Facilitation Essentials Going Deeper Facilitation Provocation and Awareness

Facilitation Essentials Going Deeper: Facilitation, Provocation and Awareness Tools to Deepen Your Role as an Innovation Catalyst © 2014 Choice. Point Consulting

Workshop Outcomes n n n To understand practice core facilitation skills that make it easier to work effectively with groups To understand how to presence an emerging future possibility To understand how and when to provoke in service of that possibility © 2014 Choice. Point Consulting

Facilitation Defined n n n To make easy To move forward To enable the group to: n n n Fully contribute Arrive at a great story Experience commitment to teams and decisions © 2014 Choice. Point Consulting

Core Distinction: Process vs. Content Good facilitators know the difference between the content of a meeting and the meeting process. Are most problems with meetings content or process related? © 2014 Choice. Point Consulting

Flow: The Essence of Facilitation Awareness of Others Awareness of the Field Self Awareness FLOW © 2014 Choice. Point Consulting

Flow n Flow is a mental and emotional state of operation in which the team is fully immersed in what they are doing, characterized by a feeling of energized focus, full involvement, and success in the process of the activity. © 2014 Choice. Point Consulting

Pathways to Flow Matching task to skill set n The more a challenge requires us to employ our best skills, the more likely we are to be absorbed in flow Finding work we love n We align what we’re best at doing with what engages us and also what fits our sense of meaning and purpose. Fully absorbed concentration n The stronger the concentration we bring to a task, the more likely we are to drop into flow while doing it. Full focus in an inner dimension The better our ability to pay attention to what we choose and ignore distractions, the stronger our concentration. Mindfulness to strengthen the muscle of attention n from Daniel Goleman: How to Achieve a Flow State, 11/13 © 2014 Choice. Point Consulting

“Presencing” The Blind Spot of Facilitation Adapted from Otto Scharmer, Presencing Institute © 2014 Choice. Point Consulting

Core Practice Basic Facilitation Strategy: Go Broad then Focus Narrowly (Open, Narrow, Close) © 2014 Choice. Point Consulting

Lasting Agreements Collaboration is built on a series of lasting agreements. 1. Make an Advocacy “I’d like to suggest we hold back from new action items for the first half of our meeting, until after lunch, so that we can understand the root causes for some of our Production problems…” 2. Test for Understanding “Is my proposal clear to everyone? ” 3. Check for Agreement “Is there anyone who could not agree to defer new Action Items and solutions until this afternoon? ” © 2014 Choice. Point Consulting 10

Stages of Group Discussions In a team project session or any idea-generation meeting, people engage in three mental processes, divergent thinking (open), evaluative thinking (narrow) and convergent thinking (close). Facilitative Leaders assist teams by facilitating agreements in each phase and helping participants focus on the same thought process at the same time. OPEN NARROW CLOSE Generate Ideas Decide &/or Focus Evaluate & Categorize Adapted from Straus, David “How to Make Collaboration Work”, 2002. © 2014 Choice. Point Consulting 11

Tools for Collaboration n OPEN n n n NARROW Brainstorm Open-Ended Questions Checkerboard What Others Have Done Clarify © 2014 Choice. Point Consulting n n n n Adapted from Straus, David “How to Make Collaboration Work”, 2002 and * Suzanne Pellican, Intuit. CLOSE n n Build up / Eliminate Negative Poll Both/And Commitment Check Eliminate Identicals Criteria Checkerboard Target Criteria* Impact/Effort Matrix N/3 What I Like About Advocate 12

Tools for Collaboration Process Phase: Open Tool: Brainstorming Example: “Let’s see how many new ideas we can come up with. There are no bad ideas, so let’s just list everything. ” “Why don’t we shoot for a minimum of 25 ideas in the next 20 minutes. ” Purpose: n To encourage divergent thinking n To generate creative ideas © 2014 Choice. Point Consulting 13

Tools for Collaboration Tool: Open-Ended Questions Process Phase: Open Example: “How does it feel to be faced with this issue? ” “How is this situation impacting us? ” “What’s really at stake here? ” Purpose: n To help a group start thinking about a complex issue n To model inquiring into assumptions and mental models © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Open Tool: Checkerboard Specific things to say or do: “OK, you have said that there are three basic kinds of media available: TV, radio and newspapers. And you have three important age groups you are trying to reach: teenagers, young couples and over 65. Let’s examine all the possibilities. How could you reach teenagers using TV? …using radio? …using newspapers? …etc. ? When to use this tool: n To provide a structure for the group to consider several factors at one time. n To set up a series of brainstorming. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Open Tool: What others have done Specific things to say or do: “Anybody know what other cities have done about this problem? What are the existing models? ” “Why don’t we try listing all the solutions presently available and see if we get any new ideas. ” When to use this tool: n To identify other successes from which you can draw. © 2014 Choice. Point Consulting

Tools for Collaboration Tool: Clarify Process Phase: Open Example: “I’ll read our list of ideas … stop me if you don’t understand the idea … this is about understanding only … we’ll do some critical evaluation later. ” “If you need clarification we’ll check with the ‘author’ of the idea. ” Purpose: n To ensure common understanding so as to build later agreements © 2014 Choice. Point Consulting 17

Tools for Collaboration Tool: Eliminate Identicals Process Phase: Narrow Example: “Let’s look over our list … are any of these ideas saying essentially the same thing? ” Purpose: n To narrow the number of ideas under consideration © 2014 Choice. Point Consulting 18

Tools for Collaboration Process Phase: Narrow Tool: Criteria checkerboard Specific things to say or do: “Let’s agree on three major success criteria for a successful solution. ” “Now let’s draw a matrix and list our alternatives on one axis and the criteria on the other axis. Remember, this is only a way of analyzing the alternatives. The alternative which scores highest is not necessarily the ‘best’ solution. Now, let’s take a straw vote. Does this alternative meet that criterion - yes or now? OK? Let’s begin: the first criterion is ‘easy to test’. How many of you think alternative A is easy to test? …How many think alternative B is easy to test? …etc. ” When to use this tool: n When you need a systematic way to compare alternatives using key criteria. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow Tool: Target Criteria Specific things to say or do: “Let’s agree whether the ideas generated will produce incremental change or be a ‘game changer. ’ “Now let’s draw 3 concentric circles. In the smaller circle, ‘the bulls eye’, we’ll write ‘game changer’ In the circle that is further out, let’s write incremental. Now let’s put the ideas generated in the appropriate circle. When to use this tool: n When you need a way to weigh the relative value of each idea regarding it’s impact on innovation and change. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow Tool: Impact/Effort Matrix Example: “Let’s assess the overall impact these ideas will have versus the effort required to make them happen. ” Draw matrix. Vertical line, intersected half way by a horizontal line. The vertical line represents impact, the horizontal effort. Purpose: n To assess both the impact and effort of the ideas generated n To look for ideas with maximum effort and minimum effort. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow Tool: Rank Order (N/3) Specific things to say or do: “Let’s try rank ordering to see how much agreement there is. There are 12 solutions, so each of you should vote for the four alternatives you like the best. OK, how many for alternative A? …How many for alternative B? …etc. ” When to use this tool: n n To test the degree of alignment around a creative idea and/or solution. To make sense or provide order to a random set of alternatives. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow Tool: What I like about it Specific things to say or do: “I would suggest that in evaluating each other’s ideas you say what you like about the idea first before you voice your concerns or dislikes. Not only does it build a more supportive climate here but it also forces you to look at the positive aspects which are contained in most ideas. ” When to use this tool: n n To allow group members to influence each other, supporting their favorite ideas/options. Often useful prior to prioritizing or decision making. © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow Tool: Advocate Example: “Is there any one or two items here, someone wants to advocate for? Please let us know why this is important to you? ” “Even though, some items got a low vote on N/3, are there items with a low vote that someone strongly feels needs to be included? ” Purpose: n To give the minority viewpoint a chance to be heard n To create space for the “Margaret Mead” to influence the group © 2014 Choice. Point Consulting

Tools for Collaboration Tool: Build Up/Eliminate Process Phase: Close Example: “Juan, you seem to have a strong reservation about this proposal. What could we add or take away that would alleviate your concern? ” “How might we combine elements of both proposals to build a better solution? ” Purpose: n To break an impasse between two parties n To create more acceptable solutions by eliminating the objectives to or building on the strengths of an option © 2014 Choice. Point Consulting 25

Tools for Collaboration Process Phase: Close Tool: Negative Poll Example: “It’s important that we all feel good about the solution. Are any of these ideas totally unacceptable to anyone? ” “Chris has stated that Option B would alienate her team; any objections to eliminating B? ” Purpose: n The group seems to need some sense of forward movement n The group seems ready to drop some ideas so as to focus © 2014 Choice. Point Consulting 26

Tools for Collaboration Tool: Both/And Process Phase: Close Example: “Let’s step back for a moment. Do we truly need to chose between these two options? Is there a way to implement both? ” Purpose: n To legitimize all ideas that have been proposed n To avoid group polarization n To avoid either/or thinking © 2014 Choice. Point Consulting 27

Tools for Collaboration Tool: Commitment Check Process Phase: Close Example: “Then N/3 identified these 3 elements of a solution. Who might be unwilling to support this solution going forward? Is there anyone who would be unable to assist with implementation” Purpose: n To ensure buy-in n To avoid malicious compliance © 2014 Choice. Point Consulting 28

Facilitation Practice #1 Challenges Facing Our Organization Desired Outcome n Reach agreement on 3 -5 key challenges facing our organization Instructions n Conduct a team session using the agenda provided by your instructor © 2014 Choice. Point Consulting 29

Core Practice Facilitation & Provocation Adapted from Wendy Castleman, Innovation Catalysts, Intuit © 2014 Choice. Point Consulting

Provocation (When & How) n n n Calling out the obvious and pulling out the unique Identifying the Unspoken Assumptions Restating and Reframing Interpreting and Inserting your perspective Addressing Common Challenges: n n n Falling in love with the solution Internally-Centric Mindset Not going uncomfortably narrow (aka solving for everyone) © 2014 Choice. Point Consulting

Provocation Always ask for permission up front. Get clarification ahead of time on what your role is. © 2014 Choice. Point Consulting

Provocation Process Phase: Open This is not the time to challenge the obvious… Instead, this is a great time to inspire and reframe. Try inspiring using Analogous Solutions, Analogous Experiences & Extreme Users Also, try questionstorming © 2014 Choice. Point Consulting

Provocation in the Open Phase OPEN Bringing in Outside Thinkers Let’s bring in some other folks to brainstorm with us. Who has a different perspective than we do? Analogies/Extreme Inspiration What is an analogous situation to this one? (Go have the experience) Give Examples of Extreme What if we ……. . Remove/Add a Constraint What if money was no object? What if there were no time constraints? What’s already out there Who else does this? How do people do this now? Suggest a Challenge What are other ways that we could ‘capture this information’ that would be more unique? © 2014 Choice. Point Consulting

Tools for Collaboration Process Phase: Narrow This is the time to challenge the obvious…and to call out unspoken assumptions © 2014 Choice. Point Consulting

Tools for Provocation Process Phase: Narrow Tool: Remove the obvious and point out the unique Example: “Are any of these ideas is obvious or incremental? Let’s take those off so we can focus on the unique and interesting ideas ” “Is this idea really innovative and new? How is this different than the current way? ” Purpose: n To get teams beyond the obvious ideas n To minimize the influence of risk-aversion © 2014 Choice. Point Consulting

Tools for Provocation Process Phase: Close Tool: Calling out an Internally-Centric Choice Example: “How is the customer better off with this choice? ” “I see what would be good about that for us, but what would be good about that… for the customer? ” Purpose: n To make sure that the focus of the team is on the customer benefit, not too Internally-Centric n To ensure that choices that teams proceed with are customer-back © 2014 Choice. Point Consulting 37

Tools for Provocation Tool: Calling out Solving for Everyone Process Phase: Close Example: “Is this choice trying to solve for everyone, or for a specific type of customer? ” “Who would this not solve for? ” Purpose: n To make sure that the team has a narrow focus that helps them make decisions and learn quickly n To increase the likelihood of delighting a customer with a solution that is perfect for them © 2014 Choice. Point Consulting 38

Tools for Provocation Tool: Calling out Similar Choices Process Phase: Close Example: “All of these choices seem similar to one another. Are they really different? How? ” “Did we miss a really unique choice when we were narrowing? ” Purpose: n To help teams avoid falling in love with their ideas, not the problem n To ensure that choices are really different from one another, so the team can maximize learning © 2014 Choice. Point Consulting 39

Escalating Provocation in Narrowing Narrow Push Back Let’s wait on narrowing based on our implementation constraints until after we’ve narrowed based on the most innovative ideas. Suggest a Challenge Can we take this idea up a notch to make it a little more unique? Hyper-Provocative Narrowing Criteria Which of these ideas might get you fired? Provide a Specific Opportunity Since we’re looking for innovative ideas, let’s remove the ideas that are incremental or “just do” © 2014 Choice. Point Consulting

Escalating Levels of Provocation Close Take a Stand This just doesn’t seem awesome. If you aren’t trying to push beyond the obvious, I should step away… Push Back This one seems too obvious to me. What’s the unique insight that’s driving it? Point Out/ Inquire If Is XXXX too obvious? Is this something that any office might do? © 2014 Choice. Point Consulting

Core Practice Understand Manage Personal Triggers © 2014 Choice. Point Consulting

What is emotional intelligence? “The. ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. ” Peter Salovey and John D. Mayer © 2014 Choice. Point Consulting

Emotional Intelligence 5 Components Definition Hallmarks Self-Awareness The ability to recognize and understand your moods, emotions, and drives, as well as their affect on others § § § Self-Regulation The ability to control or redirect disruptive impulses or moods § Trustworthiness and integrity § Comfort with ambiguity § Openness to change Self-confidence Realistic self-assessment Self-deprecating sense of humor The propensity to suspend judgment – to think before acting Motivation A passion to work for reasons that go beyond money or status § § § Strong drive to achieve Optimism, even in the face of failure Organizational commitment A propensity to pursue goals with energy and persistence Empathy The ability to understand the emotional makeup of people § Expertise in building and retaining talent § Cross-cultural sensitivity § Service to clients and customers Skill in treating people according to their emotional reactions Social Skill © 2012 Consulting © 2014 Choice. Point Consulting Proficiency in managing relationships and building networks ability to find common ground and build rapport § Effectiveness in leading change § Persuasiveness § Expertise in leading and building teams . An Adapted from Daniel Goleman

The Triune Brain © 2014 Choice. Point Consulting

How Derailment Happens § The brain has a tendency to filter and reformat perceptions according to old mental images and cognitive habits. § It unconsciously replicates behavioral patterns from the past § It causes you to attract yourself to people and situations to reinforce and recreate emotional scenarios from your past § Without awareness, old and unchecked emotional and behavioral habits of survival flood the brain § Your actions are then no longer strategic or conscious but emerge from the emotional flood of old, unconscious patterns © 2014 Choice. Point Consulting

RECEIVE INFORMATION RESPOND UNCONSCIOUSLY MORPH FUTURE PATTERNS AND INFORMATION HARD-WIRE HABIT-PATTERNS THE HABITS-TO-VALUES SHIFT © 2014 Choice. Point Consulting Unconscious Facilitation INTERPRET ON BASIS OF PAST CONDITIONING (cognitive & emotional habits)

Tackling Unconscious Facilitation n A large part of you operates unconsciously as a leader n Old and established behavioral patterns sabotage the intent of your rational mind n Many of these patterns may no longer be appropriate or may be out-of-date n Often we justify and rationalize these as our ‘values’ which complete the hard-wiring in our brain. n First step: Awareness of these old patterns and responses n Awareness creates the space to slow down the automatic emotional and behavioral responses © 2014 Choice. Point Consulting

Identifying Feelings: Triggers Definition A trigger is an external event that evokes an instantaneous, negative emotional response A trigger is an actual behavior not just our interpretation A trigger is a ‘hot button’, a place of great sensitivity; as if there were a response waiting to be stimulated Adapted from the work of Robert Gass, Ph. D © 2014 Choice. Point Consulting

Identifying Feelings: Triggers Definition (detailed) n Our triggers are very personal - what triggers us may not trigger someone else at all n Our triggers may be slight, or we may be triggered by something we deeply believe to be wrong n Personal or cultural © 2014 Choice. Point Consulting

Being Triggered: The Signs n n Physical sensations: body tension, clenched fists, upset stomach… n Emotional outbursts n Talking really, really fast Difficulty in paying attention, spacing out, falling asleep n Feeling sorry for yourself n Feeling victimized n Not breathing n Judgmental or blaming thoughts Obsessively repeating thought patterns Internally (or externally) arguing points, justifying yourself © 2014 Choice. Point Consulting

What to do when triggered Step 1 Name it Step 2 Create space appropriately - don’t act when triggered Step 3 Shift state by: breathing, connecting to purpose, moving energy through exercise, self humor Step 4 Respond to situation Adapted from the work of Robert Gass, Ph. D © 2014 Choice. Point Consulting

Why this works: Neuroplasticity n What we think, do and pay attention to changes the structure and function of our brains. © 2014 Choice. Point Consulting

The Power of Attention n “Between stimulus and response, there is a space. In that space lies our freedom and our power to choose our response. In our response lies our growth and our happiness. ” © 2014 Choice. Point Consulting

Mind the Gap © 2014 Choice. Point Consulting

What to do when triggered © 2014 Choice. Point Consulting

Training the Quality of Attention n. MINDFULNESS: “Paying attention in a particular way: on purpose, in the present moment and nonjudgementally. ” – Jon Kabbat-Zinn n. Improving our ability to regulate AND RELAX our attention can significantly impact how we respond to emotions…. © 2014 Choice. Point Consulting

Core Practice Facilitative Behaviors: Preventions and Interventions © 2014 Choice. Point Consulting

Definition Facilitative Behaviors are actions anyone can take to make sessions run effectively Preventions: Facilitative Behaviors done before or during the session to prevent the session from getting off track (re: content or process). Interventions: Facilitative Behaviors done during the session to help people get back on track (re: content or process) David Straus and Michael Doyle, How to Make Meetings Work © 2014 Choice. Point Consulting

Preventions n At the beginning of a session get agreement on: n Desired Outcomes n Agenda n Roles n Decision-Making Method n Guidelines/Groundrules Adapted from Straus and Doyle, How to Make Meetings Work © 2014 Choice. Point Consulting 60

Preventions (continued) n During a session n Make a suggestion on how the group could proceed (a process suggestion) n Get agreement on how the group will proceed (a process agreement) n Educate the group (process commercials) n Ask open-ended questions to generate participation n Request that people reserve judgment Adapted from Straus and Doyle, How to Make Meetings Work © 2014 Choice. Point Consulting 61

Interventions n Boomerang n Maintain/Regain Focus n Ask/Say What’s going on n Enforce process agreements n Accept/Legitimize/Deal With or Defer n Use body language n Use humor n © 2014 Choice. Point Consulting Adapted from Straus and Doyle, How to Make Meetings Work

Leveraging the Strategic Moment 3 Key Questions Where Are We? 1 © 2014 Choice. Point Consulting How Do We Move Forward? 3 Where Do We Want To Go? 2 Adapted from How to Make Meetings Work, by David Straus

Escalating Levels of Intervention Basic Approach: n n n Start with the most subtle and least threatening intervention. If behavior continues, gradually escalate the interventions. Gives people an opportunity to let go of difficult behaviors gracefully Adapted from the work of David Straus and Interactions Associates © 2014 Choice. Point Consulting 64

Escalating Levels of Intervention HIGH LEVEL INTERVENTIONS CONFRONT - BEFORE THE WHOLE GROUP CONFRONT - ON A BREAK TOUCH AND TALK DIRECTLY ASK - “What do you think? ” WALK BY THEM, MAKE EYE CONTACT WALK HALFWAY STAND UP MAKE EYE CONTACT LOW LEVEL INTERVENTIONS Adapted from the work of David Straus and Interactions Associates © 2014 Choice. Point Consulting 65

Creating and Balancing Form and Void What it is: Creating form is actively providing session participants with a framework or approach to managing themselves and moving toward achieving their desired outcome. Creating void means literally stepping back and allowing open space in the room both verbally and physically. Why it’s important One of the goals of a group facilitator is to enable the group to take responsibility for its own behavior and its own results. Being able to effectively balance form and void is critical to facilitate a group towards a desired outcome and responsibility for that outcome. Adapted from the work of David Straus and Interactions Associates © 2014 Choice. Point Consulting 66

Creating and Balancing Form and Void Strategic questions for determining the appropriate balance n n n How can I best help focus the cognitive energy of the group? How can I best build and maintain the physical energy of the group? How can I limit emotional and physical drain? Form Void Adapted from the work of David Straus and Interactions Associates © 2014 Choice. Point Consulting 67

Core Practice Setting Meetings Up for Success © 2014 Choice. Point Consulting 68

Key Session Functions Participation Contributing ideas and suggestions; presenting information; discussing the issues, inquiring and advocating Flow Management Guiding the session through the agenda; keeping the group focused and on the task; encouraging participation; making sure everyone is working on the same thing, in the same way, at the same time Information Management Keeping a record of what is said; organizing information; keeping track of information, agreements and actions Decision Making Providing selection criteria and setting constraints; collaborating to make decisions, making the final decision © 2014 Choice. Point Consulting

The Importance of Sessions Organizations are facing extraordinary challenges Organizational renewal is essential Incremental change isn’t enough Sessions are the ‘home room’ of high performance teams Sessions are a microcosm of the larger organization’s culture Sessions are a key lever for change © 2014 Choice. Point Consulting 70

Planning Sessions: Flowchart Purpose Topics Attendees Context Assessment Environmental Scan Desired Outcomes Stakeholder Analysis Roles Room Configuration Decision-Making Method Build Detailed Agenda © 2014 Choice. Point Consulting 71

Possible Roles in Sessions n n n n Leader Participant Facilitator Invited Expert Note Taker Time Keeper Outside Observer Gatekeeper of Norms © 2014 Choice. Point Consulting 72

Operating Agreements to Consider Limit Selection to 7 -10 key agreements: 1. Test assumptions and inferences. 9. Jointly design ways to test 2. Share all relevant information. 3. Focus on interests, not positions. 10. 4. Be specific – use examples. 11. 5. Agree on what important words mean. 6. Explain the reasons behind one’s statements, questions, and actions. 7. Disagree openly with any member of the group. 8. Make statements, then invite questions and comments. © 2014 Choice. Point Consulting 12. 13. 14. 15. agreements and solutions. Keep the discussion focused. Do not take cheap shots or otherwise distract the group. All members are expected to participate in all phases of the process. Exchange relevant information with non-group members. Make decisions by consensus. Do self-critiques. From Roger Schwarz, The Skilled Facilitator 73

Planning Sessions: Checklist To create a successful session, make sure you set up the meeting effectively by taking into account: q What is your purpose? Have you thought it through? q Who needs to attend and what are their roles? q Who are stakeholders that need to be informed? q Did you distribute an agenda? If not, do so. q Did you reserve the room and equipment? q Have you created any necessary materials? q Did you arrive early to check the room for any surprises? q Have you planned thoroughly? Be positive, this planning ensures great results. Adapted from How to Run a Better Business Meeting: A Reference Guide for Managers by the 3 M Meeting Management Team, © 1987 Mc. Graw Hill. © 2014 Choice. Point Consulting 74

Desired Outcomes Statements A Desired Outcome is what your session aims to achieve, the expected result. A Desired Outcome statement answers the question: “What will we walk out of the session with? ” Two Kinds of Outcomes Products n n What They Look Like Lists Plans Decisions Agreements Knowledge n n Awareness of … so that … Understanding of …. so that … Brief, written statements Specific and measurable From the perspective of the participant Nouns not verbs © 2014 Choice. Point Consulting 75

Desired Outcome Statements Examples: By the end of this session we want to have: n Agreement on key problems with current invoicing systems and a list of recommended solutions. n A decision and action plan on how to reduce spending by 10% n An understanding of the revised work schedule so that we ensure full coverage on the shift this week. © 2014 Choice. Point Consulting 76

Stakeholders n n Who are you stakeholders What are their core ‘interests’ (needs, concerns, etc…) © 2014 Choice. Point Consulting

Stakeholder Analysis n What it is: n A stakeholder is any person who is n Responsible for the final decision n Is likely to be affected by the outcome n Is in a position to prevent a decision from being implemented © 2014 Choice. Point Consulting

Stakeholder Analysis n Why it is important: n Individual values, interests and politics are involved when attempting to make change, improvements, etc… n Stakeholder analysis creates an understanding of the larger context of the issue while dealing with people’s concerns and serving their needs n © 2014 Choice. Point Consulting Adapted from David Straus, How to Make Meetings Work

Stakeholder Analysis n How to Conduct a Stakeholder Analysis n List final decision makers n List people who have the power to assist or block a decision n For each person or group, identify what success, that is, the ‘win’ might be (identify their core ‘interests’ n © 2014 Choice. Point Consulting Adapted from David Straus, How to Make Meetings Work

Core Practice Working with Creative Tension © 2014 Choice. Point Consulting

Structural Tension or Creative Tension Current Reality Learning Gap -- Creative Tension -- © 2014 Choice. Point Consulting Desired Future State

Creative Tension 2 Orientations/ Strategies “Push” off of “Pull” (Reactive) (Generative) © 2014 Choice. Point Consulting

Reactive Stances: Two “Strategies” n Conflict Manipulation n n Focus on dire consequences Over-emphasis on Current Reality Fixate on Challenges Willpower Manipulation n “Goosing into Action” Over-riding emotions Over-stretching © 2014 Choice. Point Consulting

Creative Tension vs. Psychological Tension My Approach to Leadership Gap Desired Future State Current Reality “Tool” = Mastery of Creative/ Structural Tension vs. Falling Prey to Psychological Tension over Gap My Life, Family, Etc © 2014 Choice. Point Consulting

Reactive-Responsive to Creative Reactive-Responsive orientation - your life is determined by the circumstances - either outer or inner. Orientation to the Creative - the outer and inner circumstances become part of current reality; the determining factor is in what you choose to create. Outer circumstances: n How much time you have n How noisy the kids are n What your living situation is Inner circumstances: n your mood n your feelings n your energy level The power in life is in what you choose. © 2014 Choice. Point Consulting

Core Practice Mindfulness & Creativity © 2014 Choice. Point Consulting

Introduction to Mindfulness 1. Moment to moment awareness without judgment 2. Paying attention in a particular way - on purpose, in the present moment, and non judgmentally 3. Self-regulation of attention on immediate experiences that is characterized by openness, curiosity and acceptance 4. The active maximizing of the breath and clarity of awareness. It is the behavior of moving and sharpening the focus of awareness within the field of consciousness © 2014 Choice. Point Consulting

Focus 47% of waking hours are spent thinking about what is not currently taking place. A wandering mind is an unhappy mind. M. A. Killingworth & Daniel. T. Gilbert Science, 11/12/2010 © 2014 Choice. Point Consulting

Researchers found a tremendous impact of focused-attention (mindfulness) and open-monitoring meditation (observing without judging) on creativity • Promotes divergent thinking • Reduces cognitive rigidity Institute for Psychological Research and Leiden Institute for Brain and Cognition of Leiden University in the Netherlands THE JUDGE © 2014 Choice. Point Consulting THE MUSE

Core Practice Presencing: Accessing the Field © 2014 Choice. Point Consulting

What is the field? © 2014 Choice. Point Consulting

Shifting the Inner Place From Where We Operate n “The success of our actions as changemakers does not depend on what we do or how we do it but from the inner place from where we operate” © 2014 Choice. Point Consulting

Attention n “We cannot transform the behavior of systems unless we transform the quality of attention that people apply to their actions within the system” © 2014 Choice. Point Consulting

3 Movements of Change Act swiftly in the flow © 2014 Choice. Point Consulting

Levels of Listening © 2014 Choice. Point Consulting

Theory U © 2014 Choice. Point Consulting

Connecting with the Field n …”By emptying oneself of one’s smaller, individual mind and by losing the individual’s intense self consciousness, we are able to tap into this larger, more creative, universal mind. ” – Professor Kenneth Kraft, Zen Scholar, Leigh University © 2014 Choice. Point Consulting

Resources Fisher & Ury -- Getting To Yes George, Bill – True North Goleman, Daniel -- Working with Emotional Intelligence Goleman, Daniel – Focus: The Hidden Power of Attention Kelley, David & Thomas – Creative Confidence: Unleashing the Creative Potential Within All of Us Senge, Peter -- The Fifth Discipline Scharmer, Otto – Theory U: Leading from the Future as It Emerges Schwarz, Roger – The Skilled Facilitator Straus, David -- How to Make Meetings Work Straus, David -- How to Make Collaboration Work © 2014 Choice. Point Consulting