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…)
The principles of retro-engineered learning are simple. The facilitator or team coach helps the old hand explain the history of the team, in terms of its original and evolving purpose, the key decisions and choices that had to be made, and the thinking behind those decisions and choices. And so on until the present day. (more…)
Thinking, Fast and Slow is a book written by Daniel Kahneman which concerns a few major questions: how do we make decisions? And in what ways do we make decisions poorly? The book covers three areas of Daniel Kahneman’s research: cognitive biases, prospect theory, and happiness. Kahneman defines two systems of the mind. System 1: (more…)
Courage is something that everybody wants – an attribute of good character that makes us worthy of respect. From the cowardly lion in The Wizard of Oz who finds the courage to face the witch, to David battling Goliath, to Star Wars or Harry Potter, we are raised on a diet of heroic and inspirational (more…)
The concept of stretch-exploit-coast (for North Americans, Coast = Freewheel) is a simple but highly effective way of assessing what someone’s current job gives them. When we start a new role, we are usually in high “positive stretch” mode – there is a lot to learn, and we relish the excitement and challenge. (“Negative stretch” (more…)
Teamwork is much easier to coordinate when everyone is clear about the three levels of Purpose, Goals and Tasks. Purpose acts as a compass, proving a broad general direction for the team’s work. Goals are like waypoints on the journey — achievements that take the team towards delivering its purpose. Tasks are the steps taken (more…)
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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