How leaders approach a problem unquestionably impacts the potential outcome. The approach or strategy advanced to address a problem dictates where to focus and how. The plan to solve the problem seems like the essential first step toward a powerful outcome.
When analyzing a complex problem/failure, sharing your story with team members and asking members to add or challenge your story is uncomfortable but a powerful strategy. This strategy will only be successful if a leader is able to participate with an open mind, listen as an equal member and take a “balcony view” in observing the engagement of the team.
Identifying the “why” behind each aspect of the problem will help members better understand the complexities of the problem and help minimize inadequate solutions.
Great question. For the last two years I have served as the Interest Based Negotiation facilitator for my district. Four association teams of five convene and discuss common and unique professional agreement language, compensation packages and medical benefit plans.
As a facilitator it is critical to create the norms and uphold those norms to maintain a safe and productive climate throughout the IBN process.
My mindset begins and ends with seeing/visualizing the big picture, honoring and respecting contributions from all, including the introverts within the teams and ultimately building on common grounds.
When analyzing a complex problem/failure, sharing your story with team members and asking members to add or challenge your story is uncomfortable but a powerful strategy. This strategy will only be successful if a leader is able to participate with an open mind, listen as an equal member and take a “balcony view” in observing the engagement of the team.
Identifying the “why” behind each aspect of the problem will help members better understand the complexities of the problem and help minimize inadequate solutions.
Any specific ways you put yourself in that balcony view, Juve? Any specific questions you ask of yourself or others to get there?
Great question. For the last two years I have served as the Interest Based Negotiation facilitator for my district. Four association teams of five convene and discuss common and unique professional agreement language, compensation packages and medical benefit plans.
As a facilitator it is critical to create the norms and uphold those norms to maintain a safe and productive climate throughout the IBN process.
My mindset begins and ends with seeing/visualizing the big picture, honoring and respecting contributions from all, including the introverts within the teams and ultimately building on common grounds.
Here is the daily discussion we hosted on this very topic.
https://twitter.com/i/spaces/1gqxvylkAqpJB