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Mary Parker Follett: Overlooked OP Precursor?

September 17, 2023
Article, Culture change, Mary Parker Follett, Organisational effectiveness, Organisational Therapy, Psychology
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Mary Parker Follett: Overlooked OP Precursor?

Who Was Mary Parker Follett?

Mary Parker Follett, a management theorist who lived between 1868 and 1933, made groundbreaking contributions to our understanding of human relations, organisational structure, and conflict resolution. While other luminaries like Frederick Taylor and Max Weber often overshadow her, her work remains an important cornerstone in organisational studies.

What Did Follett Believe?

Follett’s work emphasised the human aspects of management. She promoted concepts like “power-with” rather than “power-over” and touted the significance of “group mind” or collective consciousness. For her, organisations thrived when their members shared power and collectively contributed to solutions. Her ideas laid a strong foundation for understanding the dynamics that occur within a group, a foundation that has influenced the field of organisational psychotherapy.

How Does Follett’s Work Relate to Organisational Psychotherapy?

The core tenets of Follett’s philosophy, such as collective consciousness and the collaborative model of power, overlap significantly with organisational psychotherapy. Both approaches focus on the importance of understanding the deep-seated beliefs, assumptions, and behaviours that form the bedrock of an organisation. Like Follett, organisational psychotherapy also believes in delving into the collective unconscious of an organisation to bring about systemic change.

Why Is the Group Mind Important?

In the language of organisational psychotherapy, Follett’s notion of a “group mind” would translate into the collective unconscious. This is an aggregate of shared assumptions, beliefs, and practices that shape the culture and functioning of an organisation. Recognising and addressing these aspects can significantly influence an organisation’s ability to change, adapt, and grow.

How Did Follett Anticipate Systems Thinking?

Before the term “systems thinking” became mainstream, Mary Parker Follett was already sowing its seeds. Her perception of the organisation as an interconnected web of relationships aligns perfectly with the modern understanding of systems thinking. She recognised that an organisation was not merely a collection of disparate parts but a complex system where every action had a ripple effect. Her focus on collaboration and “group mind” naturally extended to a holistic view of organisational dynamics, underscoring the interdependence of individual and collective actions. It’s clear that her work prefigured key aspects of systems thinking, making her an intellectual precursor to this influential modern discipline. Follett’s early insights offer valuable lessons for organisational psychotherapy, which also employs systems thinking to address the underlying issues affecting an organisation.

What Can We Learn from Follett Today?

Mary Parker Follett’s work, despite being a century old, offers a rich vein of ideas that organisations can tap into for modern problem-solving. For instance, her concept of “integrative conflict resolution” aligns with organisational psychotherapy’s goal to solve systemic issues by surfacing and addressing shared assumptions and beliefs.

The Next Step: An Explicit Invitation

Are you interested in exploring your organisation’s collective unconscious? Delving into your shared assumptions and beliefs? Your next step might be to consult an organisational psychotherapist. This is an explicit invitation to leverage Mary Parker Follett’s timeless wisdom for your organisation’s benefit.

Are Results Guaranteed?

While it’s impractical to guarantee outcomes in organisational change, the synergy between Follett’s philosophy and organisational psychotherapy provides a strong framework for effective transformation. By focusing on the collective aspects that shape behaviour and culture, you’re far more likely to achieve meaningful, lasting change.

Your Move

Mary Parker Follett offers us time-tested wisdom that aligns seamlessly with the objectives of organisational psychotherapy. If you’re looking to explore these ideas further, consulting an organisational psychotherapist might be your next best step. The choice is yours, but this is your invitation to take action.

Summary

Mary Parker Follett may not be as famous as some of her contemporaries, but her work remains profoundly relevant. It resonates strongly with the principles of organisational psychotherapy, offering a holistic approach to organisational development focused on collective consciousness and collaboration. The fusion of Follett’s ideas with organisational psychotherapy provides an enriching path for any organisation willing to explore deeper layers of its culture and operation.

The Tough Reality of Making Lives More Wonderful

September 17, 2023
Advice sought, Antimatter principle, Article, Caring, Compassion, Nonviolent Communication, Psychology, Relationships, Therapy, Wonder
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The Tough Reality of Making Lives More Wonderful

Why is Helping People So Hard?

I’ve dedicated three decades to pursuing a vocation of helping people. Although the need for help is often evident, the willingness to accept it is far less common. This dissonance creates a nuanced and sometimes difficult environment in which to operate. The challenge lies not only in the provision of help but also in the varying levels of receptivity I encounter.

Why Don’t People Want Help?

On the surface, the equation should be simple: as a general rule, people have needs, and I support them in finding their own solutions. However, in my years of experience, I’ve found that most individuals aren’t actually seeking help, even when they could benefit from it. There’s a persistent gap between the need for assistance and the willingness to engage with it. This chasm often converts what should be a straightforward transaction into an intricate dance, requiring careful and compassionate relationship building.

What Keeps Them From Asking For Help?

The reluctance to seek help is a convoluted issue involving various emotional and psychological elements. Among these are:

  • Caution: A fundamental wariness often deters people from exposing their vulnerabilities. Opening up to someone else—especially a relative stranger—requires a leap of faith that many find daunting.
  • Pride: The ego can be a significant obstacle. Admitting the need for help can feel like admitting defeat or incompetence, and pride can get in the way of taking that step.
  • Shame: Some people feel that asking for help highlights their inadequacies and failures, making them less worthy in their eyes or the eyes of others.
  • Guilt: There’s often a sense that one should be able to manage on one’s own and that needing help is a sign of weakness or failure. This guilt can suppress the act of reaching out.
  • Fear: The fear of being judged or stigmatised for needing help can be paralysing. It can deter people from seeking assistance even when they genuinely require it.

Additionally, societal norms, which frequently penalise vulnerability and appearing “needy”, serve as another layer of hindrance. This creates an environment where needs go unexpressed, which, in turn, increases the complexity of helping. Helping then requires detective work, identifying hidden needs, and diplomace, navigating sensitive emotional terrains.

Why Can’t People Accept Help?

Even when the stars align and an offer of help coincides with a recognised need, the final hurdle of acceptance remains. The act of accepting help exposes vulnerabilities and can trigger fears of indebtedness or losing autonomy. As such, this step often presents its own unique set of challenges. It necessitates a nuanced understanding of individual psychologies and social dynamics, to ensure that well-intended aid is not just offered but also accepted. Those in the medical professions have long understood the gulf between capability and getting patients to follow treatment regimens (Adherence).

Even when a need is acknowledged and help is readily available, accepting that help is another obstacle entirely. The complexities associated with this final step are multilayered:

  • Exposure of Vulnerability: Accepting help usually necessitates revealing weaknesses or inadequacies, which many find deeply uncomfortable.
  • Fear of Indebtedness: Accepting someone’s assistance often comes with the implicit or explicit expectation of reciprocity, which can create pressure and stress.
  • Loss of Autonomy: Some fear that accepting help means ceding control, undermining their sense of independence or self-sufficiency.
  • Negative past experiences: Many people may have experienced being “helped” in the past, with associated negative experiences.

It’s worth noting that this struggle with acceptance is also common in fields like medicine. There, practitioners have long grappled with the difference between having the ability to treat a condition and getting patients to adhere to the necessary protocols.

Therefore, to ensure that help is both offered and accepted, a deep understanding of individual and group psychology and broader social dynamics is essential. It involves a balanced, nuanced approach that considers both the rational and emotional dimensions of human behaviour.

How Can We Adapt to These Challenges?

Over the years, I’ve realised that adaptability is key. Each person is a unique confluence of needs, fears, and social conditioning, requiring an equally unique approach. Employing a blend of empathy, patience, and non-judgment allows us to better navigate the various obstacles that arise in the helping process. This tailored approach aims to dismantle some of the barriers people erect, making it easier for them to both access and accept the help they need.

To sum up, helping people is far from easy, but the complexities make it all the more important. And the outcomes make it so worthwhile. The disconnect between needing and accepting help isn’t a shortcoming but rather a complex interplay of human factors that we must skillfully navigate. The challenges are significant but so too are the rewards for everyone involved.

Summary

Recently, I’ve found it useful to refine my focus within the broad panorama of “helping people.” After decades of navigating the complexities of human needs and resistance, I’ve refocussed my attention on “making lives more wonderful.” This compelling phrase, originally coined by Marshall Rosenberg in the context of Nonviolent Communication (NVC), succinctly conveys a more targeted, positive approach. It not only gels with my longstanding vocation but also addresses the crux of what most people truly desire, even if they can’t articulate it. By focusing on making lives more wonderful, I’m better prepared to handle the challenges that come with helping people. That makes my life more wonderful, too. And I could really use your help in that. 🙂

Why Not Managers?

September 10, 2023
Agility at Scale, Article, Business, Culture change, Fellowship, Management, Psychology, Quintessence, Toxic behaviours
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Why Not Managers?

The Managerial Role: Obsolete

Traditionally, managers serve as overseers, ensuring work flows smoothly and deadlines meet their marks. But in today’s business environments, we’re seeing a seismic shift. Teams are self-organising and making decisions independently. Why do we still need managers?

Do Teams Manage Themselves?

The answer seems to lean towards ‘yes’, teams can and do “manage” themselves. In settings where productivity is of the essence, the emphasis is on empowering teams to solve problems and innovate without having a managerial figure present, breathing down their necks. Collective ownership becomes the mantra, and everyone takes responsibility for the product’s success or failure.

What Happens to Accountability?

Contrary to popular belief, the absence of a traditional managerial role doesn’t mean accountability vanishes. In fact, team members often feel more accountable to each other than they might to a distant or toxic boss. Review processes become more meaningful, as peers understand the challenges and intricacies of the tasks at hand.

Is Decision-Making More Efficient?

The chain of command usually slows down decision-making. In a manager-less environment, teams arrive at decisions more quickly and can adapt to changes or unexpected challenges without having to wait for managerial approval. This can be especially vital in the fast-paced world of software development. See also: Auftragstaktik.

Does Quality Suffer?

One concern is that without a managerial figure to enforce standards, quality might slip. However, evidence suggests that the opposite happens. A sense of ownership and peer review often leads to a higher standard of work. Team members become each other’s quality control, leading to a more cohesive and well-executed end product. See also: Ensemble development.

What’s the Role of Leadership?

Leadership doesn’t evaporate in the absence of managers; it merely takes a different form. Leaders emerge naturally, guided by their expertise, communication skills, context, and the team’s respect. These leaders are often more in tune with the needs and dynamics of the team, making for a more harmonious and productive work environment.

Is This Model for Every Business?

The manager-less model isn’t just a passing fad in the software development world; it raises legitimate questions about the universal need for managers across all business types. While some argue that industries with stringent regulatory compliance or high-volume customer interactions need a managerial structure, this reasoning often serves as a convenient crutch rather than a real justification.

Firstly, regulatory compliance doesn’t inherently require a managerial role. Businesses can still adhere to laws and regulations through well-documented processes and collective responsibility. Teams can be educated and empowered to include regulators in the set of Folks That Matter™ and comply with rules without a manager acting as the gatekeeper.

Secondly, the idea that customer service businesses benefit from managerial roles is also questionable. Frontline employees are more likely to understand the intricacies and nuances of customer interactions than a removed managerial figure. Empowered teams often show better problem-solving capabilities, which is beneficial in handling complex customer concerns.

So, are managers necessary? The evidence increasingly points to ‘no’. Even outside the tech sector, rethinking the need for managers can lead to more agile, responsive, and accountable businesses.

So, Are Managers Redundant?

In the context of modern software development and certain types of businesses, managers are increasingly looking like relics of a past era. For businesses willing to take the leap, a manager-less structure offers more than just cost savings; it paves the way for innovation, efficiency, and a far more engaged workforce.

Further Reading

Zanini, M. (2021). Can we manage without managers? Retrieved on 9 September 2023 from https://www.michelezanini.com/can-we-manage-without-managers/
Zanini, M. (2014). Companies without managers better every metric. Retrieved on 9 September 2023 from https://www.cobrt-archive.com/archived-blog/2014/08/companies-without-managers-better-every-metric/

Are Managers Killing Their Golden Geese?

September 9, 2023
Antimatter principle, Article, Management, Organisational effectiveness, Product development, Psychology, Software Delivery, Software development, Toxic behaviours
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Are Managers Killing Their Golden Geese?

Cognitive Function Rules

Cognitive function encapsulates the mental processes needed for problem-solving, abstract thinking, and quick decision-making. In the realm of software development, high cognitive function is indispensable for understanding complex algorithms, creating efficient code, delivering quality, and solving intricate problems.

Why Does Cognitive Function Matter?

When cognitive function is at its peak, developers can perform their tasks not just quickly but also effectively. It enables them to come up with innovative solutions, debug issues proficiently, and contribute meaningfully to a project’s success.

How Do Managers Disrupt Cognitive Function?

Routine managerial practices like frequent check-ins, status reports, micromanagement, and unclear objectives can negatively impact a developer’s cognitive function. Added to this, loaded work schedules and harsh deadlines contribute to stress, which further degrades cognitive performance.

What About Toxic Behaviour?

Abusive and toxic conduct from managers goes beyond disrupting cognitive function. This behaviour often leads to severe emotional stress, causing long-term harm – including brain damage – that manifests as burnout, poor performance, and staff turnover.

What’s the Consequence?

When cognitive function suffers, the ripple effect is felt throughout the team and the organisation. There’s a decline in product quality, an increase in mistakes, and a noticeable lag in delivery timelines. In such a scenario, managers are essentially killing the very geese (developers) that lay the golden eggs (software).

Is There a Remedy?

Creating a more nurturing work environment can help. Managers might choose to adopt practices that allow for focused work, respect individual needs, and most importantly, eliminate toxic and abusive behaviours.

Will Change Happen?

The ball’s in the managers’ court. The cognitive well-being of their software developers—and by extension, the quality and success of their own wellbeing—depends on how they choose to adapt their management styles.

Brain Damage

September 9, 2023
Article, Nonviolence, Psychology, Toxic behaviours
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Brain Damage

What’s Workplace Abuse?

Workplace abuse includes a variety of behaviours that create a toxic environment. This can range from overt actions like bullying and harassment to more subtle forms such as undermining someone’s performance.

How Does It Affect the Brain?

Evidence shows workplace abuse has tangible effects on the brain. Chronic stress from a toxic workplace can lead to the release of stress hormones, which in turn can affect areas of the brain responsible for memory, decision-making, and emotional regulation.

Scans Prove It

MRI scans can reveal changes in brain structure and function in people who have experienced workplace abuse. Regions like the amygdala and the prefrontal cortex, responsible for emotional processing and executive functions respectively, show discernible alterations.

What’s the Real Cost?

Beyond the immediate mental health impact, brain changes due to workplace abuse can also lead to long-term issues like depression, anxiety disorders, and even a decline in cognitive functions.

How Do We Address It?

Addressing workplace abuse is essential not just for employee well-being but also for organisational health. Support systems, clear grievance mechanisms, and a zero-tolerance policy towards abuse can contribute to a healthier work environment.

Is Change Possible?

Absolutely. While brain changes from abuse are concerning, the brain also possesses a remarkable ability to adapt and heal. Supportive environments can facilitate this process, creating a positive feedback loop for both individuals and organisations.

Abuse at Work

September 8, 2023
Article, Culture change, Psychology, Toxic behaviours
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Abuse at Work

This topic is of close persoanl interest to me, having seen many occasions where people have been recipients (I refuse to label them victims) of abuse.And I’ve been a recipient myself, on occasion.

Is Management Blind to Abuse?

Workplace abuse doesn’t just harm employees’ morale; it affects health, engagement, and productivity too. Most would like to think that leaders take reports of abuse seriously, but research paints a different picture. In a series of studies, researchers found that those who reported being victims of abuse were largely seen by their managers as the perpetrators of abuse. Disturbingly, employees flagged for abusive behaviour escaped this perception only when they had a close relationship with the manager or were high-performing.

Are All Industries Equal?

To widen the lens, the researchers moved beyond a single organisation and analysed data from a variety of sectors. Be it office workers, mechanics, nurses, or plumbers, the pattern persisted. Across the board, leaders seemed to be biased when evaluating incidents of abuse in their teams. So it’s not just isolated to one sector or another; this is an organisational issue that invites attention.

Can Victims Also Be Perpetrators?

Of course, it’s helpful to consider the limitations of the research. Could it be that the victims were also perpetrators? To rule this out, the researchers conducted further experiments. Profiles of fictitious employees were assessed by participants, some of whom were victims and others who weren’t. Results showed that even when victims had done nothing wrong, they were still blamed for the mistreatment they endured.

Abuse Affects Performance Ratings

The researchers then extended their investigation to the impact of abuse on performance evaluations. Shockingly, victims were perceived as less competent compared to their non-abused counterparts, irrespective of their actual performance. This is cause for concern as performance ratings influence career progression and financial remuneration.

How Can Organisations Do Better?

Rather than defaulting to training programmes, organisations can make immediate changes by inviting senior people to become more self-aware and vigilant in their decision-making processes. This requires actively challenging pre-existing biases and assumptions when dealing with reports or signs of abuse. Peer reviews or collective decision-making can also be used to limit individual biases and make the evaluation process more transparent and fair.

It’s equally important to establish a culture where employees feel safe to report abuse without fear of reprisal or being labelled as troublemakers. Transparent policies and procedures related to abuse benefit from being clearly communicated and consistently enforced.

Ultimately, our findings indicate a troubling trend where managers often misattribute blame in cases of abuse. Tackling this means adopting a more critical and skilled approach to conflict management and promoting an organisational culture that doesn’t tolerate abuse.

 

Why Ask Questions?

September 8, 2023
Article, Psychology
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Why Ask Questions?

What’s the Socratic Method?

Before diving into modern psychology, let’s talk about Socrates, a trailblazer in the realm of questioning. The ancient Greek philosopher championed the Socratic Method, a form of dialogue centred around asking and answering questions. This wasn’t mere chit-chat; it was a robust way to stimulate critical thinking and illuminate ideas. So, what can Socrates teach us today about the psychology of asking questions? Quite a lot, as it turns out.

Is the Socratic Method merely an antiquated philosophy class topic? It’s a dialogue-based approach rooted in asking questions to stimulate critical thought, but does it still have relevance today? Could Socrates offer us in the modern world insights into the psychology behind asking questions?

Does Inquiry Affect Thinking?

When you ask a question, are you merely seeking information? Could it be that the very act of questioning alters the way your brain works? What happens to neural pathways and the connectivity between different brain regions when a question is asked?

Asking questions isn’t just a way to gather information; it’s a way to shape your cognitive processes. Questions stimulate neural pathways and promote connectivity between different regions of the brain. When you ask a question, you’re not just seeking an answer; you’re forging a framework for understanding.

Are All Questions Equal?

Not all questions are created equal. Open-ended questions, for example, invite deeper thought and more complex answers. Closed-ended questions often elicit a simple yes or no response. It’s not that one is better than the other, but their uses are different. Open-ended questions are generally more useful for encouraging dialogue, fostering understanding, and diving into the nitty-gritty of a subject.

What’s the Social Impact of Questions?

How oftend do questions serve as social connectors or even relationship builders? Conversely, can the wrong kind of question close doors and stifle communication between individuals?

Asking questions isn’t just a cognitive act; it’s also a social one. When you ask someone a question, you’re making a connection. Questions signal interest and engagement, and they can establish or deepen relationships. On the flip side, poorly framed or insensitive questions can damage relationships and close off lines of communication.

How to Master the Art of Questioning?

Is it enough to simply ask what comes to mind, or is there an art to formulating impactful questions? What role does context, subject matter, and audience play in this? Do effective question-askers also happen to be better listeners?

Anyone can ask a question, but crafting a genuinely impactful question takes skill. It involves understanding the context, the subject matter, and the person you’re communicating with. Good question-askers are often good listeners, attuned to the nuances of conversation and the needs of their interlocutors.

Where Do We Go from Here?

Questioning is a fundamental part of human interaction and cognitive development. From Socrates’ dialogues in ancient Athens to the psychological studies of today, the act of asking questions remains central to how we learn, how we relate, and how we grow. So, next time you’re in a conversation, whether casual or critical, remember the power that a well-placed question can wield.

The Folly of Training for Behaviour Change

September 4, 2023
Article, Culture change, Learning, Psychology, Training
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The Folly of Training for Behaviour Change

The Illusion of Training-Induced Change

Let’s start with a provocative statement: Training doesn’t change people; it only gives them options. There’s a widespread belief that sending staff on training courses is the magic key to fixing various performance or behavioural issues. But if you’re aiming to change people’s behaviours through training, you’re on to a loser before you even start.

The Gulf Between Teaching and Learning

Teaching and learning, though often used interchangeably, are not synonymous. Teaching implies the transfer of knowledge or skills from one person to another. Learning, however, is a more intricate process, deeply personal and emotionally charged. It involves not just the intake of information but the reshaping of perspectives, attitudes, and ultimately, behaviours.

People can be taught without learning a single thing. They’ll nod, take notes, even pass tests, but once they’re back in their familiar environments, it’s business as usual. Why? Because learning has only happened when behaviours have changed.

The Dynamics of Behaviour Change

Behaviour isn’t a switch you can flick on or off through an afternoon workshop. It’s a complex mosaic of habit, culture, context, motivation, and personal choice. Each person’s behaviour is influenced by a labyrinth of internal and external factors, which can’t be manoeuvred through PowerPoint slides and handouts.

The secret sauce in behaviour change is not teaching or training. It’s learning. And how does learning happen? Through curiosity—a deeply intrinsic motivator that spurs us to explore, challenge norms, and grow.

Radical Curiosity: The Gateway to Learning

If you’ve been chasing the mirage of training-induced change, redirect your energies towards fostering an environment that celebrates ‘Radical Curiosity‘. This is a step beyond the garden-variety curiosity that makes us click on an interesting headline. Radical Curiosity is the relentless pursuit of ‘why’ and ‘how’, the unquenchable thirst for knowledge that disrupts conventional wisdom.

When you are radically curious, you don’t just want to know what works; you want to understand why it works and how you can make it better. This is the sort of curiosity that can drive genuine learning and transformative behaviour change.

How to Cultivate Radical Curiosity

Here’s the million-dollar question: how do you instil Radical Curiosity in a team or an organisation? Here are some thoughts:

  1. Open Dialogue: Encourage questions and discussions that challenge the status quo.
  2. Safe Spaces: Create an environment where people feel secure enough to share radical thoughts without fear of ridicule or judgment.
  3. Encourage Exploration: Give people the freedom to explore new ideas, methods, and even make mistakes.
  4. Reflective Practice: Facilitate sessions where team members can reflect on what they’ve learned and how they can apply it to change their behaviours.

The Bottom Line

If you’re investing in training to change behaviour, you’re on shaky ground. The change you seek is rooted in the fertile soil of learning, nourished by the waters of Radical Curiosity. Replace your training programmes with initiatives that nurture curiosity, and watch how behaviours transform organically. That’s when you know learning has truly happened.

The Group Mind in Organisations: Understanding the Collective Psyche

August 20, 2023
Article, Culture change, Organisational Therapy, Psychology, Therapy
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The Group Mind in Organisations: Understanding the Collective Psyche

In the realm of psychology, Carl Jung introduced the notion of the collective unconscious, a reservoir of shared experiences and symbols universal to all of humanity. If we zoom into specific organisations, communities, or groups, we find a similar dynamic at play – what we can call the “group mind” or “collective psyche.” This phenomenon is increasingly recognised as a powerful force in shaping the dynamics, behaviors, and outcomes within organisational contexts.

What is the Group Mind or Collective Psyche?

In the simplest terms, the group mind or collective psyche refers to the shared beliefs, assumptions, attitudes, narratives, and perceptions that emerge in any cohesive group of people. While each individual in a group has personal feelings, beliefs, and thoughts, there’s a collective layer where shared experiences, beliefs, and assumptions converge.

Origins of the Group Mind

  1. Shared Experiences: Just as shared experiences bond individuals in close personal relationships, they also shape collective perspectives in groups. In the corporate world, these shared experiences might be company offsites, product successes (or failures), or collective reactions to management decisions.
  2. Cultural Assimilation: As new members join a group or organisation, they typically undergo a process of orientation, or assumilation, consciously or unconsciously adopting the established norms, assumptions and beliefs of that group.
  3. Leadership Influence: The beliefs, assumptions, and behavior of leaders often have a cascading effect on the collective mindset of their teams or organizations. The messaging, priorities, rxemplars, and behaviors set by leaders can contribute to the emergence of a shared outlook.

The Role of Organisational Psychotherapy

In the context of the group mind, organisational therapy serves as a structured intervention aiming to address and heal challenges within the collective psyche. This therapy:

  • Diagnoses Collective Health: Just as psychotherapy assesses an individual’s emotional well-being, organisational therapy invite self-diagnosis of the overall health of the group mind, and inviting surfacing of and reflection on areas of conflict, trauma, and dysfunction.
  • Offers Tailored Interventions: Based on identified issues, therapy might involve team-building exercises, facilitated discussions, or deeper therapeutic processes to address ingrained issues.
  • Promotes Realignment: If the collective psyche is serving the organisational poorly in terms of its objectives or goals, therapy aims to hold the spoace for those involved, to steer it in more helpful directions, fostering alignment and cohesion.

Why is it Important in Organisations?

  1. Influences Behaviour: The group mind affects how individuals within the organisation respond to situations. If the collective psyche values innovation, individuals might be more willing to take risks. Conversely, if the psyche is risk-averse, individuals might steer clear of experimental initiatives.
  2. Shapes Decision-making: The shared beliefs and assumptions in an organisation play a key role in how decisions are made. Example: a company with a collective belief in sustainability will naturally prioritise eco-friendly initiatives.
  3. Determines Organisational Health: The collective psyche can either promote a sense of unity and shared purpose or create discord. Understanding the group mind is essential for diagnosing organisational challenges and ensuring alignment.

Navigating the Collective Psyche

  1. Open Dialogue: Encourage conversations that bring underlying assumptions and beliefs to the surface. This can be achieved through regular team reflections, open forums, and facilitated group discussions.
  2. Leadership Role Modeling: Leaders might choose to be conscious of the beliefs and behaviors they’re promoting. Transparent leadership can positively influence the collective psyche.
  3. Diversity and Inclusion: Incorporate diverse perspectives to ensure that the group mind doesn’t become too insular or resistant to change. A diversity of views can lead to a more resilient and adaptable organisational culture.
  4. Continuous Learning: The group mind is dynamic. Regularly revisit and challenge the collective assumptions and beliefs. This can be achieved through dialogue, training, workshops, and exposure to external perspectives.
  5. Engage in Organisational Therapy: Recognising when to bring in expertise for structured therapeutic interventions can make all the difference in maintaining a healthy group mind.

Summary

The collective psyche or group mind is a potent factor in organizational dynamics. By understanding its origins, implications, and how it operates, and by harnessing tools like organizational (psycho)therapy, organizations can nurture its positive aspects and address challenges, ensuring a thriving, cohesive work environment.

Living It Large!

August 20, 2023
Article, Psychology, Quintessence
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Living It Large!

In the vibrant tapestry of human expression, there’s a phrase that resonates with many: “living it large.” To some, this may conjure images of lavish lifestyles, luxury cars, or opulent vacations. But beyond the superficial layer of materialism lies a deeper, more profound truth. “Living it large” is about tapping into the expansive potential within us, an invitation to embrace life fully and to express our inherent greatness.

The Infinite Landscape of Human Potential

Every person is born with a unique blend of talents, passions, and capabilities. History has shown us countless examples of individuals who pushed the boundaries of what was believed possible, whether in the arts, sciences, sports, or humanitarian causes. Think of prodigies like Mozart, trailblazers like Amelia Earhart, or innovators like Steve Jobs. Their stories inspire because they epitomise the concept of “living it large” in their respective domains.

Sadly, for most, this vast potential remains largely untapped. Our daily routines, societal expectations, and personal fears box us in, creating a life that’s more about survival than truly flourishing. Yet, beneath these layers, the spark of greatness waits.

Living It Large is a State of Being

At its core, “living it large” isn’t about showing off or accumulating wealth. It’s a state of being, a way of life. It’s about pursuing dreams with fervour, embracing challenges with open arms, and continually seeking growth.

When we allow ourselves to dream big, we open doors to opportunities and experiences that can enrich our lives in unimaginable ways. This can be as simple as taking up a new hobby, traveling to an unfamiliar destination, or as grand as changing lifestyles, career paths or starting a humanitarian initiative.

Embracing Full Expression

There’s a powerful realisation in acknowledging that we have one life and that it’s ours to shape. We owe it to ourselves to make it as vibrant, fulfilling, and expansive as possible. When we live large, we give ourselves permission to explore, to take risks, to love deeply, and to contribute meaningfully. TO MAKE A DIFFERENCE.

In “living it large,” we challenge the status quo. We step out of the shadows and into the limelight, not for applause but to inspire others to recognise and act on their own potential. By fully expressing ourselves, we create ripples in the fabric of society, inviting and challenging others to do the same.

Summary

“Living it large” is about celebrating life in all its glory. It’s about understanding that our potential is like the vastness of the universe, deep and boundless. While we may never know its full depth, we owe it to ourselves to dive in, explore, and marvel at its beauty. So, let’s not limit ourselves with self-imposed boundaries. Let’s dream, let’s aspire, let’s live – and in doing so, let ‘s live it large!

And as we conclude this reflection, we’re left with a penetrating question: What are you doing about living it large?

Further Reading

Seligman, M. E. P. (2011). Flourish: A visionary new understanding of happiness and well-being. Atria Books.

In “Flourish,” Prof. Seligman, a pioneer in the field of positive psychology, expands beyond his earlier work on authentic happiness. He introduces the PERMA model, which identifies five essential elements that contribute to human well-being: Positive Emotion, Engagement, Relationships, Meaning, and Achievement. This work underscores the importance of understanding human flourishing in broader terms than mere happiness.

The Human Element

August 15, 2023
ABC, Agility at Scale, Article, Culture change, Psychology
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The Human Element

In today’s world of rapid technological evolution and market fluctuations, achieving agility at scale has become a prime objective for many organisations. Conventionally, discussions around “agility” gravitate towards processes, technical practices, and organisational structures. However, could it be that we’re missing the crux of the issue? What if the true secret to achieving agility at scale isn’t about the technicalities or structures at all, but rather, psychology and group dynamics?

The Human Element

Every organisation is made up of people. These people, with their diverse backgrounds, experiences, motivations, and fears, come together to form a collective entity. The interplay of these psychological factors and group dynamics becomes the pulse of the organisation.

When we talk about agility, we’re essentially discussing adaptability – the capability to change course quickly in response to new information, challenges, or opportunities. This adaptability isn’t derived from tools or processes; it’s nurtured by the collective mindset of the organisation’s members.

Key Psychological and Group Dynamics Factors

  1. Group Norms and Culture: The implicit rules, assumptions and beliefs that guide behaviour in a group can either promote or hinder collaboration. Most often, especially in big companies, such shared assumptions and beliefs hinder. A culture that values inclusivity, respect, and mutual support will likely facilitate better collaborative outcomes.
  2. Trust: One of the foundational pillars of agility is trust. In an environment where team members trust each other, the flow of information is more fluid. People are more willing to share bad news early or provide candid feedback, which aids quick course correction.
  3. Safety to Fail: Agility thrives in environments where individuals are not penalised for making mistakes, but rather encouraged to learn from them. The psychology of safe environments promotes experimentation, innovation, and risk-taking – all critical for agility.
  4. Shared Vision and Purpose: When a group has a shared vision and understands the ‘why’ behind their actions, decision-making is streamlined. A shared purpose psychologically aligns individuals, inviting them to be more proactive and collaborative.
  5. Open Communication: The flow of information and feedback loops are crucial for agility. When team members feel they can communicate openly, without fear of repercussion, they are more likely to address issues promptly, paving the way for adaptive responses.
  6. Inclusion and Diversity: A diverse team brings in multiple perspectives. The varied viewpoints and cognitive approaches play a crucial role in ensuring that the team doesn’t become myopic and can adapt to a wide array of challenges.

So, Why Do We Often Overlook The Human Element?

Organisational structures and technical practices are tangible. They can be drawn on charts, implemented through software, or outlined in manuals. It’s easy to gravitate towards what’s tangible and measurable. Psychological factors and group dynamics, on the other hand, are less tangible, making them harder to define, see, measure, and manage.

Moreover, investing in the ‘soft’ aspects of organisational culture doesn’t always show immediate ROI. It requires patience, consistent effort, and commitment.

And most initiatives to deliver Agility at Scale are facilitated by left-brained engineering and software folks whose understanding of people, psychology, and group dynamics is, to be charitable, limited.

The Way Forward

While it’s essential to have effective technical practices and suitable organisational structures in place, we might choose to recognise that they are but tools in the hands of people. For an organisation to achieve true agility at scale, it must prioritise the psychological well-being and leverage healthy group dynamics among its members.

I invite you to shift your focus from the tangible to the intangible, from the external to the internal. Only by understanding and nurturing the human elements can organisations unlock unprecedented levels of agility, innovation, and success.

The ABC Difference

ABC (Agility for Big Companies) takes this message to heart. Implementing ABC means paying attention first and foremost to the psychology and groups dynamics of the organisation. From this foundation, effective technical practices and suitable organisational structures emerge. ABC avoids having the tail wag the Agility at Scale dog.

Leaders’ Inconsistencies

August 9, 2023
Antimatter principle, Article, Culture change, Dialogue, Lamentation, Leadership, Management, Memeology, Organisational Therapy, Psychology, Quintessence, Reflections, Relationships, Toxic behaviours
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Leaders’ Inconsistencies

In every institution—whether in politics, business, or broader community contexts—we frequently observe those in authority saying one thing and doing another. It’s not just about broken campaign promises or managers who preach work-life balance while flooding inboxes at midnight. This inconsistency has far-reaching implications, especially when considering the concept of pragmatic legitimacy.

Espoused Theory vs Theory in Action: An Introduction

Chris Argyris’s groundbreaking insights shed light on this phenomenon. He distinguished between “espoused theory” (what people claim they believe) and “theory in action” (how they actually behave). For example, a leader might verbally prioritize team input (“espoused theory”) but may sideline their team in decision-making processes (“theory in action”).

Impacts of Inconsistent Leadership

  1. Erosion of Credibility: A clear disparity between words and deeds erodes leaders’ credibility. When words are at odds with by actions, followers and stakeholders are left questioning the authenticity of the leader’s commitments.
  2. Mistrust and Cynicism: Inconsistent actions breed skepticism. Over time, this could dampen motivation and commitment, leading stakeholders to question the leader’s genuine intentions.
  3. Ambiguity and Misdirection: When words don’t match actions, it creates confusion about actual priorities, making it difficult for subordinates to align their actions with organisational and leaders’ goals.
  4. Organisational Dysfunction: This kind of behavior can fuel conflicts, inefficiencies, and cultivate a culture of disillusionment.
  5. Undermining Pragmatic Legitimacy: Perhaps one of the most profound impacts is on an organisation’s pragmatic legitimacy. When stakeholders perceive that an organisation’s actions aren’t aligned with its stated goals or aren’t beneficial to them, its pragmatic legitimacy is compromised. A lack of pragmatic legitimacy means stakeholders doubt the organisation’s capacity or willingness to fulfill its promises or meet their needs, which can result in decreased support or commitment from these stakeholders.

Bridging the Divide: Recommendations for Leaders

  1. Enhance Self-awareness: Leaders should continuously introspect and seek feedback. Recognizing one’s inconsistencies is the first step to addressing them.
  2. Foster Open Communication: Encouraging an environment where individuals can voice concerns about perceived discrepancies promotes accountability and transparency.
  3. Prioritize Consistency: Leaders should evaluate if they can truly align with what they promise, setting achievable expectations to maintain credibility.
  4. Acknowledge and Amend: When discrepancies arise, leaders should admit them, apologize, and take measures to correct their course.
  5. Continuous Learning: Regular training sessions emphasizing the importance of consistency in leadership can be instrumental.
  6. Lead by Example: If leaders advocate specific values or principles, they must personify them in their actions.
  7. Tend to your pragmatic legitimacy: By becoming more consistent in aligning saying with doing, thereby improving your legitimacy, stakeholders will lend increased support and commtiment to your initiatives and directions.

Navigating the Discrepancies: Recommendations for Those on the Receiving End

It’s often challenging to be on the receiving end of inconsistent leadership. It can be demotivating, confusing, and sometimes even detrimental to one’s mental health. If you find yourself in such a situation, it’s essential to take proactive steps to preserve your well-being and sanity.

  1. Seek Clarification: If you notice a discrepancy between words and actions, ask for clarification. There might be reasons or perspectives you aren’t aware of. By seeking a clearer understanding, you can align your expectations accordingly.
  2. Maintain Open Communication: Foster an environment where you feel empowered to communicate your feelings and perceptions. This not only helps you address potential misunderstandings but also lets leaders be aware of their inconsistencies.
  3. Document Everything: When you see inconsistencies, make a note of them. This isn’t about “keeping score” but about having a reference point for discussions or to ground your own understanding of events.
  4. Find Support: Confide in colleagues or friends who understand the situation. Sharing experiences can provide validation and sometimes lead to collective solutions or coping strategies.
  5. Set Boundaries: It’s essential to protect your mental and emotional well-being. If you’re consistently receiving mixed signals, it may be necessary to set clear personal and professional boundaries to avoid burnout.
  6. Seek External Mentorship: Connect with mentors outside your immediate work environment. They can provide an outside perspective, offer advice, or sometimes just serve as a sounding board.
  7. Engage in Self-care: Engaging in activities that relax and rejuvenate you is crucial. Whether it’s reading, exercising, meditating, or pursuing a hobby, make sure you have an outlet to destress.
  8. Consider Professional Counseling: If the inconsistency in leadership begins to take a toll on your mental health, consider seeking professional counseling. Therapists can provide coping mechanisms and strategies to navigate such situations.Organisational therapists can support organisation-wide initiatives to help reduce discrepancies between words and actions.
  9. Evaluate Your Position: If you find the environment to be consistently toxic with no signs of change, it may be worth considering a change. Your well-being should always be a top priority. “Change your organisation, or change your organisation”.

Remember, in environments where leaders are inconsistent, it’s essential to prioritise your own personal well-being. By taking proactive steps, you can navigate the challenges while ensuring you remain grounded, supported, and mentally resilient.

To sum it up, pragmatic legitimacy is crucial for any organisation, and leaders play an integral role in upholding it. By aligning their words with their actions, leaders can reinforce trust, maintain credibility, and ensure that stakeholders see the organisation as a beneficial and aligned entity.

Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

July 30, 2023
Antimatter principle, Article, Needs, Psychology
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Attending to Others’ Needs is a Pragmatic, Not Moral, Imperative

The Antimatter Principle, coined by widely acclaimed software development philosopher Bob Marshall, offers a simple but profound message: “It’s in your best interests to attend to others’ needs.” Far from being a moral ideal, this principle has real pragmatic applications in the world of business. Yet, despite its potential, organisations continue to ignore this guidance. Why is this principle so vital to the success of modern businesses, and why is it so often neglected?

Understanding the Antimatter Principle

The essence of the Antimatter Principle lies in recognising and addressing the needs of others (and oneself). In a business context, it encompasses customers, employees, shareholders, and other stakeholders. By focusing on everyone’s needs, businesses create value, foster trust, and build lasting relationships.

However, it’s neither a feel-good slogan nor a social responsibility doctrine. It is a foundational business approach that, when applied effectively, leads to better products and services, increased customer satisfaction, improved employee engagement, and ultimately, higher profits.

Why it Works: Pragmatic Benefits

1. Enhanced Customer Satisfaction

  • By understanding and addressing customer needs, businesses can offer solutions that truly resonate with their target audience. Satisfied customers often become loyal customers, reducing churn and increasing lifetime value.

2. Increased Employee Engagement

  • When employees feel that their needs are being attended to, they tend to be more engaged and productive. A company that prioritises employee well-being sees reduced absenteeism and turnover.

3. Innovation and Collaboration

  • The Antimatter Principle encourages collaboration and innovative thinking. By putting stakeholders’ needs at the center of decision-making, new and better ways of doing things get discovered.

Why the Message Isn’t Being Received

Despite these clear advantages, why do many businesses fail to embrace the Antimatter Principle?

1. Short-Term Focus

  • The emphasis on quarterly profits often eclipses long-term planning. Investing in relationships with customers or employees may not show immediate returns, making it less appealing for some managers and executives.

2. Ignorance.

  • Most organisations and their decision makers are woefully ignorant of psychology, especially as it appies in the workplace.

3. Misunderstanding of the Principle

  • Some may perceive attending to others’ needs as a weak or altruistic strategy, failing to recognize the pragmatic and strategic benefits that it can bring to a business.

4. Resistance to Change

  • Implementing the Antimatter Principle requires a shift in mindset and potentially significant changes in organisational culture. This can be challenging and meet resistance at various levels of the organisation.

Conclusion

The Antimatter Principle is not a moral guideline; it’s a practical blueprint for business success. By making the needs of stakeholders a core focus, businesses unlock unprecedented growth and sustainability. Yet, embracing this approach requires overcoming shortsightedness, ignorance, misunderstandings, and resistance to change.

For those organisations willing to consider botht the short-term and longer-term value of attending to others’ needs, the rewards can be substantial. In the end, the Antimatter Principle doesn’t just advocate for a better way of doing business; it illuminates a smarter one.

From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

July 13, 2023
Article, Business, Community, Culture change, Fellowship, Leadership, Organisational Therapy, Paradigm shifts, Psychology, Quintessence, Self-organisation
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From Leadership to Fellowship: Expanding Fiedler’s Contingency Theory

In the wide realm of organisational psychology, one theory stands out for its distinctive approach to understanding leadership: Fred Fiedler’s contingency theory. This innovative model, proposed by the Austrian-born American psychologist Fred Fiedler, reshaped how we perceive leadership effectiveness and its dependence on both the leader’s style and the situation at hand.

Fiedler’s Contingency Theory: An Overview

Fiedler’s groundbreaking work focused on two primary factors: leadership style and situational favorableness. He developed the ‘Least Preferred Co-worker’ (LPC) scale to quantify an individual’s leadership style as either task-oriented or relationship-oriented. Those who score low on the LPC scale tend to prioritise tasks, while high scorers place emphasis on relationships.

Situational favourableness, the second part of the equation, refers to how much a situation allows a leader to control and influence their followers. It considers aspects such as leader-member relations, task structure, and the leader’s positional power.

According to Fiedler, task-oriented leaders excel in situations that are either highly favourable or highly unfavourable, while relationship-oriented leaders do well in moderately favourable situations. This paradigm suggests that there’s no one-size-fits-all leadership style. Instead, it highlights the importance of aligning leadership styles with situational demands to achieve effectiveness.

Generalising and Extending Fiedler’s Theory to Fellowship Models

Fiedler’s model has been instrumental in understanding leadership dynamics within an organisation. But what if we extended this theory beyond the confines of leadership, into other models, such as fellowship? Fellowship refers to the participation and engagement of individuals in a group who may not be in a leadership role but significantly influence the group dynamics. (For example, Tolkien’s Fellowship of the Nine in his book The Lord of the Rings).

Just as leadership style impacts the effectiveness of a leader, we can hypothesise that a fellowship’s approach – let’s term it as ‘fellowship style’ – could have a similar effect. A fellowship could be task-focused, aiming at the objective completion of the group’s tasks, or relationship-focused, prioritising social harmony and interpersonal connections within the group.

Furthermore, the same principles of situational favourableness could be applied. The group’s cohesiveness, the clarity of tasks, and the influence fellows have within the group could dictate the effectiveness of their contributions. A task-focused fellowship might thrive as a highly cohesive group with well-defined tasks, whereas a relationship-focused fellowship might excel in situations where tasks are ambiguous and the group needs to foster better communication and teamwork.

Connecting Leadership and Fellowship: A New Horizon in Organisational Psychology

Fiedler’s contingency theory underscores the reality that effective leadership hinges on the compatibility of a leader’s style with their situation. By applying this to the concept of fellowship, we open new avenues for exploring group dynamics and organisational behavior.

The extension of Fiedler’s theory to encompass fellowship aligns with the evolution of modern workplaces that emphasise collaboration and shared responsibilities over hierarchical leadership. It promotes the idea that everyone, regardless of their position in the organisation, can contribute effectively if they align their approach to the group’s needs.

From this perspective, leadership wanes and fellowship waxes, the latter ever more critical to the success of the organisation. As we continue to explore these dynamics, Fiedler’s contingency theory serves as a solid foundation, reminding us of the significance of situational factors and the need for flexibility in our approach to both leadership and fellowship. The future of organisational success relies not so much on great leaders, but rather on great fellows.

The Downfall of Ego

July 12, 2023
Article, Philosophy, Psychology, Reflections
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The Downfall of Ego

Ego, a ticking time bomb, can easily overshadow and even cripple our chances of success. While it might appear to serve as a tool for asserting our individuality, ego creates an illusion of superiority, thus curtailing our ability to grow and adapt. Its destructive power is immense, often turning us into our own worst enemies.

In general conversation, “ego” often refers to an individual’s sense of self-esteem or self-importance. If someone is said to have a “big ego,” it usually implies that the person has an inflated self-perception, believing they are superior or more important than others. This is generally viewed negatively, as it can lead to arrogance and a lack of consideration for others.

Success: The Ultimate Goal

In contrast, we can choose “success” – by whatever definition – as the ultimate goal that guides our actions. As a beacon of personal growth and fulfillment, success surpasses the superficial benchmarks of wealth, status and yes, ego.

The Detriment of an Unmanaged Ego

The sad reality is that many individuals become embroiled in self-defeating battles due to their egos. This ego-driven blindness thwarts them in their progress and diverts them from the real path to success.

Path to Flourishing

To flourish – achieving real success, by our own definition of the term – we must learn to tame our egos, recognise the value of failures, and cherish the journey rather than obsessing over the destination. True success is about expanding our horizons, not allowing our egos to restrict them.

Embracing the Joy of Work: Unpacking Deming’s Business Management Insights

July 12, 2023
Alien tech, Article, Business, Culture change, Deming, Improvement, Leadership, Psychology, Quality
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Embracing the Joy of Work: Unpacking Deming’s Business Management Insights

In our quest for success, we often navigate an array of management myths. But how can we move beyond mere avoidance of these pitfalls? The answer lies within the profound wisdom encapsulated in the Deming management philosophy.

Dr. W. Edwards Deming was a pioneer who advocated for creating work environments centered around continuous improvement, quality, and productivity. His philosophy isn’t just about avoiding mistakes—it’s a guiding light that leads to better, more fulfilling workspaces.

Let’s delve into Deming’s key principles:

Appreciation for a System

To lead effectively, we must see our organisations as interconnected systems, not standalone silos. Grasping how efforts and teams interrelate to achieve our common goals is pivotal.

Understanding Variation

Deciphering between normal variation within a process (common cause) and external, unusual changes (special cause) helps us make informed, data-driven decisions.

Theory of Knowledge

Leaders might choose to foster an environment of intellectual curiosity, where assumptions are challenged and failures become stepping stones to improvement. Knowledge isn’t simply accumulated—it evolves over time.

Psychology

Recognising human nature and its role in work is crucial. A supportive environment, where employees feel valued and secure, nurtures creativity, productivity, and joy at work.

Summary

These principles are intertwined—understanding one demands comprehension of all. Applied well, they offer a roadmap away from management myths towards a reality where work is a source of personal fulfillment and growth.

Remember, as Deming put it, “People are entitled to joy in work”. Let’s champion this ethos and create workplaces where our teams don’t just survive but flourish.

UX Hint #52: The Importance of Menu Consistency in User Experience

July 1, 2023
Article, Psychology, UX
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UX Hint #52: The Importance of Menu Consistency in User Experience

This hint focuses on a critical aspect of interface design: Consistent menus. Users interact with interfaces with certain expectations based on their prior experiences and learned patterns. Consistency in the interface – especially in menus – forms a key part of these expectations, as it promotes familiarity, eases navigation, and reduces cognitive load.

Take, for instance, a music player application where users can interact with individual tracks through a context menu, typically invoked with a right-click. Suppose the menu for one track contains options like “Play Now,” “Add to Playlist,” and “Delete,” but for another track in a different context, “Delete” is missing from the menu. This inconsistency can lead to confusion and cognitive dissonance. The user might wonder if the absence is a mistake or if there’s some hidden rule they don’t understand.

Inconsistent menus disrupt the predictability of the interface, making users second-guess their actions, which, in turn, slows down interaction and creates unnecessary cognitive effort. This negative impact on usability and user satisfaction can be significant.

Therefore, UX designers might choose to strive for consistent menus across similar domain objects, presenting all the same options where possible. Omitting options should only be considered when there are clear and apparent reasons that the user can quickly understand. This way, users can rely on learned behaviors, enhancing usability, reducing cognitive strain, and promoting a more seamless and intuitive interaction with the product.

UX Hint #47 – Don’t Interrupt the User’s Cognitive Flow

July 1, 2023
Article, Psychology, UX
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UX Hint #47 – Don’t Interrupt the User’s Cognitive Flow

One of the fundamental aspects of effective user experience (UX) design is respecting the user’s cognitive flow— their thread of concentration.

Users engage with interfaces in a state of cognitive flow, a mental state where they are fully immersed in an activity. When a user’s concentration is broken, it disrupts this cognitive flow, increasing the risk of frustration and error, and decreasing the chances of a successful interaction. Any interruption, no matter how minor, can create a moment of disorientation, forcing the user to recalibrate and refocus, a process that is both taxing and frustrating.

An excellent illustration of such an interruption is when an asynchronous modal dialogue box is displayed while the user is picking an option from a dropdown list. A common scenario might involve a user navigating a long dropdown list to select their country of residence during a sign-up process. If a modal box suddenly pops up— maybe a session time-out warning or an update notification— the dropdown list might close or lose focus. The user is then forced to start over, which interrupts their flow and creates frustration.

Such interruptions, while often unintentional on the part of the designer, can significantly deteriorate the overall user experience. Users value efficiency and smooth interactions, and being disrupted can give them a negative perception of the product. Therefore, UX designers can choose to carefully manage the timing and context of interruptions to avoid breaking the user’s thread of concentration, ensuring a more enjoyable, efficient, and productive experience.

What Kind of Team Fruit Are You?

June 19, 2023
Article, Community, Psychology, Relationships, Self-organisation, Teambuilding
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Team Fruit Bowl Quiz

Take the quiz to find out what’s important to your teamies.

This quiz is based on my new book “The Team Fruit Bowl”, now available on LeanPub .

Quiz version v1.0.
Based on: The Team Fruit Bowl book, version v1.2

Which Fruit Best Characterises Your Team?

Learn a little more about your team and how it sees itself. Try this quiz yourself, and then compare your answers with your teamies, or tackle the quiz together, as a teambuilding exercise.

The Benefits

Understanding the characteristics of your team offers numerous benefits, not only for the team as a whole but also for each individual teamie. Here are just some of the key benefits:

  1. Effective Communication: By understanding your team’s characteristics, you can identify the best methods for communication. Some people may prefer direct, straightforward information, while others might need more context or prefer a softer approach. Understanding these preferences can improve the clarity and effectiveness of team communication.
  2. Enhanced Collaboration: Different teamies will have different strengths, weaknesses, and working styles. By understanding these, you can better collaborate, as tasks can be allocated in a way that plays to each person’s strengths and compensates for their weaknesses.
  3. Conflict Resolution: Knowing your teamies’ characteristics can help anticipate potential conflicts and handle them more effectively when they do arise. Understanding different personality types can provide insights into how individuals might react in a conflict situation and what resolution strategies might be most effective.
  4. Motivation: Different people are motivated in different ways. Some teamies may be more driven by their need for recognition, while others might value autonomy or the opportunity for professional growth. By knowing the needs of your teamies, you can help create an environment that maximises motivation and productivity.
  5. Building Trust: Understanding and acknowledging the individual characteristics of teamies can help build trust within the team. When teamies feel understood and valued for their unique contributions, they are likely to trust their colleagues and peers more.
  6. Professional Development: With an understanding of your team’s characteristics, you can provide more personalised feedback and professional development opportunities. This can help each teamie grow and improve in a way that aligns with their skills, needs, and career goals.
  7. Increased Effectiveness: Understanding the dynamics and characteristics of your team allows for the development of effective workflows and processes. You can design these to take advantage of the unique skills and talents in your team, leading to increased efficiency and productivity.

Rationale

Knowing a team’s characteristics contributes to effective team management and can lead to improved performance, better relationships, and a more positive work environment. The use of fruit as a metaphor adds some fun and can reduce the discomfort that some teamies may feel whilst discussing these things.

Instructions

For each question, select the answer that best describes your team. At the end, tally up the number of times you selected each fruit. The fruit with the most selections represents your team.

The Quiz

  1. When your team faces a challenge, you…
  • (Banana) Stick together and learn from the experience.
  • (Pomegranate) Leverage the diversity and unique skills of each team member.
  • (Kumquat) Show resilience and bounce back stronger.
  • (Pineapple) Use your tough exterior to protect the team while maintaining a rewarding essence.
  1. Your team’s growth is best described as…
  • (Banana) Synchronous, with each individual ripening at their own pace.
  • (Mango) Slow and steady, with patience and meticulous care.
  • (Watermelon) Fast and exciting, with a juicy interior.
  • (Blueberry) Incremental, with many small contributions adding up.
  1. Your team’s approach to diversity is…
  • (Pomegranate) Embracing unity within diversity.
  • (Apple) Appreciating and leveraging the unique qualities of each team member.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  • (Pineapple) Balancing a tough, protective exterior with a sweet, rewarding interior.
  1. Your team’s approach to balance and harmony is…
  • (Pear) Focusing on shape and ripening, understanding that everyone grows at their own pace.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster, with everyone working closely together.
  • (Peach) Balancing the soft and hard aspects of teamwork.
  1. Your team’s approach to innovation is…
  • (Apple) Nurturing core assumptions and beliefs while embracing the power of diversity.
  • (Lemon) Making lemonade out of lemons, seeing challenges as opportunities to innovate.
  • (Raspberry) Embracing delicacy and fellowship, understanding that great ideas can come from anywhere.
  • (Blueberry) Believing that many small contributions can add up to big innovations.
  1. Your team’s approach to team dynamics is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Kumquat) Showing resilience in the face of challenges.
  • (Pineapple) Balancing a tough, protective exterior with a sweet, rewarding interior.
  1. Your team’s approach to team identity and culture is…
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Apple) Nurturing core assumptions and beliefs, providing unity and direction.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  1. Your team’s approach to team development is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Mango) Believing in patience and meticulous care.
  • (Watermelon) Growing fast and seizing opportunities.
  • (Blueberry) Believing that many small contributions can add up to big results.
  1. Your team’s approach to team unity is…
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Apple) Nurturing core assumptions and beliefs, providing unity and direction.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  1. Your team’s approach to team resilience is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Kumquat) Showing resilience in the face of challenges.
  • (Pineapple) Balancing a tough, protective exterior with a sweet, rewarding interior.
  • (Lemon) Making lemonade out of lemons, seeing challenges as opportunities to innovate.
  1. Your team’s approach to team growth is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Mango) Believing in patience and meticulous care.
  • (Watermelon) Growing fast and seizing opportunities.
  • (Blueberry) Believing that many small contributions can add up to big results.
  1. Your team’s approach to team diversity is…
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Apple) Appreciating and leveraging the unique qualities of each team member.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  1. Your team’s approach to team balance is…
  • (Pear) Focusing on shape and ripening, understanding that everyone grows at their own pace.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster, with everyone working closely together.
  • (Peach) Balancing the soft and hard aspects of teamwork.
  1. Your team’s approach to team harmony is…
  • (Pear) Focusing on shape and ripening, understanding that everyone grows at their own pace.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster, with everyone working closely together.
  • (Peach) Balancing the soft and hard aspects of teamwork.
  1. Your team’s approach to team innovation is…
  • (Apple) Nurturing core assumptions and beliefs while embracing the power of diversity.
  • (Lemon) Making lemonade out of lemons, seeing challenges as opportunities to innovate.
  • (Raspberry) Embracing delicacy and fellowship, understanding that great ideas can come from anywhere.
  • (Blueberry) Believing that many small contributions can add up to big innovations.
  1. Your team’s approach to team dynamics is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Kumquat) Showing resilience in the face of challenges.
  • (Pineapple) Balancing a tough, protective exterior with a sweet, rewarding interior.
  1. Your team’s approach to team identity and culture is…
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Apple) Nurturing core assumptions and beliefs, providing unity and direction.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  1. Your team’s approach to team development is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Mango) Believing in patience and meticulous care.
  • (Watermelon) Growing fast and seizing opportunities.
  • (Blueberry) Believing that many small contributions can add up to big results.
  1. Your team’s approach to team unity is…
  • (Pomegranate) Emphasizing the integral role each team member plays in the team.
  • (Apple) Nurturing core assumptions and beliefs, providing unity and direction.
  • (Orange) Forming layers and connected segments, with everyone playing their part.
  • (Grape) Forming a close-knit cluster where everyone contributes.
  1. Your team’s approach to team resilience is…
  • (Banana) Understanding that growth might come with some bruises, but seeing them as opportunities for learning.
  • (Kumquat) Showing resilience in the face of challenges.
  • (Pineapple) Balancing a tough, protective exterior with a sweet, rewarding interior.
  • (Lemon) Making lemonade out of lemons, seeing challenges as opportunities to innovate.

After participants answer these questions, you can tally the results to determine which fruit most closely represents your team. The fruit with the most selections represents your team.

Just in case you were wondering: Some questions appear more than once. This is intentional.

How To Support Teams’ Learning And Development Needs

June 9, 2023
Alien tech, Article, Capability development, Coaching, Culture change, Improvement, Learning, Needs, Paradigm shifts, Psychology, Quintessence, Self-organisation, Teambuilding
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How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.