Archive for the ‘Teams’ category

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.

Contempt meets Curiosity

November 1, 2017

Contempt means thinking that a reaction or an attitude or a person or a group of people are unacceptable as they are.  Curiosity means noticing how things are and wondering how they’ve come to be like this and what we might like to have happen next. – Caitlin Walker

Do you experience some aspects or behaviors of people you interact with as alienating?  I sometimes do. And I am trying to learn how better to deal with that.  Since much of this habit is done under the proverbial hood, I’ve committed to start noticing and catching myself when I am subtly labeling or categorizing others in the back of my mind.

It doesn’t have to be like this.  I can try to be a bit more curious about you and you about me.  The world will surely improve if more of us learn this skill.  Whether at work, at home, or even in the routines of family life connecting, listening, and sharing requires both skills, attention, and time.  Nancy Kline’s book, Time to Think convinced me of that long ago.  Caitlin Walker‘s book, From Contempt to Curiosity, was more icing on the cake for my learning journey.  Recently I started to listen to Caitlin herself as narrator of the Audible recording of the same book. It’s a delightful listen, highly recommended to all my agile coaching friends, former and future colleagues, anyone in the healing, social service, teaching, or organizational culture change domains.  You’ll be amazed by the power of her stories in which more confident individuals and interactions emerge with the simplest of techniques.

I yearn for more interaction where mutual curiosity is nurtured, connections are strengthened, creativity fostered, and productive activity and friendships are born.  This is why I started the Clean Language Practice Group in Reston, VA. We practice skills that lead to better, more resilient interactions, and happier selves.

What is your experience of contempt and curiosity and the connection between the two?

Come join us there if you would like to learn and practice with a small group every other Thursday evening.

 

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.

England – oh Clean England!!

October 6, 2017

cleanjourney_paperI am just back from a whirlwind trip to England where I attended three different Clean Language related trainings. It was a fantastic trip, and proves without a doubt that England is a hub of excellence and activity for what goes on in the Clean Community. Besides providing brief descriptions of the training, if you want to keep up with me on this Clean learning journey, I am inviting you to come to my newly formed Reston Clean Language Practice Group, running 2x per month starting next week.

Clean for Teams

The Clean for Teams taster is a two day introduction to the elements and principles of Clean Language for Teams.  This approach to group facilitation holds at its very center the idea of curiosity in order to allow its participants to work at their best and be in support of each other. Team members become more self aware of their behavior patterns and needs while learning to be curious with each other.  Caitlin Walker took the Clean Language tools of David Grove including especially his eliciting of metaphors and brilliantly adapted its use to groups.  Do watch the TedX link above for a taste of what that’s like. The approach Caitlin created is called Systemic Modeling (aka Clean for Teams) because it teaches a group (a network or system of individuals) how to work in support of each other’s development. Because the skills are easy to learn,  the process is highly generative (meaning, not dependent on the facilitator over time) and promotes high degrees of personal and interpersonal awareness.  

If you are interested, as a facilitator, or as a group member, in processes that:

  • reduce friction
  • generate individual and insights
  • foster respect
  • celebrate diversity
  • establish an equality of attention in a group
  • shift the culture to a more productive one
  • and be relatively cheap to to acquire and use compared to an embedded coach or facilitator

then you should explore the possibility of learning these tools.  

A great description can be found here along with the dates for future courses.   

At the end this two day event, Caitlin said: ‘You have everything we need to go forward and practice’.  I am now looking for teams interested in working with me to learn the techniques.  I will become a certified Clean for Teams facilitator in the coming year.  And, to do so, I will need to find teams that are willing to be recorded, so that I can be evaluated and get feedback from my trainers.  Given that there are no trainers in the US (yet), you could become one of the first teams to adopt if you decide to work with me in support of my certification process. Contact me via my website at http://www.connections-at-work.com or call me at 571-437-4815.

 

Symbolic Modeling Rolling Program 

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Penny Tompkins, me, and Marian Way

If you are interested in personal change work using Clean language, you must learn Symbolic Modeling. Now also widely adapted to business, life and executive coaching, Symbolic Modeling originated in its therapeutic use with trauma patients. Invented by David Grove, Symbolic Modeling uses Clean Questions (a language of inquiry) to help focus the client’s attention on their own desired outcomes, resources, and experiences.  James Lawley and Penny Tompkins wrote the definitive book on this subject after observing David Grove’s therapy sessions for 4 years, codifying what they observed him doing.  The book is called Metaphors in Mind.  I was very lucky to be in this three day practice session with both Marian Way and Penny Tompkins facilitating!

 

Learning the basic Clean Language questions alone, without any insights into the Symbolic Modeling principles and processes is a bit like learning to write letters, without learning how to form words or sentences.  Symbolic Modeling and Clean Language questions are by the way, also at the core of the philosophy behind both Systemic Modeling and  Clean Space (see below).  

So, I highly recommend taking the Clean Language Core Skills Course (which is pre-requisite) and then using the Rolling Programme modules to deepen and practice the skills to become a Symbolic Modeling facilitator, if that’s where you are headed.  There is also a fantastic California based introduction to Symbolic Modeling in January 5-7 2018, called Symbolic Modeling Lite. Sign up here.

Clean Space

Marian Way and James Lawley have recently codified the essential aspects (process and principles) of the Clean Space practices of David Grove in a new book called Insights in Space, How to Use Clean Space to Generate Ideas and Spark Creativity. The two day training is based on the process described in the book. As you experience and facilitate the process, you are able to put it in action right.    

If you are interested as a facilitator, an individual, or even a group in processes that would:

  • spark creativity,
  • utilize space to gain perspective
  • create connections between those perspectives
  • generate new insights on any topic
  • be adaptable to many situations (we can create new processes from these principles)
  • be unlike anything you’ve likely experienced before

then this would be the class for you.   If you’ve ever gotten new insights from taking a walk, or taking a shower, you’ll discover a way to do this sort of thing in a facilitated session in ANY location.  Do note that all David Grove’s work was meant to get the facilitator out of the way, so that even with this, the facilitation is light touch – but heavily informed by spatial metaphor – one of the predominant ways we make sense of the world.

A more detailed description of Clean Space can be found here.  If you are interested in experiencing Clean Space with me, I am available to facilitate sessions with you in the coming months.   

Additionally, as mentioned above, if you want to practice Clean Language  locally in 1.5 hour practice group sessions in Reston, VA, I’ve just launched the Reston Clean Language Practice Group.  Again, for any additional information you would like on any of these topics, contact me at 571-437-4815.



My next adventure with my Clean learning journey will be in California for the Clean Convergence events January, 2018.  In September 2018, I will likely return to England to attend one or all of these events.

 

Adventures in Clean

Friday 7th September, 2.30pm to Monday 10th September, 2pm 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker, James Lawley, Penny Tompkins, Marian Way, Shaun Hotchkiss, Phil Swallow

Systemic Modelling Level 1 Rolling Programme

17-19 September 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker

Northern Taste of Clean 2018

29-30 September 2018
West Kirby, Merseyside, United Kingdom
With Caitlin Walker, Shaun Hotchkiss

The Long Term View – Systems Thinking and Beyond

October 4, 2017

 

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CDG -> IAD

At the user end of a systemic failure

Waking at 4:30 a.m. from the effects of jet-lag this morning, I tackled some admin work which led me to this unexpected result – a little systems story to frame my passion around what I teach in workshops: communication and systems thinking.

I am an independent contractor with my own business. I HAVE to buy ‘Affordable’ Health Care Act insurance.   I am required also to report address changes  – but not directly to the insurance company – no.  I found that was not possible. I had to report via the healthcare.gov website, and had anticipated it would be a quick ‘address change’.  A day before my departure for a trip to Europe, I embarked on this fascinating address change journey.   What I discovered to my shock and horror was that I was going to be REQUIRED to change health plans mid-year.  Why?  Because apparently the high end plan I had bought at my old address 10 miles south would NOT be available at my new address.  Why? No one could say initially – the guy on the end of the phone line at the old health plan put me on hold to go do some research. He found that only a small carved out geographic area near my old home had access to that plan.   Then my head started spinning. I had JUST reached my deductible for the year, meaning higher per visit coverage (less out-of-pocket expense) for the rest of the year.  Wait!!! Change plans?  Yes: Return to Go.   Start over.  From scratch.  Sadly, what’s available at the new address are plans with much higher deductibles. So, I am back to square one.  At least I live in a geographic area that HAS plans, I suppose. I see the silver lining, yet muse about how broken the system is. I feel momentarily powerless.

Just now back from my trip abroad and tackling the admin work early this morning, I look for any sign of mail that has my new health plan ID cards. None.  Searching emails. Ok, here it is in Junk mail.  Click on links – ah – yes, I will create a new account.  And then Wham!  I am stuck with an incredible FLAW in the registration process.  Aetna flawNo matter what I put into the field for username I get the same error.   I can’t register for an account.  The system says: if you can’t register, ‘just’ call.   Well, its too early for that.  I pause the task at hand and start writing in frustration.
This is a different sort of systems issue.  I can’t be the first one to report this… Yet, Aetna has taken no action.

 

My part in fixing the larger mess

I can imagine that both the policy flaw that was surfaced by my address change, and the error in my registration – although vastly different in their origination – might have been avoided with good systems thinking and communication.

I am elevating and using my passions around systems, systems thinking and quality communication. I also believe in the benefits of agility, Kanban, and Scrum. It isn’t to say I don’t value the latter. Nor that I wouldn’t work with agile teams.  It is simply that in my mind, systems thinking and communication improvement are precedents and prerequisites for agile success.

We no longer need problem solvers who only see their accomplishments as  check marks on the issue directly in ahead of them. We need workers who can question everything and say no with integrity and congruence when pressured unreasonably to deliver crappy policies, regulations, and software .  We need to create safe environments where people can speak up their truths without fear.  We need folks who can see both the details and the big picture, work collaboratively and creatively to solve immediate problems with a long term view.

Yet, this isn’t rocket science. I believe in the tools I can share to get you there.  Organizations are under pressure to rapidly create new systems (policies, programs, applications, websites), and to learn rapidly changing technologies, so they sometimes neglect to understand that the starting point of failure is a lack of systems thinking and excellence in communication.

If you (or your department or organization) are experiencing stress around deeper issues of communication and are interested in learning more about improving your (or your team’s, or workforce’s) ability to question, think, design, and work at their best in complex environments, contact me at 571-437-4815, send me an email at andrea@connections-at-work.com, or read more about my offers at http://www.connections-at-work.com. I will offer you a free 1/2 hour phone screen – to find more about you/tour team and to see if my style of coaching and facilitation would be a good fit.

 

 

 

On Hiring An Agile Coach, How to Setup for Success

August 9, 2017

Hiring agile coaches is still very much a standard practice. Many organizations hire a cohort of coaches spread around the organization to help teach, train, and lead the teams towards their specific goal of agility (usually related to: better quality products delivered in a shorter increments).  There are indeed many benefits to agile coaching in the right circumstances (i.e. the team wants the outside help). The most critical time for ensuring success with a coach starts before the engagement – the pre-contract setup meeting in which current state, obstacles, and expectations are shared.  The team or its leadership asking for a coach must reflect on its current state, the state of the product (direction or strategy for the future), the dynamics of the team, external factors, the governance and software development processes, and its main points of pain (quality, speed, effectiveness – ROI). The team needs to have a sense of where it wants to focus its improvement so that it can become more responsive in its delivery of high quality software. It will hire a coach accordingly.   In a general sense, the team will have reflected enough to know that – with respect to agility – it is 

  • stuck in one or more patterns, that prevent quality or productivity, or general effectiveness. 
  • needs additional clarity about specific goals; and ways to reach the goals.  
  • has either communication or motivational issues which require individual or team coaching
  • wants to own the change….and the results

Given the above, the setup meeting I envision will encompass the following two topics: Goal Setting and Investment Thinking

Goal Setting: The coach and coachee (e.g. leadership and team) generate a common understanding of the specific goals as well as the skills, training, and facilitation needed of the coach to reach those goals. 

Goals should be measurable.  For example, if code quality is the burning issue preventing frequent delivery of features, then a coach versed in quality issues, software craftsmanship and Test Driven Development (TDD) will be suitable. The goal might be to reduce escaped defects by 50%.  Each agile coach has her own ‘book of knowledge’  on topics in the following areas (not an exhaustive list):  team dynamics, psychology, communication, organizational learning, management, agile methods (e.g. Scrum, XP, Kanban), processes and tools, systems thinking, software development, product ownership, lean startup, technical practices (e.g. TDD, ATDD, CI/CD), and scaled methodologies (e.g. LESS, SaFE, DAD).  It is important to find a fit that suits your situation well.  Find out more about the coach candidates and their strengths.  Broadly speaking, we can divide coaches into process coaches, technical coaches, and leadership coaches (focusing on communication and motivation) – but all coaches will be versed at a high level in many of the listed areas and have depth in a smaller number of areas.  

When needed, a coach should be able to call on other coaches in the organization to fill in any gaps.  For example, an agile coach focussing on process and methodology should be able to find assistance with CI/CD – DEVOPS expertise and bring in a short term trainer to fill a gap on the team they are coaching. A technical coach who is less comfortable with running retrospectives, should be able to ask someone with that experience in team facilitation to fill in.  The coach should be able to measure the goal and help you achieve it.

Investment Thinking: The coach shares with potential sponsor/hiring manager of the agile coach the ways in which they and the team will need to invest in the coaching. 

 If this step is skipped, you will encounter many bumps.  It is not uncommon for there to be some resistance to coaching involving change.  Many times it is due to pre-existing schedules and deadlines that are said to be ‘fixed’.  It can be due to fear that some might have of losing their jobs.  If we assume that ‘learning’ is the biggest impediment to a transition to agile, and that learning takes time, and we know that ‘there is no time’, no coaching will help. A coach running behind the busy people telling them what to do, just in time, will also fail.

Agile coaching involves the team learning new habits, and communicating in different ways about the work. Initially there will be knowledge transfer through training; knowledge acquisition (cementing the classroom knowledge) will come through the hands on work.  Doing is believing. A team that is willing to drop their own resistance and invest in some new ways of working together and communicating together will succeed. Management must support this. 

A coachee (leadership and team) will benefit most from a coach when they can recognize and verbalize their own resistance patterns and be open to talking about it.  A good coach will help them recognize these patterns early on.  Any team undergoing change will first experience a dip in productivity before the gains begin to take hold.  The timeline of a coaching intervention will be heavily dependent on the context, culture, and the size of the team.  Expect to have the team spend some portion of their work on learning and improvement.  Expect to experiment, and learn from failing too. This is learning.

General Principles of Coaching

If then, the initial improvements and goals are agreed to; management is invested in its own and its team’s ongoing learning activities;  and the skills of the specific coach are aligned to the desired improvements, the coach will come on board with a higher likelihood of success. The very best coach will seek to minimize the touch time with the team over time, and leave them in their own best state for learning on their own.   

The coach will be a powerful observer whose general stance will be to keep the team on track and to help them stay accountable to each other.  Although the coach will often wear the hat of a trainer and facilitator, she will, as much as possible, apply the general principles of coaching, namely:

  • A coach focuses on the agenda of the coachee (the goals and improvements they wish to achieve). The coachee decides which goals or problems to work on, not the coach. The coach can help them discover what they want most.
  • A coach uses powerful questions to generate new learning. The coach does not teach or advise, but asks questions and listens.  During coaching, the coach will help the team by facilitating sessions to find out more about the goals and areas where the team is stuck.  Many questions will be asked and orient the team towards finding solutions.
  • A coach encourages action. The coachee develops his or her own action steps, rather than waiting for assignments of the coach.
  • A coach supports change. A coach follows-up to support personal learning, growth, and change.

The reason we want to see general coaching principles applied to agile coaching is quite simple:  a team will feel more ownership, and the coach will be helping the team to generate its own best way forward.  Specific skills and knowledge of the coach can and should be brought into the mix when absolutely needed. However, it is much more powerful for a team to become a learning team, not reliant on the coach for spoon feeding answers.  A coach can help the team feel confident in its own choice, or steer them to select a new option if the first choice is not in the team’s best interest.  Only when the team is stuck, unable to think of options – should the coach provide an answer.
It is no wonder my recent tweet 
got so much attention.

There is so much work to do to teach people how to learn on their own again. It’s an art they have somewhat lost in the top down style org

This is what using the coaching principles can add.  If you have read “The Goal”, by Eliyahu M. Goldratt, you will understand the power of these principles.

_________________________
This post was written from the vantage point of my own prior coaching experiences, many of which did NOT work out or align in the best way possible.  I have just rolled off what I hope is my last ever gig in an organization where agility is mandated and the teams do not genuinely request the coaching.

In the coming year I will be investing in Systemic Modeling training with Caitlin Walker who has achieved major cultural turn arounds in organizations seeking change with as little as 9 days of training, spread over a year with off and on remote coaching after that. I credit much of my thinking around the Setup process described above to her ‘Clean Setup‘ technique.

To hear an account of the effects of Systemic Modeling coaching, watch this video.  This type of work inspires me, and I hope that in the very near future, I can find engagements to do exactly this sort of intervention.   I am not giving up completely on agile coaching, but I will apply the above Setup criteria to whatever opportunity comes my way to ensure I am not ever in the position in which managers and leaders feign wanting the coach in a mandated agile program and then fail to invest in the coach when the coach is present.

Temenos Retreat – Finding Humanity in the Workplace

May 9, 2017
Temenos Retreat 1

We laughed in amazement towards the end of the retreat after we posed to take this group picture with my selfie-stick. Why? Because we only had to take one shot to get a perfect one. There was no awkwardness or hesitation in creating this picture. Everyone is at ease, smiling, eager to create the memory of our together time.  

My first Temenos Retreat facilitation took place on May 7th, 2017.  Seven participants joined with me in an intense day of reflection, sharing and learning.  I am grateful and honored to have hosted so many amazing people who were willing to be vulnerable in order to learn with others. I’ve written this post to reflect on seven ways in which the Temenos Leadership retreat improves our ability to experience humanity at work:

Connections with Others

The foundation of connection in Temenos is the story telling we do with Influence Maps at the beginning of the retreat. From this we find the rich threads of shared experience by recognizing and acknowledging what others have done, how they have been influenced, and how they have overcome their struggles.  Temenos takes us back to quality relationships as we practice sharing our personal history and building our shared vision in small group settings.  Taking these practices back to the workplace means that we can now model this connection-making in the teams we work with, manage or coach. 

Intuition/Feelings/Self Awareness

The biggest taboo in business is to expose one’s feelings. Businesses and people could thrive if there were safe ways to express emotion. Organizations that wish to thrive need the kind of leaders who can pave the way for this. Such leaders must learn to become self aware and confident in sharing their feelings and intuitions. In addition these leaders learn to listen for for what is alive in others. Temenos participants become more able to do this as they witness others doing so. 

Meditation

We can think of Temenos retreats as a way of rebooting ourselves, meditating with others about our own life and work/life. It’s an emptying of our past disappointments and an appreciation of what is happening right now.  Breathing in and out, and cleaning the slate for renewal.  

Confidence Building

Temenos ‘containers’ are the spaces we create in relationship with others in a pair or group. Much as a child learns to walk (falling, and trying again) with the loving surrounding of parents and siblings, adults can also be more influential with the support of others.  A workplace that fosters love is one where the network of support is strong, people know each other like a family and also support each other without blame or placating.  We gain confidence acting in an environment of support. 

Risk-taking

Leadership means going beyond what might be ‘normative’ at work, and taking a risk to do something a little differently. When we encounter stress at work, we might often revert to past habits that are not effective.  In my version of the Temenos retreat, we learn about the work of Virginia Satir and her Congruence Model to explore this angle. At the end of the retreat we practice scenarios from work, learning how to improve our responses to stressful interactions.

Doing the Right Thing

Congruent Leadership meshes well with the idea of ‘Doing the Right Thing’.  Congruence means that we act and speak in accordance with our feelings, our intuition, as well as in balance with the context of our environment.  In Temenos, the context is the social container we are in and considers our self-acknowledged strengths and the feedback we get from others as well.  Doing the Right Thing means not only listening to one’s own feelings, but listening to the needs of others and striking a balance – but not running from conflict, discomfort, or uncertainty.  In the end, in any toxic, rigid, or politically plagued office environment, we learn to have more joy when we have ‘agency’ – meaning the power of choice in how we react to other people.  

Collaborative Mindset

In Temenos and with other tools that I care about such as Clean Language and Non Violent Communication, sharing and listening lay the basic foundation of collaborative work. The more personal sharing we do, the more supportive, empathetic and creative we can be with one another. We can dare to build on each other’s great qualities and to experiment with our ideas when we are bonded and aware of each other’s humanity.