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Positive group communication and feed - back for change

Positive group communication and feed - back for change. Rebecka Arman. Agenda (för mig). ”Positive” in two ways : noting the good ( appreciative inq ) making a change ( contracts/feed-back ) Start with excercise : pair up, interview each other (30 mins)

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Positive group communication and feed - back for change

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  1. Positive group communication and feed-backfor change Rebecka Arman

  2. Agenda (för mig) • ”Positive” in twoways: • noting the good(appreciativeinq) • making a change (contracts/feed-back) • Start with excercise: pair up, intervieweachother (30 mins) • Models and practices of positive group communication (30-40 mins) • The flame (theory)? • Advocacy/inquiry (about the study) • AI • Theory, the fourD’s • Exercise: in the groups, whatwould be the best way for the group to develop? Exploretogether and Dreaming. (20 mins) • Design. Positive changes of the group contract! (20 mins) • Lunch

  3. Agenda continued 3. Feed-back for change • Model of defensesand types of feed-back • Practice, usingindividualforms 4. Reflection 5. Preparation for nextweeks presentations

  4. Positive Org. Scholarship • A deficit modeldominatesourview of org. • The positive is moreeasilyignored • Removing the negative does not automatically imply that the positive appears • ”Identifythe positive dynamics that foster vitality and prosperity in both individuals and systems” (Barker & Caza, 2008, p. 29)

  5. Paradigm 1 Perceived need Problem formulation Analysis of causes Analysis of possible solutions Planing an action Paradigm 2 Valuing what works now Imagining how things could be Dialog about how it could be Developing how to proceed for things to be how we want them to be AI develops the inquiry from focusing on problems, which limits the scanning, to opening questions, that can lead anywhere

  6. AI = liberating the power that is there Change that builds on previous experience: i.e. talking about and deepening the knowledge about successful endeavors in the organizations history, ”best practices”, results we are proud of, strengthening traditions, competency that has developed through the generations, fantastic moments, etc.… • The aim is to acquire knowledge about what people do best and make sure that technology and other resources are there to support people in this endeavor

  7. Turning potential into a positive force • Curiosity: increasing the ratio and amount of openquestions in your communication with others • 1:1 ratio of inquiry with advocacy (i.e. making suggestions) = high performing business teams (Losada & Heaphy, 2004)

  8. Positiveversion Whowas involved and in what ways did they contribute? What can we do to improve the situation? Where are our possibilities to gain the most leverage from our strengths? When have we been at our best? How can we work together to implement what we want? Negative version Who is the cause of this? What went wrong and why? Where are the biggest weaknesses of our strategy? When did this happen? How could we let it happen? Different ways of asking questions

  9. The basicstructure of AI Discovery • The best of what is • Appreciating Dream • Whatmight be • Envisioningresults Design • Whatshould be the ideal? • Co-constructing Destiny • How to empower, learn, and adjust/improvise? • Sustaining

  10. Feedback for change • “We define group continuous learning as a deepening and broadening of the group’s capabilities in a) (re)structuring to meet changing conditions; b) adding and using new skills, knowledge, and behaviors; and c) becoming an increasingly high-performing system through feedback and reflection about its own actions and consequences” (London & Sessa, 2006)

  11. Feedback according to Hattie & Timperley, 2007 • Purpose: to reducediscrepanciesbetweencurrentunderstandings/performance and a desiredgoal • Effective feedback answers 3 questions: Where am I going? (goal) How am I going? (constructive) Where to next? (alternatives, believing in change)

  12. Four levels of feedback: • Task level (how well understood/performed) • Process level (needed to understand/perform) • Self-regulation level (handling of self) • Self level (personal evaluations and affect) • The first two-three are most effective

  13. Tips • Tell the person what you have seen/heard, it is coming from you (not everyone agrees…)! • Build safety and trust: threats seldom work and need to be real • Try not to lock the person in defense, move to taking in and evaluating (listen to defense, even if do not agree) • Wait and paus, if defenses are strongly activated • Feedback might not solve everything, must believe in change and a good relationship • Have alternatives to suggest • Feedback is never objective

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