Download - Decelerate to accelerate
Strange| Strategy and Change
www.shirine.nl
Decelerate to AccelerateDecelerate to Accelerate
how to use time and timing how to use time and timing in co-creatingin co-creating
Strange| Strategy and Change
www.shirine.nl
Goals of this sessionGoals of this sessionIn this session participants experience how to:
Decelerate by creating shared references in a group
Decelerate by creating a shared sense of urgency in a group Decelerate by postponing your interpretations and judgements Decelerate by provoking change instead of making or organizing change
Strange| Strategy and Change
www.shirine.nl
CarrouselCarrousel1. Mark in the program what words or
what (parts of) sentences made you decide to come to this session
2. Make 2 circles: the inner and the outer circle face each other
Strange| Strategy and Change
www.shirine.nl
CarrouselCarrousel3. Outside circle:
• I am…• The words or (parts of) sentences that
made me decide to come to this session were…
• Because…• The question, that puzzles me, is…
4. Inside circle:• You are…• You decided to come to this session
because…• The question, that puzzles you, is…• What touches me in your story, is…
Strange| Strategy and Change
www.shirine.nl
• We postpone our interpretations and judgments
• We do that by including multiple perspectives
• And by asking participantsto tell their story in terms of observations
• We do not look for guilty parties that contributed to the unexpected event
The Blame Free PrincipleThe Blame Free Principle
Strange| Strategy and Change
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• We assume that patterns of interaction will make anyone act in the sameway, making the samemistakes as did the personin this specific situation
• So it is about changing thepatterns, and the conditionsin which these patterns can excist, not about changing the person
No one is to blame forNo one is to blame for
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• Judging enables you to make a decision
• If it is not necessary to make a decision, you can postpone your judgment
• By postponing your judgment, you can start observing and renew your observations and interpretations concerning a certain event
Postponing your Postponing your judgmentjudgment
Strange| Strategy and Change
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I invite you to stand and walk over to someone
And to practice some blame free evaluating by asking the other person about how he or she woke up and got to the conference this morning
Invitation to Invitation to experienceexperience……
Strange| Strategy and Change
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• Tell me about a specific moment in a project of yours that you experienced something you did not expect?
• Where were you at that time, who was there with you, were you sitting or standing?
• What did you say, in what way did you move?
• And then? What happened then?• And then?
Storytelling in Storytelling in observationsobservations
Strange| Strategy and Change
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Negotiating the conditionsNegotiating the conditions
• What problem is your project an answer to?
• Who experiences a sense of urgency?• Which people and therefore
perspectives are included?• What cannot be questioned or
touched?
Strange| Strategy and Change
www.shirine.nl
Breaking through patternsBreaking through patterns1. How do I get stakeholders to feel their
dreams, hopes and desires so that they ask me what they really want?
2. How do I make crucial stakeholders care about this project?
3. How do I create space for variety, where there is no space at the moment?
4. How do I seduce stakeholders and secretly touch what I cannot touch or discuss? (how can I give them a sense of security and of control?)
Strange| Strategy and Change
www.shirine.nl
The method of contemplationThe method of contemplation1.First round: every person tells whenever he wishes what inspired him or touched him during this session. No one reacts, just listen
2.Second round: every person tells whenever he wishes what inspired him or touched him in the words that were spoken during the first round. No one reacts, just listen