Changing Conversations from Issues to Possibilities

Photo Credit: Richard Chicoine iCopyright 2010
Metamorphosis continues though seasons change...

Have you ever heard the term "Iconoclast"? 

It was new to me, too, until I heard a CBC radio interview with Gregory Berns,

author of the book, "Iconoclast.  I was hooked.  Let me explain why I had to learn more.

An "Iconoclast" is a successful innovator who overcomes most mental barriers

that stop many of us cold. 

The brain has 3 natural roadblocks that stand in the way of truly innovative thinking:

• flawed perception
• fear of failure
• the inability to persuade others

The question is, how do we - with these "typical roadblocks" - learn how to open up the channels of our perceptions, fears and skills of persuasion?

The answer comes from organizational strategist, Peter Block. 

 He says, start by changing the conversation.

(This month's Leadership Learning Day will feature speakers/performers who have learned to change their conversations... and their success proves the case in point.)

Peter Block says:

“If you want to change the world - or the culture - all you have to do is change the conversation. In the beginning was the word -- that was how the Bible started. Asking the question of what is true wealth invites people to have a conversation they may never have had before. That itself is a measure of wealth! The value of our coming together can be measured by whether or not we are able to have a conversation we have not had before. A conversation is an action." -

Let's look at 2 conversations: 

the first maintains the "status quo"

and the second promotes innovation and inclusion

(2 of the phases of iconclastic thinking).

Conversation "A"

What happens when we "Solve the Problem"?

• The community is defined by its history and its issues

• We solve problems identified by others

• The goals, plans, measures and consequences are set by others

• Cost and efficiency dominate (we can't  afford to do "this" and this is why...)

• We seek answers and a defined destination

• Members express dissent as a stance in reaction to others, a demand for how they should change, and the beginning of negotiation based on past examples

• Prefer safety and security, choose a predictable future

• Negotiation, force or control of resources creates a better future.

Conversation "B"

“What happens when Possibilities are explored?”

• The community is defined by its connectedness and its possibility

• We define and solve problems ourselves
• The goals, plans,  measures and consequences are set by us (and teams work within that flexible boundary)
• Purpose and relatedness dominate (silos are replaced by connectedness)
• We trust questions and an emergent path (appreciative enquiry looks for the best in people and their work)
• Members may express dissent as a personal stance, a choice that defines us. This kind of dissent is the beginning of a conversation ("Tell me more about what you are thinking")
• Prefer adventure, choose freedom, positive anxiety, and comfortable with vague future (when the leader role models, others follow the pattern)
• Relatedness, accountability and diverse engagement create a better future.

Conversation B creates a context that nurtures an alternative future, one based on inclusiveness and hospitality.

This context helps to initiate conversations that shift our experience - through the way we bring people together and the nature of the questions we use to engage them.

Innovation happens because people

(who know how to change the conversation)

go ahead

and do

what others say cannot be done.

As leaders... "respect" for others emerges in our conversations when

we focus on the gifts, talents and strengths of others around us.

See you  Thursday!

Maggie



Innovation: Seeing Things Differently (Not True!)

Photo Credit: Richard Chicoine iCopyright 2010

What do you mean?

Leadership certainly isn't black & white, especially when you are charged with leading innovation, or tackling a community wide effort for economic renewal.

Heraclitus (the Greek philosopher) said that the only constant is change.  His argument was that you can't dip your foot in the same river twice, since the flow of water is constantly changing.

In North America, we hear that same phrase often: the only constant is change.  Is it really?  Is it true that the molecules of water in the river may be different but the composition of the substance remains the same?

What I'm getting to, is that we need to get comfortable with ambiguity.   "The more things change, the more they remain the same". 

Perhaps the outward appearance changes,  but not the substance.

To appreciate ambiguity, follow the thinking of "innovation".   Question conventional wisdom.  Ask for guidance, input, feedback from outside sources.  See the issue from a totally different perspective - sit on a fencepost and get the 360 viewpoint.

Innovators are people who naturally see the world from a unique angle or two. 

The extreme is called "Iconoclast".  

Iconoclasts have developed their

perception,

an instrumental skill in leading innovation and change.

According to author Gregory Berns,  iconoclasts don't just see things differently.  They perceive by using several different routes to force thinking out of its lazy modes.

The most likely way that you perceive something will be in a manner consistent with your past experiences.  Commonplace perceptions feel comfortable.  They take little energy.

The secret to changing how you perceive the task at hand?

The element of "SURPRISE".

(SourceL  Gregory Berns, ICONOCLAST. Harvard Business School 2008)

 Read more from a CBC interview here: 

 http://www.cbc.ca/canada/story/2009/06/16/f-vp-handler.html

* When setting your tipping point goals, how will you use your powers of iconoclastic perception - surprise - to reach a new & innovative level of leadership?

See differently?  More:  PERCEIVE differently....

AmBIGuity?

Photo Crefit: Richard Chicoine iCopyright 2009

Fear of Ambiguity

It's easy enough not to notice the opportunity to innovate - to ignore the possibilities. Our daily routines determine our most common direction and pace. We can easily ignore the obvious. That's a dangerous leadership trait.

As leaders, how can you become more aware of circumstances which will spur on unlikely intersections of ideas and help others to get over the fear of "change", for example?

This week's photo - the Snow Rose - illustrates the potential of "intersections" of thoughts. The question at the root of the experiment: "What would happen if... "

Leaders need to see the possible in the impossible and help others leap through the fear of the unknown.

In his book, ICONOCLAST, Gregory Berns says:

"Fear of the unknown, or ambiguity, is a funny thing. It is not a specific event event such as an electric shock or the pain experienced from the criticism of an unempathetic supervisor. Ambiguity stems from lack of knowledge. It looms over the psyche like a dark cloud on the horizon. Some people are better at dealing with ambiguity than others, but when fear of the unknown bubbles to the surface, it is universally experienced in the same way."

What to do? Re-direct your fear of ambiguity. ASK! Read. Discuss. Experiment - play. Find the "intersections" and lather yourself up with ambiguity.

There's a biological reason behind this theory. As a leader, you have to find the knowledge and then stimulate your own - and everyone's - "amygdala". That's the brain's critical processing centre, an almond shaped structure critical for processing emotions. Amygdala's have a long memory, and they can be trained!

The Practical Application for You:

Which brings us to this month's CAP presentation, "Dress Rehearsal". Here are the "ambiguous" guidelines which we sent last week.

• About your CAP Presentation:
  
  This is a "dress rehearsal" for graduation.
  Only firm guideline: 10 minutes max.
  Purpose is to highlight your CAP project and results, your leadership learning’s.
  How and what you include is up to you.
  Hint: tell a story!
  And remember that the audience "knows nothing" about your project.

The "ambiguity" of instructions allows each of you to experiment in ways which will stretch your skills. I'm thrilled that 2 groups were pro-active in asking for instructions. Asking for input, direction, how to respond in new ways is a sign of solid leadership. Don't be afraid to ask!

Gregory Berns says, "One of the critical fears that inhibit people from sharing their ideas is the fear of being rejected." The solution? "Remove as much of the social pressure as possible, by creating an environment in which individuals feel comfortable pitching half baked ideas."

Your May presentation is an important "dress rehearsal". We'll give each other feedback on what works, what doesn't and how you can blow the audience away with your CAP presentation at June's graduation. It's going to be fun! And... you have a month to prepare your final versions.

Once again, if you need help, just ask.

Here's to happy amygdalas,

Maggie