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Liberating Structure Day 1 Slides

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Liberating Structure Day 1 Slides

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Liberating Structure Day 1 Slides

  1. 1. LIBERATING STRUCTURES STOP UNPRODUCTIVE MEETINGS, START PRODUCING DRAMATICALLY BETTER RESULTS
  2. 2. IMPROMPTU NETWORKING Rapidly share challenges and expectations, building new connections as we go.
  3. 3. What challenges do you face in your meetings? How do you know when a meeting is going south? What do you hope to give to and get from this workshop?
  4. 4. STEPS + TIMING: 1. Find a partner :: Share for 4 minutes 2. Find another strangely attractive partner :: 4 minutes sharing 3. One final dosey-doe with a new partner :: 4 minutes sharing
  5. 5. What challenges do you face in your meetings? How do you know when a meeting is going south? What do you hope to give to and get from this workshop?
  6. 6. 1-2-4-ALL Progressively build toward productive contributions from everyone
  7. 7. MINIMUM SPECIFICATIONS Specify only the absolute must do’s & must not do’s for achieving a purpose
  8. 8. Compose a list of everything you must do and must not do for a meeting to achieve productive endpoints.
  9. 9. STEPS + TIMING: 1. Alone, respond to prompt :: 1 minute 2. In pairs, share your “To Do” list :: 2 minutes 3. Find another pair, in quartets synthesize a combined list of MIN SPECS :: 4 minutes
  10. 10. Can you violate this requirement and still achieve your purpose? If “yes”, cross it off your list. It is NOT a Min Spec.
  11. 11. PURPOSE :: MIN SPECS v Find what is absolutely essential for success v Open up space for new possibilities v Reduce front line frustration v Focus or redirect resources and energies where they will make a difference
  12. 12. A DIP INTO THEORY What are LS and what difference do they make?
  13. 13. INCLUDE AND UNLEASH EVERYONE IN SHAPING THE FUTURE TOGETHER
  14. 14. This is NOT a certification course v You first experience should be enough to get started v You will decide how to achieve mastery personally v LS take a braver-than-usual step, yet are embarrassingly simple and subtle v Practice makes perfect
  15. 15. “LIBERATING STRUCTURES ARE SMALL WISDOMS IN COMMUNICATION." Dr. Yoko Kawamura describing how she "translates" when introducing LS in Japan.
  16. 16. PRESENTATIONS
  17. 17. MANAGED DISCUSSION
  18. 18. OPEN CONVERSATION
  19. 19. STATUS REPORTS
  20. 20. BRAINSTORMING
  21. 21. MICROSTRUCTURES: Always present, yet often overlook
  22. 22. MAKE AN INVITATION
  23. 23. DISTRIBUTE PARTICIPATION
  24. 24. CONFIGURE GROUPS
  25. 25. ARRANGE SPACE
  26. 26. SEQUENCE AND ALLOCATE TIME
  27. 27. Micro- Organizing Design Elements GroupsSpace Time Participation Invitation
  28. 28. Presentation Listen to me talk Not until the end. One to many Presenter at front, audience fixed. I talk for as long as I want.
  29. 29. Open Conversation Respond as you see fit Anyone can try to jump in One big undivided group In a room, usually seated around a table Introduce topic, then free-for-all
  30. 30. Why stop using conventional structures? Too Tight v Over-controlled v Too uniform v Only a select few engaged in shaping direction Too Loose v Under-controlled v Too unstable v Too random to shape direction
  31. 31. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions
  32. 32. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down
  33. 33. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down Strategies are developed to produce buy-in and overcome immunity to change
  34. 34. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down Strategies are developed to produce buy-in and overcome immunity to change Frontline workers are expected to implement solutions, regardless of what reality dictates.
  35. 35. LIBERATING STRUCTURES DISTRIBUTE FREEDOM AND RESPONSIBILITY MORE WIDELY 1. Simple, Expert-less 2. Results-focused 3. Rapid cycling 4. Seriously fun 5. Inclusive 6. Multi-scale 7. Self-spreading 8. Modular
  36. 36. APPRECIATIVE INTERVIEW Discover and build on the root causes, attributes and activities of success
  37. 37. A few hints for Appreciative Interviews: 1. Sit face-to-face and knee-to-knee for the interview 2. Ask about the context (When, Where, Who, How) 3. DO NOT share your own experience 4. Collect details of the journey (Status quo, barriers, action, reversals, powerful discoveries) 5. Try to find a moment that sums up the drama and the deeper meaning
  38. 38. 9 WHY’S Make the purpose of your work together clear
  39. 39. A few hints for 9 Whys: When you have the story outlined, ask… Why is your contribution to this story important to you? First answer, “_______….” Hmmm, why is that important to you? Second answer, “_______….” OK, if your dream came true last night, what would be different today?
  40. 40. A few hints for 9 Whys: Keep asking, “Why… why… why… until you make a discovery about your partner’s bedrock purpose Actively listen, digging deeper and deeper Record a brief statement of our partner’s purpose
  41. 41. Share a story of a time when you were responsible for, or helped design, a meeting/gathering/ coming-together that had least a few breathtakingly awesome moments
  42. 42. STEPS + TIMING: 1. Alone, reflect on the story you want to tell : 1 minute 2. With a partner, share your story :: 5 minutes 3. Shift into asking Why questions ::: 4 minutes 4. Switch roles and repeat. Starting with an Appreciative Interview
  43. 43. Share a story of a time when you were responsible for, or helped design, a meeting/gathering/ coming-together that had least a few breathtakingly awesome moments
  44. 44. 1.  A personal touchstone for you as an individual 2.  Fundamentally justifies the existence of your work to the outside world A powerful purpose attracts participation and has two essential attributes.
  45. 45. PURPOSE :: APPRECIATIVE INTERVIEWS + 9 WHYS Build positive energy & momentum Create an exciting purposeful and positive narrative for your community Discover root causes of your success
  46. 46. PURPOSE :: APPRECIATIVE INTERVIEWS + 9 WHYS Discover what is truly important to group members Generate clear answers can help you move forward together with more velocity Provide a basis for progressive evaluation
  47. 47. FLUID ADJUSTMENT BREAK 10 MINUTES.
  48. 48. LIQUID COURAGE An exorcism of ritualized complaints
  49. 49. In regards to your meetings, complete the following sentences: IF ONLY…
  50. 50. In regards to your meetings, complete the following sentences: THEY MAKE ME…
  51. 51. In regards to your meetings, complete the following sentences: I HAVE TO…
  52. 52. In regards to your meetings, complete the following sentences: …AND THAT’S JUST THE WAY IT IS.
  53. 53. TRIZ Stop counterproductive activities and behaviors to make space for innovation
  54. 54. What could you do to reliably guarantee… People’s bodies are present, but their minds are absent during meetings?
  55. 55. STEPS + TIMING: 1. Alone, respond to prompt : 1 minute 2. In pairs, share your list and go wild :: 2 minutes 3. Form a quartet, what more could you do ::: 4 minutes
  56. 56. What could you do to reliably guarantee… People’s bodies are present, but their minds are absent during meetings?
  57. 57. Is there anything you do in current meetings that resemble items on your list? Be unforgiving.
  58. 58. How are you going to STOP it? What is your first move? (Be as concrete as you can)
  59. 59. What triggers this behavior? What competing commitments and assumptions may be holding you back? How do you know when you are falling into the behavior? What do you need from colleagues to extinguish the behavior forever?
  60. 60. STEPS: Invitations 1. How can you produce the worst possible result? 2. What are we doing today that resembles those behaviors? 3. How do we stop doing those behaviors?
  61. 61. STEPS: Outcomes 1. Generate list of behaviors. 2. Confront current reality. 3. Commit to stopping.
  62. 62. 15% SOLUTIONS Discover and focus on what each person has the freedom and resources to do now
  63. 63. How will you exert your 15% to stop those behaviors? What first steps can you now take to enliven your meetings without needing any additional permission?
  64. 64. TROIKA CONSULTING Get practical and imaginative help from colleagues immediately
  65. 65. STEPS + TIMING: Form trio with 2 other people (the consultants) First person shares 15% solution : 2 mins
  66. 66. STEPS + TIMING: Consultants ask clarifying questions :: 1 min
  67. 67. STEPS + TIMING: Turn back on consultants. Listen to advice. :: 3 min
  68. 68. HINTS: Person receiving the consultation: take notes! Consultants: talk to each other. NOT to the person you are helping. Expand the solutions, reframe the challenge, go deep and skip around.
  69. 69. STEPS + TIMING: Switch to next person and repeat
  70. 70. CELEBRITY INTERVIEW Reconnect the experience of leaders and experts with the people closest to the challenges at hand
  71. 71. LUNCH 30 MINUTES
  72. 72.  MAX SPECS Complex rules and regulations give rise to simple and stupid behavior
  73. 73. MIN SPECS Simple, clear purpose and principles give rise to complex, intelligent behavior.
  74. 74. FLOCKING QUESTIONS Did patterns form without a leader or detailed instructions? How? In what way did the Min Specs both enable & constrain movement? What differences did you notice with & without a chief? What factors influenced the adoption and spread of innovations? What role did free will play?
  75. 75. USER EXPERIENCE FISHBOWL Share know-how gained from experience with a larger community
  76. 76. STEPS + TIMING: Form small circle within larger circle Invite inner circle conversation among 3-6 people with direct experience about the topic at hand Do NOT allow presentations! (inner circle members talk to each other, NOT the audience)
  77. 77. STEPS + TIMING: Start with a question (e.g., What is the good, the bad, and the ugly of your experience…? Stories are encouraged Invite outer satellite groups to ask questions after 10 minutes Invite exchange between inner & outer circles
  78. 78. What is the good, the bad, the ugly of your experience with LS? 1) What helped you take the leap? 2) What surprised you? 3) Did you seek permission?
  79. 79. Shannon Cole Myrtle Tim Tracy
  80. 80. HEARD, SEEN, RESPECTED Practice deeper listening and empathy with colleagues
  81. 81. Share a story of a time when you were NOT heard seen or respected in a meeting
  82. 82. STEPS + TIMING: In pairs, first person shares a story : 5 mins When listening, don’t try to fix anything. Only ask questions as needed What else… Go on… Tell me more…
  83. 83. STEPS + TIMING: Switch roles, repeat steps 1 and 2 Debrief in groups of 4 to 8 people. Use What, So What, Now What to reflect on the experience
  84. 84. SHIFT & SHARE Spread good ideas and make informal connections with innovators
  85. 85. STEPS + TIMING: Invite individuals to share short stories Bring artifacts to show what happened Divide the group into evenly sized learning pods Learning pods go to a station :: 9 minutes Rotate.
  86. 86. HINTS: Storytellers need to cut to the chase! ~7 mins for stories + 2 mins for questions Storytellers get multiple opportunities to refine or reinvent their story
  87. 87. A) Jeanne UW B) Tom – Coalescing a spiritual community C) Alex – Designing in half lives D) Magda – HR E) Lynda – Passing legislation in MT F) Jeff – Drawing Together
  88. 88. W3 DEBRIEF Together, look back on progress and decide what adjustments are needed
  89. 89. CONVERSATION CAFE Make sense of a complex, difficult, or painful situation and lay the ground for being able to move on
  90. 90. STEPS + TIMING: Form groups of 6 3 rounds : ~5 mins each Go around the circle, using the talking object to indicate who has the floor
  91. 91. What have you noticed about LS?
  92. 92. So what? What are the implications of LS for you personally?
  93. 93. Now what? What actions will you take next? What do you need from the remainder of the workshop to continue making progress?
  94. 94. Tomorrow: Start: 930am End: 330pm

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