Its Your Fault
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Is your team pointing the finger at one another? Does development hold responsible the business and is the business accusing development? Is everyone too busy pointing the finger to address the problems? Discover how to recognize blame and move beyond it to foster a safe culture. Come to this interactive talk to discover ways to change culture, leave with tools to help you initiate change immediately, and learn from observations and experiments from real experiences with various teams in different organizations in different size businesses. Presented at the 2014 Self-Conference in Detroit on Friday May 30th with Gerry Kirk
Its Your Fault
- 1. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com w e l c o m e Pair Up Share Blame Experience Jointly Note 3 Impacts
- 4. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com I T S Y O U R F A U L T
- 5. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com B L A M E M I N D S E T
- 6. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com R E S P O N S I B L E M I N D S E T
- 7. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com W H AT D O E S A H E A LT H Y ENVIRONMENT LOOK LIKE? Silently Brainstorm Jointly Group Name Groups
- 8. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com PLEASE STOP WHAT YOU ARE DOING W H E N T H E M U S I C S T O P S
- 9. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Silently Brainstorm Jointly Group Name Groups
- 10. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Silently Brainstorm Jointly Group Name Groups
- 11. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Silently Brainstorm Jointly Group Name Groups
- 12. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com H e a l t h y E n v i r o n m e n t Trust & Respect High Morale Collaborative Empowered Solution Focused Cooperative Shared Accountability
- 15. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com S y s t e m f o c u s e d
- 16. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com H u m a n C e n t e r e d
- 18. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com T h i n k D i f f e r e n t l y Powerful Questions
- 19. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com HOW WHAT WHERE WHEN WHO WHICH Closed YES/NO MORE LESS WHY
- 20. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com WHAT WOULD YOU LIKE TO TALK ABOUT? WHAT DO YOU MEAN? WHAT IS POSSIBLE HERE? WHAT IS STOPPING YOU? HOW IS THIS WORKING? WHAT ACTION WILL YOU TAKE? WHAT DO YOU THINK? CAN YOU TELL ME MORE?
- 21. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com I think I maybe out of here soon. I am looking for something new. HOW are you doing? Someone in the business is blaming me for not delivering what they asked for; although, that is not what we agreed to and they refuse to document it and have escalated it to senior management. WHAT led to this? Nothing. If they wouldnt refuse to document changes it would not be a problem. WHAT could you have done differently? WHAT can I do? WHAT are you going to do? That is a great idea. I could do that! HOW about you sending notes directly after sessions? I would have action items captured and they would be able to recall what happened, as well as, correct immediately if there was a misunderstanding. WHAT will this do?
- 22. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Talk About What Matters Lean Coffee
- 25. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Gi v e everyon e a voice Silent Brainstorming
- 26. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Establish Goal Everyone Writes One Idea Per Sticky Note or Index Card Until Out of Ideas Everyone Describes Their Best Idea Group Ideas Silent Voting
- 28. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com C o n s t r u c t i v e f e e d b a c k Perfection Game Protocol
- 30. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com P e r f e c t i o n G a m e P r o t o c o l Get into Groups of 3 Now Lets Try it Out
- 32. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com CHANGE STARTS WITH YOU! USE WHAT YOU LEARNED HERE BE CURIOUS & LISTEN DESIRE TO IMPROVE
- 33. @_AprilJefferson @GerryKirkCuriousAgility.blogspot.com Q U E S T I O N S & F E E D B A C K Any Questions? Please Rate Session from 1 to 5 on Sticky 1 (Needs Work) to 5 (Awesome) If not a 5 include suggestion Put Sticky Note on Door
Editor's Notes
- #2: Gerry: Keeping Time, Managing Music, April & Gerry: Taking Photos, Moving Kanban
- #4: Impacts shared from audience and documented on a flip chart and we share impacts that may be missed.
- #5: Blame is viral contagious Contaminating to individual and orgs Quickly creating a culture of blame that was not intended or desired Discourages feedback Cripples learning Builds workforce of follows Stifles innovation Focus on what does not matter instead of fixing what does Time energy money invested in temporary solution
- #6: LEARNING OBJECTIVES Understand impacts of blame Be able to identify blame Understand blame is a complex problem with unclear solutions Be able to identify characteristics of a healthy low blame environment Leave with multiple techniques & tools to address blame in the work environment that Improve Listening Increases Safety Accelerate Learning
- #9: WHO DID IT MINDSET Fear responsibility Not actively listening Guarded and hurt quickly Fear of doing something to fix it despite belief you have a solution
- #10: HOW TO MINDSET Problems not about people but people inside of systems Listens and is empathic Understands People Make Mistakes Desires Cooperation, Collaboration, and Partnership Trusts and Accepts Solution Focused
- #11: What would you see, notice, and or feel in a low blame environment.
- #13: Individuals write one thought per sticky note
- #14: Best idea shared and like ideas grouped per table
- #15: Each table names groups then silently votes on 2 groups what goal to focus on
- #16: Tables share characteristics of a low blame healthy environment and we share anything they may have missed such as . . . Morale High Trust and Respect of Team Members Empowered Team Members Collaborative Conversations Collaborative Solutions Pairing Accountability Quickly Coming to Agreements Solution Focused Norm is How to Fix It NOT Who Did It
- #17: How do we cultivate a low blame environment?
- #21: Are you curious now about techniques to help you increase safety, be human centered, and be system focused?
- #23: Closed questions generate yes or no answers Open questions start with why, how Brain based questions get at what people think or do Heart and soul based questions get at how people feel, there mindsets and values Problem and past oriented questions focus on what has happened and outcomes Future and solution oriented questions inquire about what could be possible in the future or what has worked
- #24: Here are examples of powerful questions
- #25: From conversation I had with a colleague this week
- #28: Real example of lean coffee
- #30: You did this earlier when brainstorming about healthy environments