What it is: The Diversity Awareness Ladder is a tool, created by David Clutterbuck, to help both clients and practitioners understand and work with their stereotypes and implicit biases about people, who they perceive as different from themselves. It has also been used widely in the context of general diversity education. How does it work? (more…)
Foul-up factors (FUF’s) are the gremlins that bedevil every complex system. A simple way to explore FUFs is to draw a schematic model of the key business processes. (The principle can be used at every level from organisational and functional to project management or individual service tasks.) In many healthcare organisations, the system has three (more…)
The questionnaire How Effective Are your Team Meetings? provides a useful resource for assessing how effective (or not) your team meetings really are. Score each statement from 5 (this describes our meetings accurately) to 1 (they are not like this at all). The results within a team may show significant differences. Sharing these with the team (more…)
One of the biggest criticisms of agile methodology is that it is very difficult to transfer from a project team environment to teams engaged in “business as usual” (BAU). In the latter, there is no definable end to the process. Instead of experimenting and making continuous improvements, in pursuit of frequently changing priorities, stable team (more…)
Read More The Principles of BEAU Teams: Agile processes for stable teams
An Experiment Register is a document that allows an individual or team to take a planned approach to continuous change. The register consists of the following seven elements: The number of experiments at one time depends on capacity to attend to them. When addressing the same issue or opportunity with different experiments, you may choose (more…)
Innovation Risk Define the problem Why is this an issue? What are the benefits of tackling it? What are the benefits of not tackling it? Who are the stakeholders? How would each stakeholder group define the problem? Why do we need to deal with this now? Define the boundaries Is this part of a larger (more…)
One of the most frequent areas of confusion is the around Accreditation (or Credentialing for the ICF). All 3 main governing bodies have different requirements, processes and standards which continue to evolve as the coaching market does but for now, I am only focusing on the main 2 bodies our coaches are linked with – (more…)
Read More EMCC & ICF Accreditation and Credentialing Information:
Giving feedback is a key skill in coaching, mentoring and leadership. Not surprisingly, there are several models for how to do this. Among them: STAR-A stands for: Situation/Task – Clarify the situation or task – what should have happened. A: Action – Give details about what you or another person did R: Result – Describe...
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People tell lies – mostly white ones – a lot of the time. It’s an instinctive social skill that helps build social cohesion and cooperation. But two kinds of lying can be particularly problematic. One is when the client is consciously or unconsciously lying to themselves, to avoid facing up to a difficult “truth” or...
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Effective coaching and mentoring sessions frequently take the conversation into unexpected areas. Seeing things from a different perspective or reflecting on a question that challenges assumptions opens up issues that – usually more complex and deeper than the presented issue – that the learner needs to explore. If these new issues or topics arise towards...
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Read More What to do if a coaching or mentoring session runs out of time