When a significant other is part of the complaint shifting perspective to understand how the difference will impact them may cause a shift in pattern. Identifying how the difference will change their reaction allows a focus on external as opposed to internal change.
Teams consist of people working together towards a goal that 1 person cannot complete by themselves. Thinking of a team as a system, changing 1 part (person) in that system will affect the team as a whole.
Team building focuses on the present. What is working well and how can we amplify what’s working.
The power of coaching questions is that they allow the manager to listen to the response, and really understand how and what the person is thinking.
Often when we encounter a problem we think we need to discover the “why”. We need to dig and chase and determine just “why we have this problem?”
Chasing the why does not create a solution
Here are 6 steps to turn a problem into a solutions.
Designed roundness maximizes knowledge of what’s-working to increase & what’s-not-working to decrease.
When many systems are created they have steps that are purposely duplicative. As the system matures the duplicative steps will become a waste or drain on the work.
Doing more of the same will get you more of the same – no change. Change happens from shifts in effort, perspective and shared assumptions. While being observant about the useful changes that emerge.
Our guilt and concern for what happened in the past may block progress to find a solution. The resolution of guilt Skeleton Key may be used to have the person determine what will be happening when this guilt is lessened or no longer exists. From this change in focus, new solutions may become evident.
New Location: We affiliate location with specific behaviors and roles. Our brain wants to make things simple by compartmentalizing what happens, how to act, how others may act within a location. This can be helpful / hurtful. Changing the location may be novel enough to change the discussion and therefore the behaviors and outcomes.