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An excerpt from my workshop

Again,  we  want  to  go  into  a  flair  mode.  We  want  as  many  ideas  as  we  possibly  can  get  about  what  we could  do  to  address  that  particular  lever,  to  address  that  hypothesis,  to  prove  or  disprove  our  hypothesis.  In  a  lot  of  respects,  it's  a  lot  like  the  brainstorming  that  we've  probably in  the  past.

  

It's  about  quantity  -  as  many  ideas  as  we  can.    And  we  don't  want  to try  to  edit  them  as  we  go.    We  don't  want  to  try  to  evaluate  them.  We  certainly  don't  want  to  shut  anybody  down  because  we  think  that  that  idea  is  silly  or  stupid  or  whatever,  and  there  are  some  tools  that  we  can  use  that  will  help  us  to  get  there.  


Yes,  and...


 is  one  of  them.   It  is  a  standard  practice  in  the  world  of  improvisation. It  goes  well beyond  that,  and  we'll  look  at  that  much  more  explicitly  in  just  a  moment, and some other ideas.   


We  want to  make  everyone to  feel  free  and  safe  to  come  up  with  the  silly,  the  flippant,  the  crazy  ideas,  that  when  we  combine  that  idea  with  something  a  little  more  down-to-earth,  we  really  come  up  with  a  different  way  of  looking  at  the  problem  --  a  really  creative  way  of  solving  that  problem.  


We  are  also  going  to  become  at  least a  little  bit  vulnerable.    If  we're  going  to  throw  out  a  silly  idea  like  that,  we  have  to  be  prepared  for,  and  understand  that  somebody  might  laugh  at  that  idea  of  ours.    And  that's better than just okay.   


Because  when  we  become  vulnerable  like  that,  we  put  ourselves  "out  there". We're  expecting  (and  hopefully  we're  going  to  experience)  the  fact  that  our  team  doesn't  take  advantage  of  that  vulnerability.  That  in  fact,  we  encourage  them  to  also  be  vulnerable.  When  we  share  vulnerability,  we  grow  the  bonds  between  us.  


We  can  deepen  the  ties  with  our  team,  and  make  it  even  better  as  we  move  forward.  We  can  build  those  kind  of  relationships  that  say  "Hey,  I  can  let  this  all  hang  out  and  we're  all  going  to  be  okay  with  that -  and  you  can  too".   In  a  very  short  period  of  time  we're  going  to  be  able  to  communicate  better.  We're  going  to  be  able  to  work  together  more  smoothly.  We're  going  to  be  able  to  understand  that  we  may  not  agree.  In  fact,  we  could  be  vigorously  opposed --  but  we're  going  to  focus  on  the  topic,  and  not  the  people,  because  we've  developed  that  relationship.  


We  can  have  a  high  trust  environment  because  we've  been  vulnerable,  and  we've  been  protected.  We've  seen  people  be  vulnerable,  and  we've  accepted  that,  and  we've  embraced  them.  That's  a  way  that  we  can  really  improve  the  strength  of  our  teams.      

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 This is a portion of the Appendix from "Standing On Shoulders: A Leader's Guide to Digital Transformation".


It is taken directly from a workshop I do on design thinking.   It is lightweight enough to use for team retrospectives, and still powerful enough to use for product, service, or process development.