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Archive for March, 2011

How many times have you adjourned one of your meetings or presentations wondering, what did they think? Did they get it? Do they still have questions? Are they with me?

In my last post, I discussed the forming, storming, norming and performing phases of group dynamics, with the promise of discussing the final phase of adjourning, in this post.

I have attended many meetings and presentations where “Questions/Next Steps” is the last slide before adjourning. I suppose this is helpful for the clarifiers and implementers among us, but it doesn’t always lead to a good understanding of the group’s mood or commitment to taking the next steps. If you want to know what stuck and where a group might be stuck, I’ve found a more direct approach to be useful.

On my agendas, I often carve out significant time for adjourning to ask group members to share their answers to two or three specific questions. I choose from the following options:

  • What did you like?
  • What did you learn?
  • What concerns do you still have? (And put them in a form of a “How to…?”problem to solve.)
  • What do you personally commit to the effort?
  • What action will you take in the next 24 hours?
  • What part of the meeting gave you the most energy?
  • What possibilities do you see coming out of this meeting?

If you don’t know the group well, it takes confidence to ask some of these questions. It might catch the group a bit off guard since they aren’t used to sharing “what they liked” about a presentation. But I can’t tell you how much I’ve learned from these questions, and how many times I’ve seen everyone leave feeling more positive and upbeat about the time we spent together.

I’m sure there are more good questions to ask, and I would love to hear some suggestions from you.

But first, what did you like about this post? What did you learn? And what concerns do you still have? (Put in the form of a “How to…?” problem to solve.)

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One of the most useful insights I gained in my studies of creativity and facilitation training was a model of group dynamics that says all groups go through the same four phases: Forming, Storming, Norming and Performing. Now, different groups may linger longer in one phase or another. And, it’s not always linear; that is to say you might go from Storming to Norming to Performing and then back to Storming. Some groups—and we’ve all been in them—actually abort before ever getting to the Performing phase.

This insight has helped me better cope within any group, of which I’ve been a part. It allows me to not be so discomforted by my confusion during my group’s Forming phase. I’m not as dispirited by the bickering that may occur in the Storming phase. I don’t get quite as bored by the Norming phase. And because I have a name for it, I become exhilarated in the Performing phase.

The mindfulness of these phases gives me both hope and direction to get through any rough patches my group might experience. It gives me clues for how to move on. For example, I make sure there is plenty of time for the Clarifiers in the Forming phase. The sooner they use their clarifying questions to help the group understand why it’s there, the faster the group can move onto the next phase.

A Storming phase might suggest time needed to examine the facts and sort out those assumptions masquerading as fact. It might suggest a listening exercise to make sure everyone heard what was said and understands what was meant (not always the same thing). Then make sure everyone agrees on the implications.

A Norming phase, where structure has been established and participants know the group rules, will often cry out for some divergent exercises to help people accelerate their thinking in new and innovative areas.

A team in the Performing phase needs to be vigilant in maintaining its creative culture. It requires the resources to sustain its efforts. And it should take a breath every now and then to celebrate the magic.

Back on January 21st of this year, I wrote about George Land’s Transformational Theory, in which he posits that every living organism (he would include a group as a living organism) travels the S-curve as complexity grows over time. That theory is consistent with the four-phase construct I just described: the bottom dip of the “S” representing the Forming and Storming phases; the first break point representing the Norming phase; and the Performing phase represented by the ascent up the S-curve. (click for more on the  Transformation Theory)

The S-curve also includes a fifth phase, which may take the form of either starting a new S-curve for new growth, or becoming obsolete and going away. The professor who taught me the four phases of group dynamics included a fifth phase for that construct, which she called Adjourning.

I believe this “add-on” phase is so important that I will stop here and discuss Adjourning in my next post.

In the meantime, if you have other insights to add about group dynamics, I would appreciate learning from you.

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Who doesn’t want to be the expert? It means you know all the answers, earns you respect, moves you up the organization chart, increases your demand and makes you more money.

It doesn’t necessarily make you a good innovator, though.

In fact, an expert’s very identity is based on knowing the answers. Experts draw upon their years of experience. They seek out and promote best practices. They use their creativity to adapt and improve within the existing paradigm. They reduce risk and minimize change.

Experts are extremely valuable—until an innovative competitor creates a new product or service, making yours obsolete.

So how do innovators do it? An innovator’s mantra is don’t let what you already know get in the way of what is possible. Innovators aren’t ruled by the rules. Assumptions can’t masquerade as fact. Innovators look at the status quo with fresh eyes, imagine an ideal new reality and create a plan to get there. They accept some risk in order to change the game.

Here are a couple of exercises to engage your innovative thinking:

  • Ask, what would you love to see happen for your business if there were no obstacles in your way? What would your clients or customers love to see happen with your business if there were no obstacles in your way?
  • Once you know where you could go, try looking at your work through fresh eyes. Journal about every detail of your product or service as if you are an alien. Take photos like you’re a tourist. Collect materials like you are an anthropologist. Use your fresh eyes observations to bubble up new insights that might drive innovation.
  • Brainstorm everything you “know” about as many aspects of your business as you can. What has to happen for you to be successful? What do your customers expect from you? What processes are required? Who are your allies and who is your competition?
  • Then ask, if this weren’t true, then what could we do?

But then, I’m no expert. What ideas do you have for driving innovation?

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There are many people who I admire—smart, funny, talented, generous people. Then there are people who align those winning traits with a strong set of moral values and act to create something brilliant. These people inspire me.

And, I’m a bit surprised to say that social media is the reason I come to write about this topic.

I began to see the power of social media to enable such inspiration when my nephew Elliot posted on Facebook that he had a birthday coming up, and if anyone was planning on giving him a gift, he would love for that gift be a donation to a charity he chose. He suggested an amount, a dollar for every year he had lived, but was grateful for any amount. He set a modest goal, which he blew past immediately. He announced a new goal. Then another. Then another. He must be a popular guy with people who like to exceed goals because he raised a lot of money from people who never intended to buy him a birthday present. Brilliant. Elliot blogs at http://goodworkpeople.com.

Another example first came to me in the form of a viral video called The Money Tree. It showed what happens when you tape 100 $1-bills to a tree on a busy city sidewalk, each bill with a life-affirming note to take one. It’s beautiful. Check it out at http://www.­boingboing.­net/­2010/­09/­08/­what-­happens-­when-­yo-­3.­html.

This is the work of Amy Krouse Rosenthal. She blogs at WBEZ in Chicago. http://www.wbez.org/blogs/mission-amy-kr and is a brilliant filmmaker and writer who inspires “connection, reflection, and creativity.” She has a mission for her followers (of which I’m one) every week. Often she asks for participation from her followers (sadly, I’ve yet to participate) from which she makes beautiful art. For the last three years (8/8/08, 9/9/09, 10/10/10) she’s invited anyone and everyone to meet her at the Bean in Chicago’s Millennium Park for an evening of “missions.” If you like life celebrations, check out her films chronicling these moving experiences.

A third example, I just found out about yesterday. Carlo Garcia has a site called Living Philanthropic: livingphilanthropic.tumblr.com. He has committed to contributing to and featuring a non-profit organization on his blog and through his tweets every day for a year, hoping that his followers will respond to the cause and also donate. I’m sorry I didn’t find him until day 314 when he featured Changing World’s, one of my clients. So far, Carlo has donated $3,753 to his featured organizations and his followers have reported donating another $9,915. Another brilliant idea.

Elliot, I know. I don’t know Amy or Carlo. Yet I have a pretty good idea of who they are. They inspire me, and perhaps elicit a bit of jealousy. But I’m glad they’re here. They give me a compelling reason to participate in social media rather than merely curse it as another distraction.

I also know, this is just the tip of the iceberg. If you have other examples like this, I would appreciate knowing about them. I would like to spread the brilliance. If you are inspired by Elliot, Amy or Carlo, spread their brilliance. These are the lights that need to shine.

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