Unpacking Tension

ACTIVITY

It is activity time once again. This time we will begin to tackle the 'real life' workplace complexities in the arena of culture transformation.

This is your opportunity to begin to integrate your learning to date on opening systems. It is your opportunity to begin meaningful engagement that pushes past the workplace disabler of fear, through creating space for vulnerability. This may involve your own vulnerability. Pushing past the comfort zone, embracing the unknown and being ok with that.

Reflecting on the Case Study in your group for this activity is optional, as you will pick up the learning outcomes regardless. However, this activity provides the first formal opportunity for 'real life' HOW to, unpacking and as we know, collective genius is where it is at!

First let's introduce our CASE STUDY...

Follow this link to the Hub to find your CASE STUDY HERE or you can find this by logging into to your Hub Space, selecting 'Topics' on the left and finding HOW session 2.

Please don't hesitate to message your hosts through the hub if you have any issues or questions!

Keep it SIMPLE

Safety

Any change involving people requires the foundation of relationship. A key indicator of workplaces who have challenges with their culture, is a lack of trust. To rebuild this trust, establishing a trusting relationship in any change orientated partnerships is the foundational first step, no matter how big or small that process is. You will not gain 'real' insight into what is going on for your people from their perspective if there is issues with psychological safety (perceived threat - the CROC brain engaged).

The unpacking tension points exercise is a beginning step in 'keeping it real'. It also however, requires a platform of feeling safe to disclose. In organisations with closed systems, it may require consideration of a floor canvasing approach, formal contracting and unbiased positioning (e.g external contractor).

Insight

Understanding perspectives and context is everything when it comes to understanding any presenting organisational people related challenges. Once safety is established, start by seeking to understand. This requires an invested 'walking alongside approach', ensuring your people have support from the right lens of expertise and/or mandate to create meaningful change.

Finding out as much as you can, what is important, what is working well and the current challenges. Work with your people to gain insight from all perspectives, which provides the foundation for mapping out the plan forward.

Mapping out a plan

Tailoring a plan requires a focus on bringing together all the good work that is already going on in your organisation. This critical step of identifying where the tension points are and how to overcome these, as well as identifying and engaging opportunities to build on, is foundational to creating transformative culture change.

"One of our organisational values is Care, but some of our people have identified feeling bullied and unsupported." Identify, spotlight, talk about it. Name and unpack the tension point, find out what needs to change and create a meaningful pathway forward.

Note by the end of this course you will be fully equipped with our GROWTH Framework, a universal planning tool providing a step by step process for effective mapping for transformation change at any level. However for now, the challenge is to embrace vulnerability (letting go of controlled process, risking not knowing the outcome or how this is going to be achieved) and starting those conversations! Often less is more when it comes to process, as long as there is good process.

Put it into practice

Whether formal plans or vulnerability based conversations, follow through is critical to ensuring a culture of trust is built (and hopefulness for those organisations where culture challenges are eminent).

Learning

What do we know? What don't we know? What can we learn from each other and others? What formal learning requirements are there? Identify and address knowledge gaps.

Evaluation

How are we doing? Refocus on the goal. Do we need to adapt our strategy? Have our priorities shifted?

Much like mapping out at plan, reviewing this, preferably in a constant feedback loop, utilising informal and formal methods (more on these towards the end of the course), enables the agility required to create meaningful and sustainable change.

Note how safety is the opening space to approaching organisational development underpinned by SIMPLE.

In relation to the CASE STUDY...

Name the key stakeholders who you would need to organise a meeting (you can make up aspects that are not clear form the case study e.g roles etc) with the objective to engage in a process to unpack the tension points (see the 3 steps below). However, you must first ensure a space of psychological safety for all involved (including you!). Does this impact on who your stakeholder group might be? What are your key considerations? Are there other steps you might first need to take?

Note: In terms of addressing real life organisational tensions, it would be valuable to ensure stakeholder engagement 'cross systems' with a focus beyond leadership.

Unpacking Tension

ACTIVITY

Follow this link to the Hub to find your CASE STUDY HERE or you can find this by logging into to your Hub Space, selecting 'Topics' on the left and finding HOW session 2.

Please don't hesitate to message your hosts through the hub if you have any issues or questions!

Introducing our SIMPLE method

Keep it SIMPLE

Unpacking Tension Points

"The tension between professional development and workload demands"

1.

IDENTIFY

2.

SPOTLIGHT

3.

TALK ABOUT IT

"Talking about them (tension points) is one of the most powerful things you can do as it carves out a space to have those hard conversations."

Daniel Coyle
Author of CULTURE CODE

Note your reflections in the g.d HUB by
following the link below...

Unleashing the potential of people at work

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Unpacking Tension

ACTIVITY

Follow this link to the Hub to find your CASE STUDY HERE or you can find this by logging into to your Hub Space, selecting 'Topics' on the left and finding HOW session 2. Please don't hesitate to message your hosts through the hub if you have any issues or questions!

Introducing our SIMPLE method

Keep it SIMPLE

Unpacking Tension Points

"The tension between professional development and workload demands"

1.IDENTIFY

2. SPOTLIGHT

3. TALK ABOUT IT

"Talking about them (tension points) is one of the most powerful things you can do as it carves out a space to have those hard conversations."Daniel CoyleAuthor of CULTURE CODE

Note your reflections in the g.d HUB by following the link below...

Unleashing the potential of people at work

Click "Edit Contents" and start uploading your learning material.

Select a course first to display its contents.

No available contents for

Registro y Pago

Registro

Producto

There are no free, paid or coming soon courses in your school yet.Why don't you create one?

The school owner is working hard preparing the courses for you.

Oops, you haven't created any courses yet.

No blog posts found in your blog. Why don't you create one?

Follow this link to the Hub to find your CASE STUDY HERE or you can find this by logging into to your Hub Space, selecting 'Topics' on the left and finding HOW session 2.

Please don't hesitate to message your hosts through the hub if you have any issues or questions!

1.

IDENTIFY

2.

SPOTLIGHT

3.

TALK ABOUT IT

"Talking about them (tension points) is one of the most powerful things you can do as it carves out a space to have those hard conversations."

Daniel Coyle
Author of CULTURE CODE

Note your reflections in the g.d HUB by
following the link below...

There are no free, paid or coming soon courses in your school yet.
Why don't you create one?