SIM enabled iPad. That magic keyboard was barely touched (hint, dictate, when you can for typing).  Everything worked like a charm (well except that your SIM card provider later texted to you that you used too much on their ‘unlimited’ plan, and their plan wasn’t meant for people living in Europe. For you, three weeks isn’t living, but you’ll have to be more sparing of data usage in the future!

You were contracted by a large university to train them for a day in the use of the clean inquiry skills – yay for first big client in the IT space – at the level of Director. They wanted to improve their listening skills, and stop talking over one another, taking time to explore topics. A perfect use for Clean. 

You have been a great volunteer out there in service too.  While you give a lot of free advice, and time to edit other peoples books and work, you also started running a Jerry Weinberg inspired book club on Quality Software Management book series; you were a voice in the Agendashift community for the Clean Language channel. Gladly, there are many there now, who are training or already properly trained in Clean, who can chime in as well, when folks have questions.

You did mourn when Jerry passed away in August – that was a very big loss for you.  So sad – and glad – you are still thinking of his work! Keep that up!

You’ve taken some risks, stayed firm and on course. It hasn’t been easy being independent, but you did that because you gained your OWN life satisfaction and ability to handle any difficult situation with congruence and curiosity using these same skills. You know the value they bring!

Just wanted to say thank you for taking time out to follow your passions and beliefs during the past year. Wherever they lead from here – the world is out there for you to explore. Don’t hold back, bring your riches. The world needs them. And you will shine wherever you go; whatever you do.  [and please don’t get rid of this blog – it may seem dated, and not up to snuff visually, but it’s a great story of your past 7 years…]

Take care Andrea,

Your alter-ego

(Thank you, alter ego!)

Connections At Work

June 10, 2018

Diverse TeamRead each question slowly, and journal or reflect on whatever comes to mind:

When you are connecting with others at your best, that’s like what?

When connecting… You are like what? What do you know about yourself? What would you like to have happen?

Who are the others around you? What do you know about them? What would they like to have happen?

What are you collectively working on?  What do you know about that work?  What does that work want to have happen?

When connecting with self, others, and work and when you are all working at your best, then what happens?

I’ve had fun creating the ‘cleanish’ questions above to reflect on my company mission.  I am curious if these questions are meaningful to you! Did you gain any new insights?

I continue to help spread a ‘clean’ way of deepening connections between the many facets of work: the nodes between people, ideas, the structures, processes and improvement steps that can lead to more joy for both employees and customers.   

I am ready for even more connections in the second half of 2018 – ready to support others who are curious about how Clean Language thinking and questions might improve work and relationships. See here for training opportunities that I am leading and organizing. If those are not suitable, I can either craft something custom for you or connect you to other courses by other leading partners and trainers in the Clean Language community (Baltimore, California, Chicago, Liverpool England, Portsmouth England, Malaysia and online)

Also, I’ve got something new in the works.  I’ve opened up a slack group called Connections At Work. You are welcome to join a community of people who want to foster conversation and connections that are deeper, more curious, tolerant, and resilient than what they have now. It is easy to jump on a call, have private chats, and contribute to the dialogue and connections using this tool!

Let’s see what magic might happen when we connect well in our lives and work!

Welcome!
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For other inquiries, email me at andrea@connections-at-work.com

How Does Your Organization Invest in Collaborative Work?

May 3, 2018

Does your organization invest in how it might improve its collaborative work – up, down, and across the organization?  Does it expect it to just happen in the course of doing the work?  Do folks talk about it? Do you ask about it? Or do you work individually most of the time, relying on coordination mechanisms to resolve touch points and interfaces between your various outputs?

Getting to high performing organizations, departments, or teams, does not usually happen on its own.  You can luck out and hire folks who are already exhibiting all the necessary traits of EQ, IQ, and collaboration.  It won’t likely happen and if you read about my own early career experiences at the end of this post, you’ll see why. Most organizations I’ve been a part of, even talking about ‘how we work together’ is a rare topic of conversation.  Our focus is busying ourselves getting the work done.

I’ve invested liberally in my own training to learn how improvement in collaborative work might come about.  My current belief and experience is that certain conditions, practices, observational skills and self awareness need to be in place for both collaborative work and learning to happen. I’ll share three such frameworks that I’ve learned about below.  But first, let’s see if we can agree on a few assumptions and definitions I have.

  • A collaborative team exists when its members draw from their own diverse thinking, depend on each other, consider each other’s needs, ask for help, make decisions and resolve conflict well. Without these behaviors, these are just individuals working on a common product, separately.
  • The skills to collaborate were innate to most during childhood. As you progressed through the school system and entered the workforce, institutions (including maybe your parents) emphasized the importance of listening and defering to authority figures. Those figures in turn rewarded individual achievement and created structures that dampened your previously natural inclination to play and create with your buddies, fellow students, and workers.
  • Most people want to be part of an energized, engaged team, even if they have preferences for sometimes working alone.
  • Many organizations are depending on full time external coaches to steer their their ‘team’s and to make sure the ‘teams’ are highly productive – a sure sign that learning has stopped internally and the conditions for success are not being cultivated internally.  A great team doesn’t need an external coach.

If all of that sounds reasonable to you, read on about some ways that you can learn to re-ignite collaboration.

Agendashift. Created by Mike Burrows, who also wrote the book, Kanban from the Inside, Agendashift is a suite of ‘tools’ promoting outcome oriented change and includes an online assessment and facilitated strategy and vision workshops. These will  re-invigorate your company’s vision, strategy, priorities, conversations, and decisions.  I have been part of the Agendashift community for several years, and I can offer you a FREE online assessment and debrief it with you and your team. Pick up Mike’s newly released Agendashift book to learn more and read about and join the community here. Also read about the 15 minute FOTO exercise which I helped Mike to develop. If any of this sounds appealing, email me your interest, and I’ll have you added to our community Slack group.

The Core Protocols. Created by Jim and Michele McCarthy using live weeklong labs to observe and improve teams using communication protocols (see the book Software for Your Head), my friend Richard Kasperowski now trains people in these team protocols.  Learn about characteristics like psychological safety, positive bias, freedom, self-awareness, connection, productivity and yes, error-handling.  I’ve been to Core Protocols Bootcamp with Richard, where our team wrote a Greatness Guild Manifesto after only 1 week together.  Take a look at Richard’s website and consider his online training here.

Systemic Modeling – also known as Clean for Teams.  Brainchild of Caitlin Walker of Training Attention in Liverpool England. Caitlin documented her 20 years of transformational work in mini case studies, one in each chapter of her book, From Contempt to Curiosity, Creating The Conditions for Teams to Collaborate. The easiest way to get some quick upfront exposure is to listen to some of the recordings she has made about Systemic Modeling here.  I have studied Systemic Modeling and now train people in the basics of modeling excellence in teams using these tools. You’ll learn to elicit individual patterns, metaphors for decisions and working at your best, so that you can more likely succeed in getting what you want. This knowledge allows you to support one another, deal with conflict, and give and receive feedback.  Take a look at my upcoming online 4 hour training on May 7th here. If these topics are of interest, sign up for my newsletter on my Clean Agile Coaching page for future alerts on upcoming trainings. Systemic Modeling can be a great supplement to traditional agile coaching – getting at the solution for disengagement, fear, and contempt at work.  Caitlin and I will be co-delivering a talk on this topic at the big Agile Conference. Don’t miss out if you happen to be in San Diego. The Collaboration Culture and Teams track is the largest track of the conference which means to me that those in the software development industry are craving more innovative and proven ideas for collaboration and engagement.

Three models and opportunities for learning are exposed above. So let’s get back to the story from the first half of my career in software development. What was that like?  It was an example of individuals working apart, on a common product.

Looking back, I see that we lacked connection and curiosity about one another as we problem-solved and built software, using the ‘ticket system’ to figure out what was next. (Ah, like modern day JIRA).  It wasn’t all bad, but it certainly wasn’t great. Annual reviews were about individual behavior and we weren’t good at giving and receiving feedback, if we did it at all.  We almost never developed our work product collaboratively. There was no pairing, no mobbing, just lots of meetings discussing, analyzing, coding and coordinating with no thought on magnifying effect of strong connections between all nodes of a team, no grand vision, and little knowledge of real customer outcomes.

I did my learning alone if I had time to at all.  On the technical side, I was often anxious about the pace required to keep up.  After all, as professionals, we ‘should know’!  We produced mediocrity because our interactions, learning, self reflection and disclosure to one another were all mediocre.  Eventually on one big project, we lost the re-compete, because we were just plain unaware and management was not creating the conditions for anything better than that. We were also passive on that score. While we worked hard for our customer, when we lost the re-compete of the contract, it was an existential crisis. It was too late.

If you feel dulled by your work environment, agile or not, take me up on my call for more deliberate thinking about how you currently work. Read or listen to some of the links I’ve shared.

Do occasionally lift your head from your problem solving and solution-ing to really reflect on how you work. Do start to get curious about the eco-systems you are part of (team and beyond). Ask others what they think.  If you don’t look up, some part of the system you work in will become obsolete while your head is down.

If you aren’t sure where to start, but don’t want to delay doing something, email me at andrea@connections-at-work.com. I can quickly learn about your needs and desired outcomes on a scheduled call and give you ideas on a way forward.

 

Learning Patterns – with Clean for Teams

January 30, 2018

One of my favorite Twitter feeds is from @LPatterns – I don’t know who is behind it, but it has the cutest images and the simplest little quips about learning, formulated in a set of patterns that they claim represent a ‘Pattern Language’.  I’ll share a few or their images here.

 

These represent ‘Jump In’ ‘Design Your Learning’, ‘Open Process’ and ‘Effective Questions’ patterns! There are many more!

 
Pattern Languages are near and dear to me – they are sets of practices that been put together to name interrelated themes and topics within a given domain – usually with a lovely metaphor for the pattern title.  I have a few books I love on Pattern Languages.  One of them is simply called ‘A Pattern Language’ – by Christopher Alexander – based on buildings, architecture, city planning and such.  This book inspired many in the software community to develop its own Pattern Languages.  There are books such as ‘Agile Adoption Patterns’, ‘Organizational Patterns of Agile Software Development’ and for developers: ‘Design Patterns – Elements of Reusable Object Oriented Software’.  I am sure I’ve missed a few – do leave me a note on any you can add to that.  There’s even a conference to help find new patterns called Pattern Languages for Programs (PLoP conference).
You might not realize that the small set of questions used in ‘Clean Language’ represents (in my mind, at least) another pattern language – in a slightly strange way.  There’s no content (no target audience like architecture, software or organizations) explicit here. The questions are applicable to any domain! For teams, the questions themselves allow us to ‘elicit’ patterns in ourselves (our behavior, thinking, learning and motivation – under the hood) and in others (collectively, or in individuals). The questions also have a few patterns within them – we have ‘developing’ questions, ‘sequence’ questions, ‘intention’ questions, and ‘location’ questions.  Knowing the uses of each set of questions is very useful indeed.

 

Back to learning –  learning is a way of survival. Everything in the world is changing quickly, and there’s much uncertainty. How does one stay on course when the skills of yesterday aren’t the skills of tomorrow? Are you aware of your own learning needs, and do you articulate the support you need to those around you? Do you know what environment you need to work at your best? Do you ask and get the support you need at work or home for your learning needs?

If you want to know your own patterns for learning and how to become an exquisite observer of patterns in others, I have two options.

  • Call or email me for a Clean Language session on ‘Learning At Your Best’ so I can help you discover your ‘learning at your best’ state!  (contact options below)
  • Register to join the training I’m running – called ‘Clean for Teams’  in April in Boston, MA with Caitlin Walker (link below)

Caitlin Walker has devised the simplest possible interventions to promote well being in team and group communication using Clean Language in a set of patterned practices. In learning them, you’ll start to recognize your own patterns and needs and you can take that back to your teams!  The various practices of ‘Clean for Teams’ fit together like a well made puzzle which you’ll come to experience in the training.  She’s tested them out in dozens of organizations over 20 years.

Here is some background info on Clean Language you can listen to on the way to work. All are audio, except as noted.

Caitlin’s Ted-X talk
From Contempt to Curiosity – Creating the Conditions for Groups to Collaborate (book)
Radio Interview #1
Radio Interview #2
Recorded webinar on Disruptive People In the Workplace
International Coaching Federation Interactive Keynote (youtube)

Podcast Interview of Antarctic Expedition Scientists using Clean Language to Cope in Stressful Situations

Then, if any of this speaks to you or your company’s needs, sign up for the training here.

As usual, email me at andrea@connections-at-work.com or phone me at +1 (571) 437-4815.
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Note to those going to #mobprogramming conference in Boston, the Clean for Teams training takes place immediately afterwards on April 16-17, 2018.  People who work day in and day out or very frequently in intense programming sessions could well make use of these same Clean Language tools for added cohesion and group development.

No Elephants in the Room!

December 13, 2017

Systemic Modelers are Clean Language facilitators for teams or organizations that wish to improve in their knowledge sharing, self awareness, sense-making and curiosity; they help teams gain autonomy, self organize while creating networks of useful information. Beyond those lofty and very likely outcomes, I like to say the end result includes: No more elephants in the room! No more having things bother you internally that are undiscussable. If you or your org need that, my contact info is at the bottom of the post!

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Russia, USA, Sweden, Japan, France, England represented – Systemic Modeling is spreading

 

Just back from a three day training, I’ve chosen a few of the principles underpinning Systemic Modeling which really go towards creating a safe learning environment for participants. These are ones which particularly caught my attention this time.  There are others that I will address in subsequent posts.

Preparation

One cannot overemphasize the need to prepare and get in the right state for Systemic Modeling facilitation. The right state means, knowing deeply why you are there doing what you are doing, aware of your attitude about your client, and keeping out of contempt type thinking.  This is very subtle and deeper than I had thought about before – its about being in a state where you absolutely hold no contempt for anyone in the group or about any aspect of the organization. And you also do not hold particular empathy for certain people over others.  This one especially caught my attention as sometimes I show ‘concern’ for others and have (thus far) considered that to be a positive trait. Yet empathy can lead to a perception of preference which can lead to drama, just like feelings of judgement. Even though it may be subtle, Caitlin Walker noticed it a few times and gave me Clean Feedback.  So, what do you need to get in a good state to facilitate:

  1. Set aside 10-15 minutes before the session you are facilitating to access your ‘at best’ state for facilitating. If that requires meditation, do that.
  2. Use Clean Setup with another facilitator. Ideally you have a pair with you during the session too, to keep you straight on areas you need reminders about. If not, still do the Clean Setup interview with another Systemic Modeling coach over the phone or internet.
  3. Let go of thinking you can improve on everything the next time you facilitate. That can be overwhelming. Pick one or two things max to focus on improving. Have a developmental task that you aim to use during your training or workshop and have someone spot you for achieving it during the session.
  4.  Know who you are facilitating. Interview them before hand, by phone or in person. Give them the clean setup type questions, know about about them and begin to discern the patterns. This isn’t always possible, but give it a try.

During the session itself, be an ‘equal opportunity employer of information’, so that they will do the same later. Be a model – you are holding the space at the center of the room where the information unfolds – and helping the participants to do the same, eventually without you there.  Preparation mentally will help you a lot towards that goal.

Let Partipants Experience It before Teaching It

Try not teach a concept or exercise unless or until the ‘thing’ the concept/exercise conveys is needed – as evidenced by something inherent in the schedule or something live happening in the group.

There is less cognitive dissonance when things are taught as needed, just in time, in context.  Here are several examples:

  1. Clean Language is based on outcome orientation and giving the clients maximum control/agency over their outcomes. When teaching the related models used for teams – (a.k.a. Systemic Modeling) – instead of teaching about ‘outcome orientation’ as a concept first using conceptual words, we instead start trainings and workshops with, WWYLTKBWB (What would you like to know before we begin?).  It is a way of putting in to action the belief that members in a group are capable of being their own agents of learning outcomes. This may be a first experience – some people find the question strange, as they have come for you to ‘teach’ them. If you were to do this in every meeting, you will develop a sense if folks are in the right room, know something about the meeting, or have needs that need to be addressed elsewhere…. And it isn’t that you necessarily answer all the questions they bring, but you’ve name them, gotten any clarifications, written them on a flip chart and thereby honored each person’s needs and sense of curiosity. You will refer back to it and answer them as appropriate now or later.
  2. Clean Setup questions are asked at the start of a day, as it will help launch a training, meeting, or other event cleanly.  You don’t need to teach the model using the words ‘Clean Setup’, just use the clean setup questions naturally. Later on you can name it as ‘Clean Setup’.
  3. Five Senses can be trained in response to some possibly incorrect assumptions or inferences that have been made during the course of normal conversations happening during the training. 
  4. Drama Triangle can be picked up when someone in the group starts to rescue, blame, or defend themselves
  5. And interestingly the Clean Questions aren’t taught per se, until after the facilitator has used them in the course of these other models.  Everything builds up very naturally this way during the training.
  6. These are examples of how to keep the agenda fluid. It doesn’t preclude you from introducing them outside of some ‘live’ context, but it is more effective to do it the other way around. For example, Five Senses comes quite early on, even if the opportunity about ‘assumptions’ doesn’t arise first, because it is very foundational to learning about communication foibles, assumptions and inferences about what other people say.

Adjacency

Almost everything in Systemic Modeling is about exposing thinking and doing it in a way that is respectful to people in the moment.  Adjacency reduces cognitive load, and in that way seems a very humane way to introduce concepts and maintain attention. Any organization that is steeped in knowledge work and wants alignment should cherish this principle. Yet, I hadn’t really thought of adjacency before learning about System Modeling.  Here are some ways in which the idea of adjacency comes up in Systemic Modeling.

  1. We ask for clarification using clean questions, not inserting our own ideas – which are more ‘distant’ from what has just been said.
  2. We ask the same question of others – accepting the last answer and extending the question to another person. We often do this with ‘Who’s got something different?’ because we are looking to surface diversity of thinking. Everyone gets a voice.
  3. We teach things when they are relevant (see prior section for more on this)
  4. We teach members to select Developmental Tasks (personal improvement actions) that are relevant to what we need right now to improve.
  5. We bring awareness in a natural progression – first to an individual’s internal sense making, their physical senses, their thinking process, then to notice what’s going on around them with others, and then to what the facilitator is doing. Starting at the core of self, moving outwards to the group is an adjacent process.
  6. If you are adhering to Systemic Modelling, and have done due diligence with Clean Scoping interviews with managers and higher ups before you take on a contract, and you’ve insisted that they undergo the training as well, you will also be demonstrating adjacency organizationally. Teaching a team in isolation doesn’t build safety in the larger system.

Does any of this pique your curiosity about Clean Language and Systemic Modeling facilitation?  Do you think your company, department, and team could benefit? As always, I am willing to do a FREE  interview with you about what you are looking for. It will give you the experience of being asked some Clean Scoping questions. You will likely come away with some new information unpacked.  Email me at andrea@connections-at-work.com or call me at +1 571-437-4815.

 

Systemic Modeling 101

November 22, 2017

What is Systemic Modeling and how can it supplement and improve the conditions for team success?

Topics include:

  • Origin
  • Whom is it for?
  • What are the benefits and observable outcomes?
  • Clean Scoping during pre-contract phase
  • Where can you learn more?
  • Training
  • How to request a Clean Scoping session

ORIGIN 

Caitlin Walker devised a set of exercises and models unique for group work that are based on the work of David Grove, a psychotherapist. David Grove was able to help patients – often PTSD patients – to heal without giving them advice.  Instead, he engaged them by asking questions that helped them model their own internal processes and in doing so they could recognize and reorganize their own patterns and change.

The foundational philosophy is one of deep respect for the individual and his/her own internal processes and therefore it is one of appreciating diversity in groups as well.  Caitlin Walker immediately put it to use and extended it for use in groups evolving into  organizational change work that has had astounding results.

Caitlin Walker’s own definition:  “a set of tools to create intelligent networks of attention across groups, enabling them to make the most of the experience and expertise of each individual present”

My quirky view: One of the coolest, most avant-garde and interesting techniques I’ve ever learned for helping smart people to become aware of and then improve in their interactions and communication. A set of techniques that that allow the team to become self facilitating – and therefore not reliant on a permanent external coach.

Clean for Teams is an alternative reference to what is known as Systemic Modeling.

WHOM IS IT FOR?

Systemic Modeling is domain and experience agnostic. It can work equally well for CIOs, CEOs, as it can for entry level workers. It works for groups in universities and a practice of doctors or lawyers. It has been used with disengaged youth failing in school, as well school administrations and IT teams. It has no boundaries where collaboration is concerned.

WHAT ARE THE BENEFITS AND OBSERVABLE OUTCOMES?

Benefits:

  • Increased creativity, psychological safety, and engagement – qualities coveted by many knowledge work organizations for contribution to high performing teams (see Google Article here)
  • Reduction in  Victim, Persecutor, Rescuer behaviors (see Karpman Drama video here) – fewer metaphorical elephants left to roam about untended.

You will notice that team members ubiquitously and frequently:

  • listen and pay attention
  • show curiosity and using clean questions,
  • set up for outcome and action oriented work,
  • give each other clean feedback,
  • spot each other’s ‘drama’ (behaviors of persecutor, victim, rescuer)
  • switch the ‘drama’ to outcome/action/evidence orientation
  • set developmental goals and pairing with others to evidence and feed back on the improvements

Other outcomes include:

  • Evidence of more equal levels of  participation in team meetings than prior to training
  • Increased self – advocacy and increased inquiry and learning
  • Utilizing the diversity in thinking for the greater good.
  • Use of modeling exercises to unearth hidden cultural tendencies and assumptions about the ‘way things are’ – thus ensuring continued improvement in culture.

CLEAN SCOPING DURING PRE-CONTRACT PHASE

One way that Clean for Teams sets itself up for success is in the pre-contract phase.  The Clean for Teams facilitator will typically have free phone calls or face to face meetings with both the sponsor advocate and members of the management. They will be led through a Clean Scoping exercise.

The facilitator asks the client what they would like to have happen. She checks for ‘sensory’ detail – not just conceptual words – so the client must share what they expect they’ll notice different once their outcomes are accomplished.  Then she repeats that process for the current state. How is the team working now? And what is the evidence of that? There are some additional probing questions to find out how the leadership expects it will  respond to others’ needs for change. This is to ensure their values around change will mesh with the goals of Clean for Teams training.  If both client and facilitator feel aligned based on what is shared and experienced during Clean Scoping, then the facilitator can draft up expected timelines and outcomes.

WHERE CAN YOU LEARN MORE?

The practices and stories of Clean for Teams in action across the last two decades are described in Caitlin Walker’s book: From Contempt to Curiosity, Creating the Conditions for Groups to Collaborate using Clean Language and Systemic Modeling.  You can listen to some compelling examples of how and why it improves communication in this brief radio interview. Listen to how Caitlin Walker learned about and then devoted her life to Clean Language in this Ted-x.  All links are to audio recordings for your convenience. The paperback of her book does have excellent illustrations that bring to life many of the concepts and models. It is cheapest to buy from the Clean Learning website.

TRAINING

Assuming there has been a set of  Clean Scoping meetings, the training plan would consist of sessions conducted in teams no larger than about 8 people.

The learning is iterative and most models/exercises will be used and addressed more than once during training.

Day 1 – Five Senses , Working at Best
Day 2 – Clean Feedback, Team Metaphor
Day 3 – Drama Triangle , Modeling
Day 4 – Clean Setup, Developmental Tasks
Day 5 – Current Situations, Modeling

Follow up sessions – Usually there is a need for follow up sessions spread out of a period of weeks or months to work on live issues and for deepening the practices.

HOW TO REQUEST A CLEAN SCOPING SESSION

To contact me for a free Clean Scoping session, email me: Andrea Chiou.
Please feel free to comment or interact here on the blog as well. Others might find your questions as well as the answers quite useful.

My Company is Seeking a Team to Train in Clean Language

October 23, 2017

My company’s name is Connections At Work.   My mission is to promote connections between people and ideas.  And I don’t know a better tool to do this with than Clean Language.

Clean for Teams Paris

Training a Team of 12 – Paris , Sept ’17

I am urgently looking for one or more teams to train in Clean Language and the body of work called Clean for Teams.  I will be cross posting similar appeals on various groups in LinkedIn.   Apologies if you see this in duplicate.  Will you help me find a team?  Here’s what I need and why:

My ideal team(s)  would desire a huge increase in performance and/or increased mutual understanding and general engagement with each other. To help me find such teams, consider a few of the following contexts that might apply:

  • You or a team you know of is working in a competitive landscape and you just want your company to outperform all the others for the next 20 years! (Hint: there’s several small companies that have done just that for years using Clean Language)
  • Maybe you are working with a team or know of one where  members participate unevenly or with uneven results due to communication foibles?
  • Perhaps you’ve seen or heard of some drama in a group or team you know of such as blame, secretiveness, inability to say no or to give each other useful feedback.

Maybe its a bit of all of the above… The team can be a team of managers, programmers, service professionals or any other sort of group or small business, agile or otherwise.  It can also be executives. Clean knows no boundaries.

So, why do I need such groups now? Why urgently?

The reason is that I am pursuing a Certification in Systemic Modeling more familiarly  known as Clean for Teams. I need to train one or more teams as part of the certification. More importantly,  I want to see the results I know are possible from these tools. Lastly, I enjoy helping teams get into a state of mutual support, inquiry, and self-development. Here are some benefits of Clean Language:  

– helps groups/teams/leaders strive towards autonomy and mutual support;
– is simple to learn and practice after a few days of training;
– does not require constant coach presence, and is therefore very affordable
– is an efficient way to surface creativity, eliminate assumptions and misunderstandings;
– incorporates a very effective feedback model that can be used frequently and easily

While simple enough to learn , it will take commitment from team members towards creating a higher level of personal and team self-awareness than what they are used to.  It will happen over time, while the team and members learn to drop habits, sometimes unconscious ones and replace them with  introspection and very big dose of curiosity. It isn’t hard, but the will must be there. Don’t worry if you’re a bit scared, I’m there to guide you and it’ll be a very, very pleasant ride.

Initial contact time: 4 sessions of 2-4 hours each depending on group size.  Ongoing monthly refreshers as needed.  

For more background on how Clean Language gets such amazing results when used by teams, do listen to this excellent radio interview with Caitlin Walker, the inventor of Clean for Teams.

Please contact me  at andrea@connections-at-work.com or call me at (571) 437-4815 if you want to learn more and especially if you have leads on a team that is willing to invest in learning this amazing technique.