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Posts Tagged ‘creativity’

Come with me to Istanbul!

June 23rd, 2011 No comments

Come with me to Istanbul!

ImprovI’m running a workshop on ‘Improvisation for facilitators’, as part of the  International Association of Facilitators Europe Conference 2011. The workshop will run from 9:30am – 4:30pm on Thursday 13 October 2011, in a conference venue in central Istanbul.

The skills that improvisers use to create scenes and stories can also be used by facilitators to bring their work to life. This workshop uses improvisation games from the world of theatre to help you relax more when working in the moment with your clients, connect more quickly with the groups you work with, and actually enjoy re-writing your plans on the spur of the moment!

You need no performance skills for this workshop – it is suitable for absolute beginners. You can relax as you are guided through a selection of specially chosen improvisation games and exercises.

The workshop will be limited to a maximum of 12 participants, so book now to guarantee your place. An early bird rate of €165 is available for bookings made before 31 July 2011. Bookings after that date will be at the rate of €200. Further details – and a booking form to secure your place – are available on a dedicated page on my website [edit: link removed as closing date has passed].

How amazing is your workplace?

November 5th, 2010 7 comments

Fun at work?

Fun at work?

I work for myself. And I have a great boss – most requests for training get approved, I work flexible hours, and if I really don’t want to take on a particular job, I don’t have to. I get pretty much anything I ask for from my boss.

However generous my boss is, I realised the other day that he may not be doing everything he can to help me do my Great Work. Because I am not asking for everything I need. In particular, I don’t (yet) have a workplace that really supports me in doing the best work I can. (I was inspired to think about this by hearing a reference to “the most fun workplace in human history”.*)

My best ever chance to have the most fun workplace in human history is right now – when I am my own boss, and I work mainly from home. Who else in my life is going to be so motivated to give me everything I need and want to get my work done?

So what would I ask for if I could have anything I want to support me in doing my Great Work? Here are some things I thought of:

  • an uncluttered, calm and tasteful work environment – nice pictures on the walls;
  • great coffee, available on demand;
  • someone to do all the Good Work for me that has to be done, but which is not my Great Work (including sales and marketing, bookkeeping and financial planning);
  • membership of a gym to help me keep in shape; and
  • an in-house café serving healthy, tasty food.

And then I asked myself how much of this can I have right away. So in the past few weeks I have:

  • de-cluttered my house and my home office, selling/donating/recycling/binning things I no longer need or want;
  • hung up the on my walls the pictures that were in my storage cupboard for so long that I had forgotten they were there;
  • bought, installed and filled the furniture and storage I need so that I now have a place for everything and everything in its place;
  • got back to inbox zero on a daily basis, and am working now on emptying my physical in-tray;
  • got back into exercising twice a day (at home rather than in a gym);
  • taken the time to cook a proper lunch a couple of times a week;
  • invested in a coffee maker that makes a thermos jug of coffee in one go – so I can take it up to my study when I start work in the morning, and avoid having to pop down to make a fresh cup every half-hour or so;
  • researched local book-keeping services;
  • started using an ironing service on an occasional basis to free up time for me when I am busy.

All of these are things I could have done at any time in the past 6 months, but because I stopped noticing the environment I was working in, they either never occurred to me, or didn’t seem to be priorities.

So I’ve also made a note in my ‘to do’ list to review my work environment again at the start of next year. I wonder what small things I’ll notice then that will improve my working environment straight away?

Whether you work for yourself or for someone else, what one thing could you do this week that would help you have the most amazing workplace possible? Leave me a comment below to let me know; I’d love to hear your thoughts.

* The phrase comes from Joy at Work: A Revolutionary Approach to Fun on the Job [Amazon associate link] by Dennis W Bakke. I heard the book’s publisher Mark Pearson use the phrase in a podcast interview with Michael Bungay Stanier.

** The photograph at the top is from Flickr.com, reproduced under a Creative Commons Licence.

Categories: Change Tags: , , ,

What can you learn from a glass of water?

December 6th, 2009 No comments

Glass of water

I attended a corporate awayday on Thursday, as a participant rather than a facilitator (for a change). It was a pretty good day, made better by the fact that the agenda was not too packed (only 4 main sessions), and time was allowed for networking and chatting. Not enough time for my taste, but then my preference now is for the Open Space model, which essentially turns an awayday into one long coffee break.

Guy Browning of Smokehouse led an entertaining session on creativity. He told some good stories, and encouraged us to try out some good techniques, one of which struck a particular chord with me.

What can you learn from a glass of water?

Standing at the front of the room in front of the 60 or so participants, Guy held up a clear glass of water. He asked us each to take the viewpoint of the glass of water, and write down what the glass of water was seeing, feeling and experiencing at that moment.

My thoughts were:

  • seeing: a room of people, a hand very close, windows and greyness outside
  • feeling: anticipation, fear, curiosity
  • experiencing: feeling new-born, just been taken to a new vantage point

Guy made the point that the exercise allowed us to project ourselves onto something as plain and unfeeling as a glass of water. And what we had each come up with told us something about ourselves – what we thought the glass of water was seeing, feeling and experiencing was connected with how we ourselves were at that moment. “You don’t see the world as it is, you see it as you are”. And I can see some links between my thoughts about the glass of water, and how I was feeling at that time.

This is interesting to me for two reasons. The first is because these kinds of projective techniques can be useful to facilitators, coaches or mediators. Rather than asking people directly to describe how they are feeling or what they are experiencing (when they may censor themselves, or say what they think you want to hear), you can use a technique like this to help people find other ways to reveal how they are – drawing, choosing a postcard from set of 50 postcards, taking an imaginary walk and describing what they can see, and so on.

The other reason this is of interest to me is that it is connected with bringing about change. We may be acutely aware of what we are unhappy with in the external world – what we would like to change. But we are often unaware of how our own actions are bringing about the outcomes we so dislike. For example, I blogged recently about how our desire for security and control may actually make us less secure.

If you’re not part of the problem…

Adam Kahane touches on this in his book on mediation Solving Tough Problems. He takes issue with the slogan “If you’re not part of the solution you’re part of the problem”. Kahane says that this slogan

actually misses the most important point about effecting change. The slogan should be…”If you’re not part of the problem, you can’t be part of the solution”. If we cannot see how what we are doing or not doing is contributing to things being the way that they are, then logically we have no basis at all, zero leverage, for changing the way things are – except from the oustside, by persuasion or force.

This is a really important point for anyone who wants to bring about change. It would be easy to see ‘being part of the problem’ as itself a problem for a change-maker, but Kahane encourages us to see it as an opportunity. Being inside a problem makes it easier, not harder, for us to have empathy with the other ‘problem people’ – they are more similar to us than we may care to admit. And it gives us an insight into how they (we) are creating the problem, how difficult it is to make personal change, and what we can do to make it easier for others to change – often by taking the first steps ourselves.

A cafe conversation

October 31st, 2009 No comments

CoffeeJohn Inman has run strategic planning processes for 15 years. This week he tried a new way of doing it, adding a World Cafe session early in the process.

World Cafe is a way of hosting small group discussions around cafe-style tables; the participants move from table to table, with hosts staying where they are, so that ideas spread around the room and grow and develop. The person running the World Cafe may try to recreate the look, feel (and smell!) of a real cafe, with tablecloths and flowers on the tables, freshly brewed coffee, and background music.

The end result? The strategic planning session achieved more, and in less time, than the process John has been using for fifteen years.

It was the most productive planning session I have ever had and I believe that is in no small part due to driving them into conversation early and the power of conversation transformed the session.

Hat tip to Chris Corrigan for spotting John’s post. Chris writes about his own similar experience with Open Space

These participatory processes are far more than “just talk” and with wise planning and focused harvests, they are a very fast way to make headway on what can otherwise be tedious planning processes.

* The photograph at the top is from Flickr.com, reproduced under a Creative Commons Licence.

About

October 9th, 2009 Comments off

Stuart Reid

Hello. I’m glad you found me.

My name is Stuart Reid. I help leaders achieve positive lasting change in behaviour: for themselves, their teams and their organisations.  I believe that change happens one conversation at a time.

The focus of all my work is the people side of change: I work with human beings when they are being human at work. I spend a lot of my time helping managers and leaders have the key conversations they really need to have – with themselves, with their colleagues and with the people who work for them.

I help people to notice and pay attention to what is really going on in the here and now, because that is when change happens.

I am based in the Midlands in England, and work throughout the UK, continental Europe and beyond (I have run workshops in Sweden, Denmark, Finland and South Korea).

In practice my work involves:

  • developing leadership teams;
  • supporting change and transformation initiatives;
  • facilitating large group events; and
  • coaching individual leaders and managers

Developing leadership teams

I work with leadership teams at board level and elsewhere in organisations. I help those teams to clarify their purpose, reflect on how effectively they work and communicate together and make decisions, and review the impact they have on the wider organisation.

Supporting change and transformation initiatives

I help leaders and managers to try out light-touch ways of building greater capacity for change in their organisations. This includes disturbing established habits and patterns of behaviour, introducing novelty, granting permission to experiment and innovate and creating new connections inside and outside an organisation. For me, change is a natural, creative and on-going process in organisations: it happens all the time. It can’t be stopped and can’t really be ‘managed’ or controlled.  I help leaders to keep their nerve when they’re not in control.

Facilitating large group events

I have a particular skill in designing and facilitating large group events. These events can include strategy development awaydays, team-building, post-project reviews and project launch events. I use a range of methods, including Open Space, Appreciative Inquiry, knowledge cafes and more.

Coaching individual leaders and their teams

I provide coaching support to individual leaders one-to-one and their teams as a group, sometimes in combination with developing leadership teams and supporting strategic change. I help leaders to face head-on the issues they find themselves avoiding, and help them to slow down, notice more, and support them in making adjustments to the way they work with other people. People I coach feel well listened to, find me very curious about their perspective and their situation, and get a lot of support from me in trying out new ways of working and behaving.

Recent work

  • Facilitating awaydays for the Permanent Secretary and top team of a central Government department to build the team and help them to develop new ways of working.
  • Designing and facilitating an awayday for a senior leadership team to launch a review of their three-year strategy.
  • Running workshops with staff at all levels – managers, consultants, nurses and porters –  in three London hospitals to embed new values and new ways of working.
  • Working with the management board of a local charity to create a new three-year strategy.

A bit more about me

I have an MSc in Organisational Change at Ashridge Business School. This brought new ideas and approaches into my work, including Gestalt psychology, complexity theory and relational working.

Before running my own consultancy, I worked for twelve years at the Audit Commission, initially in policy and research roles before moving into senior management. In my time there I was personally involved in the merger and de-merger of departments, the launch of new products and services, and coping both with fast growth and with rapid budget cuts. I worked closely with the Chief Executive and Managing Directors on change projects and strategy development. My final three years at the Commission were spent as an internal consultant.

Before working at the Audit Commission I worked in a range of policy and research roles, mainly in the public sector. Prior to that I did some post-graduate study in political philosophy at the University of Arizona, and spent some time as a trainee auditor. My first degree was in Philosophy, Politics & Economics at Oxford University (2:1).

I play bridge, read voraciously, and go geocaching with my children aged 14 and 11. I am learning how to perform magic with playing cards. I avoid gardening.