Rick James
My colleague, Nick Wright, developed a really interesting exercise to use with top teams when developing a strategy. When we look at ideas for future direction, who we are in relation to what we are looking into will influence what we see – and what we don’t see – how we do it and what conclusions we draw from it. This is because our subconscious assumptions, biases, filters and defence mechanisms create blind spots and hot spots.
Blind spots are what we are not thinking about. They touch on what is invisible to us. They are concerned with (un)awareness. They are created by our beliefs. They reflect the paradigms we hold. If we challenge them, it can feel mind-bending. Hot spots are what we are not talking about. They touch on what is sacred to us. They are concerned with relationships. They are created by our values. They reflect the passions we hold. If we challenge them, it can feel heart-wrenching.
This week in looking at a current issue, think about:
Blind spots: What are we assuming? What appears self-evident to us and why? How can we draw in contrasting perspectives and ideas?
Hot spots: What are we avoiding? How will we handle power dynamics and vested interests? What will we do if we feel threatened or defensive? How can we hold robust conversations that feel safe?
Good questions to explore trust in teams. Here is a good way to start sensitive, but critical, discussions within a team. First get individuals to finish the sentence:
– What I most value about this team is….
– What I would like most from this team is….
– My work would be much more productive if….
– I would have more fun at work if….
– I feel frustrated when….
– I feel really motivated when….
Then facilitate a discussion drawing on people’s different responses.