by John Brooker | May 19, 2012 | Facilitate meetings, Tools
Yes! And… Creative Gorilla # 129 Need to make a demotivated team more positive…? “I rant, therefore I am.” Dennis Miller, Comedian Do you need to elicit issues safely? When you hold a meeting it can be important to let people discuss their work problems and frustrations. However, if a lot of people state their concerns to the whole group it can consume time and create a negative mood in the meeting. How can you effectively let people vent their frustrations and create a positive mood in the meeting, quickly? Here is a technique I have adapted from one called “Moan, Moan, Moan”. I call it the “Constructive Rant. “ I use it a great deal when I facilitate because it is enjoyable for participants and it works. Typically, I use it at the start of a meeting to create a “platform”, a starting point from which the group can move on. I have used it with group sizes from 5 to 90 and results have ranged from good to excellent. Without tempting fate, there is no down side that I have found, unless it rains. Instructions (This example is based on a team building session) 1. Pair people up (If you have an odd three people left over, it is still possible for them to do Constructive Rant, but you will need to allow extra time) and brief them as follows [I recommend you write a summary of this on a flipchart to make it easier to follow]: You are going to go for a walk Whilst you are walking, one of you will speak for three minutes...
by John Brooker | May 17, 2012 | Facilitate meetings, Tools
Yes! And… Creative Gorilla # 127 Need to influence transformation? Look for what’s working… “If some stupid fans don’t understand and appreciate such a gift they can go to hell.” Mohammed Al Fayed, ex -Fulham FC Owner on erecting the Michael Jackson statue What would you do next in this situation? You are facilitating a meeting with a team that is transforming how it provides its services. You ask the people to describe their preferred future when everything is working well. What will be happening? What will people be doing, saying, thinking, feeling etc? How will the processes and systems be operating? They do it. What happens next? Typically, the next step in organisations is to describe what is stopping the team from achieving the preferred future. They list what is wrong, things they have been discussing for ever that never seem to get resolved. People become dispirited and defensive as they sense people are blaming them or their department for what is wrong. The positive energy drains away and resistance to change develops. Friction occurs, or worse, apathy. Actions aren’t followed up. Is this recognisable to you? It’s noticeable in transformation programmes, especially when the initial euphoria has ebbed away. An alternative approach for creative leaders is to identify what is working. Where can we see clues that the preferred future is happening already, examples of good practice? The purpose is to encourage people to sense that much is going well and they can build on it. In the book, “Solutions Focus”, by Mark McKergow and Paul Z Jackson they refer to these clues / examples as “Counters”....
by John Brooker | Mar 6, 2012 | Facilitate meetings, Innovate
Creative Gorilla#66 A Haiku is a great way to consider and refine a challenge … “Waterfall roaring – though the sparrow sings unheard, still he keeps singing” James Kirkup ~ English poet Do you need to make a concise statement of a situation to help with challenge definition…? My wife gave me a beautiful a book of meditations called The Bridge of Stars, beautiful because the visual design and photographs are as much part of the book as the poetry. Reading the Haikus in the book reminded me that this Japanese poetry form is not just a great method of writing poetry but also a great creative technique when you want to define a challenge in a succinct way. I first learned about the Haiku on a creative writing class. It is a form of poetry in which you use 17 syllables in three lines, five – seven – five. Strictly speaking it was not invented until the 1890’s, adapted from the Hokku, the starting verse of much longer poems. A hundred years later I thought it would be a great way to have people redefine their challenge definition and so I experimented in my Open University residential courses. It worked very well. So I invited the students to consider their challenge situation (e.g. How can I motivate my team?) and reduce it down to 17 syllables. The power lies in the brevity and in the discipline of achieving the syllable structure. Brevity provides clarity and having to find words to match the number of syllables helps to give a subtly different perspective on your situation. As an example, I...
by John Brooker | Jan 18, 2012 | Facilitate meetings, Innovate
YES! AND… Facilitate. Innovate. Transform – Creative Gorilla # 18 You have to be a bit brave to innovate, but it is worth the risk… “It’s a different kind of scary.” Michael Neill World Class Coach Do you ever fail to put forward an idea because of the risk of rejection? Next week (by the time you read this it will be over), I am piloting a new course, “Teeming with Llamas”, using llamas to help people understand team working. I have planned it, rehearsed it and invited along a group of friends that I know will provide honest and contructive feedback. Even so, I am nervous that it may go wrong. What has that to do with creative leadership? Simply, for innovation to happen it requires a number of factors, one of which is to be able to face risks. In the book, “How to Start a Creative Revolution at Work“, by Dave Allen et al, the authors call this “Bravery”. I hesitate to use that term in my case but, using the llamas for context, let’s take a look at what they call: “The five steps to creative bravery”. (I have adapted a few points for brevity). Step 1: Face your fear ~ go your own way and discuss your fears. One of my fears was that people would think using llamas to develop learning would be a ridiculous idea. Indeed, I did get a few wry grins from people I discussed it with. But I got sufficient positive feedback to give it a try. Step 2: Know your comfort zone. I knew that I would put...
