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Escape top emotional intelligence traps and hack team culture
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About me• David Papini, Author, Coach, NLP Counselor, Trainer,
Public Speaker
davidpapini@[email protected]://davidpapini.it
Some free takeaway
Free copy of «The taste of emotions» - limited numberAdobe Epub reader needed
http://www.adobe.com/it/solutions/ebook/digital-editions/download.html
Download link: send email to: [email protected]
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GREATNESSGUILD.ORG
What happens to emotional IQ in a team?
Answer is in the way we uselanguage and body to create our experience and culture.
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Definitions needed…Team
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What is the best team you were ever on?
How much better was that team than other teams you’ve been on?
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Why focus on great teams?Individuals: 10x performance difference*Teams: 2000x performance difference*
Should you focus on optimizing for individual performance or team performance?
*Sutherland, Jeff (2014-09-30). Scrum: The Art of Doing Twice the Work in Half the Time (pp. 41-43). The Doubleday Religious Publishing Group. Kindle Edition. 10x is from a study of CS students at Yale. 2000x is from a study of 3800 software projects.
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Characteristics of great teamsWhat characteristics can you think of?
Shared Vision
Team == Product• so build a great team
How long does it take to form a great team?
Image: https://topazsmartd.files.wordpress.com/2014/05/63.jpg
Example of a great team• 16 strangers
• Day 2: fully aligned with a shared vision
• Day 5 (morning): demo of numerous products and performances
• Greatness Guild• Greatness Manifesto• Gong stand with lizard emblem• Performance founding the Greatness Guild and signing the Manifesto• Love Amplifier: wearable device that teaches connection• Check In Cubes: Agile game to teach emotional intelligence• Numerous paintings• Video and photographs documenting team formation
Hebbian Behavior• “neurons that fire together wire together”
• D. Hebb, 1949
Pretend• YOU ARE IN A TEAM NOW
Emotional IQDoes emotional
intelligence exists?
A commodifiable emotion funnelTo a large extent, emotional intelligence has become what its popularizers have wanted it to become – a commodifiable emotion funnel, profitable to sell, which promises a fast route to organizational success, even individual fame. It is able to engage its audiences because of the rhetorical force of its assertion and common discourse as an important part of life. However, while commodification helps to distribute and sell an idea, it is also a trap. Emotional intelligence Is imprisoned in a sales gloss that makes extravagant claims and promises, exercise its own tyranny by over-idealizing one particular form of psychological being over another (and a prescribed route to change), and is highly contingent upon a certain sociocultural frame of organizational success.
Stephen Fineman (School of Management, University of Bath, UK) – Appropriating and organizing emotion – in “Emotion in Organization” - 2000
What emotions/feelings do you need in teams?
AnxietyAnger
Sadness
Joy
RegretGuiltVulnerability
Gratitude
Love
FearShame
All those team members feel
WHAT WOULD HAPPENif just one little group of people
decided to adopt a method which favors a selective,
voluntary, visible and conscious elaboration of emotional information?
How are you?
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How am I?
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What emotions areINFORMATION, BODILY STATES, BONDS,
ORIENTATION
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How are you?I feel [one or more of MAD, SAD, GLAD, AFRAID].
Optionally explain to yourself why you feel that way.
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Emotions are like…• Emotions are like our hands or our breath: the
majority of us have them, but we use them without paying attention to them, until there is something wrong, making then a specific act of
volition.
In teams (and in general) we need emotional-glasses
Activity: Check In•Check In• Speaker says, “I feel [one or more of MAD, SAD, GLAD,
AFRAID].” Speaker may add a brief explanation. Speaker may say, “I pass.”
• Speaker says, “I’m in.”• Listeners respond, “Welcome.”
•Groups of 3, 5 minutescc: timo_w2s - https://www.flickr.com/photos/19935963@N00
Traps…
What kind of traps?
Culture, a definitionConfiguration of control mechanisms, plans, recipes, rules, instructions to
regulate behavior. (Geertz,1973)
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Control mechanisms•Example:• Boundaries
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Control mechanisms•Example:• Rules
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Control mechanisms•Example:• Protocols
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Control mechanisms•Example:• Instructions
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Culture•Defines, creates, prescribes behaviors•Encode and transmits behavior
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Culture•Or the other way round: is created by behaviors
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Culture, a definitionA device to create, encode, transmit, control behaviors
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If it’s a device•We can hack it…
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Unintentional culture is broken!•Agile doesn’t tell you how to build a great team—what are the steps?•Scrum doesn’t magically give you the skills to do great retrospectives and make amazing improvements.•Don’t settle for the default/incumbent culture.• You need a toolset like the Core Protocols to get your team aligned and on the path to greatness, and then use Agile to execute with your great team.• (Agile isn’t broken. But you need additional skills to intentionally get your team into a state of shared vision, to be able to always design, implement, and deliver great products on time every time.)
Photo: http://s3.freefoto.com/images/13/04/13_04_67_web.jpg
In a single human being- What creates, encodes, transmits, control behavior?
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The Core ProtocolsJim & Michele McCarthy
• Study great teams• Identify key behavior patterns• Learn and share how to reproduce great teams
By Richard Kasperowsi – GreatnessGuild.org
The Core Protocols• 11 behavior patterns• 11 easy recipes• Intentionally get into state of shared vision• Intentionally create culture of great teams and results
By Richard Kasperowsi – GreatnessGuild.org
By Richard Kasperowsi – GreatnessGuild.org
The Core ProtocolsIntentional behavior patterns &
culture design for great teams and results
• 5 groups of protocols: http://thecoreprotocols.org
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Freedom •Why• Basis of great culture•How• The Core Commitments• Pass (Unpass)• Check Out
• thecoreprotocols.org
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Self-awareness •Why• A great self is atomic unit of
a great team•How• Check In• Ask For Help• Personal Alignment• thecoreprotocols.org
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Activity: Personal AlignmentPersonal Alignment• What specifically do you want?• What is blocking you from having what you want?• What virtue—if you had it—would shatter the block?• Choose a virtue from this list:• Self-awareness (default answer), Integrity, Courage, Passion,
Peace, Presence, Self-care, Fun, Wisdom, Health• Restate what you want: “I want VIRTUE-NAME.”• Your alignment is the virtue you selected.
• Give yourself an assignment to help you focus on and practice your Personal Alignment.• Default: “I will practice VIRTUE-NAME three times a day.
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Activity: Super-fast Personal Alignment•Select a virtue from this list.•Self-awareness (default answer)• Integrity•Courage• Passion• Peace• Presence•Self-care• Fun•Wisdom•Health
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Activity: Super-fast Personal Alignment•Complete this sentence:• I want _____________________. (fill in the blank with your virtue)
•To guide you:• Imagine it is the only thing you want.• Imagine you single-mindedly pursued it.• Imagine that if you had all of it that the universe has to offer, you could obtain everything else you want.
•Solo, 2 minutes•See Personal Alignment & Personal Alignment Express at thecoreprotocols.org
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Connection •WHY•Connect great people into a great team, totally cohesive and supporting each other toward shared goal
•HOW•Check In•Ask For Help• Intention Check•Personal Alignment• Investigate• thecoreprotocols.org cc: kenteegardin - https://www.flickr.com/photos/26373139@N08
Activity: Investigate•Investigate•Learn about your partners’ Personal Alignment•Try asking, “What do you want?”
•Same group of 3, 5 minutes
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ProductivityWHY• Align together, deliver great products, achieve great results
•HOW•Decider• Resolution• Perfection Game
• thecoreprotocols.org cc: orcmid - https://www.flickr.com/photos/91555706@N00
Activity: Decider•Decider•Make as many 100% consensus agreements as you can in 2 minutes
•Groups of 5, 2 minutes
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Error Correction WHY• Ensure we are maintaining freedom, self-awareness, connection, and productivity
•HOW• Protocol Check
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thecoreprotocols.org
Shared VisionWHY• These recipes enable us to connect, to understand ourselves and each other.• Eliminate Headgap•Collective intelligence•Group genius: total alignment, total trust, total vulnerability
HOW•Core Commitments & Protocols•Web of Commitment• Shared Vision
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To Learn More• Web
• thecoreprotocols.org • greatnessguild.org • kasperowski.com
• Books
• Software for Your Head by Jim and Michele McCarthy• The Core Protocols: A Guide to Greatness by Richard Kasperowski
To Learn More• Coaching
• Learn and practice Core Protocols to get into a state of shared vision, then applying Agile to design, implement, and deliver great products and services
• Wanted: great coaching client that wants to radically transform their team to be incredibly successful. Does that sound like you?
• Classes
• 1 day to 5 days: learn, practice, and embody Core Protocols to be a great team• 5 day classes are “Core Protocols BootCamps” taught by Jim and Michele McCarthy
Why is this important?cc: Sam Howzit - https://www.flickr.com/photos/12508217@N08
Love“The Core is software to create love. Whether it persists where it's been created depends on the students. But one thing is clear to me—one never forgets how to create love after going through Core Protocols BootCamp even once.”
- Julia Ivashina
Manifesto for GreatnessWe feel GLAD, SAD, MAD and AFRAID.
We have suffered mediocrity, broken promises, drama, selfishness and separation for too long. We are responsible for this mediocrity.
We observe that GREATNESS emanates from SELF-AWARENESS, FAITH, HOPE, PASSION, COURAGE, WISDOM, JOY, LOVE, INTEGRITY, VULNERABILITY, SAFETY and TRUST.
We have the tools—the Core Commitments and Core Protocols—that encode and deliver these virtues and ignite people to greatness.
We want the world to live in love and greatness.WE ARE IN.
Will you join us?
greatnessguild.org/
Want more practice?• Intro to Culture for Great Teams and Results
• 1 hour• Shared Vision Workshop
• Personal Alignment, team alignment, and Shared Vision• 1 day• Core Protocols BootCamp
• Demonstrably great team• 5 days
Software for Your Head: Core Protocols for Creating and Maintaining Shared VisionJim & Michele MCarthy
The Core Protocols: A Guide to Greatness
by Richard Kasperowskigr8p.pl/corebook
The taste of emotionsRediscover the flavorof live and live better with oneself and others
Some booted teams• InstallShield• SIMs• Orcad• Arborsoft• New York Presbyterian Hospital (IT group)• Halliburton
Bibliography• “Software for your head” (ISBN 0-201-60456-6), Jim & Michele
McCarthy, Addison Wesley, 2001• Tuckman, Bruce (1965). "Developmental sequence in small groups".
Psychological Bulletin 63 (6): 384–99. doi:10.1037/h0022100. PMID 14314073. Retrieved 2008-11-10. "Reprinted with permission in Group Facilitation, Spring 2001“• Janis, Irving L. (1982). Groupthink: psychological studies of policy
decisions and fiascoes. Boston: Houghton Mifflin. ISBN 0-395-31704-5.
Bibliography• Hamme, C. (2003). Group emotional intelligence: The research and development of an assessment instrument.
Dissertation, Rutgers, New Brunswick, NJ.
• Koman, E., Wolff, S. B., & Howard, A. (2008). The Cascading Impact of Culture: Group Emotional Competence (GEC) as a Cultural Resource. In R. Emmerling, V. Shanwal, & M. Mandal (eds.), Emotional Intelligence: Theoretical and Cultural Perspectives. San Francisco: Nova Science Publishers.
Koman, E. S., & Wolff, S. B. (2008). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on team performance. Journal of Management Development, 27(1), 55-75.
• Stubbs, C. E. (2005). Emotional intelligence competencies in the team and team leader: A multi-level examination of the impact of emotional intelligence on group performance. Dissertation, Case Western Reserve University, Cleveland, OH.
• Wolff, S. B., Druskat, V. U., Koman, E. S. & Messer, T. E., (2006). The link between group emotional comeptence and group effectiveness. In V. U. Druskat, F. Sala, & G. Mount (Eds.),Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Mahway, NJ: LEA.
• Weinberg G. An Introduction to General Systems Thinking. Silver Anniversary Edition (2001). ISBN 0-932633-49-8
