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overcoming defensive routines in the workplace (organizational defensive…
overcoming defensive routines in the workplace
organizational defensive routines
our reactions to conditions of threat and embarrassment create these
"undiscussables" AKA elephant in the room
there tends to be no awareness of participation in the scenario
self-fueling, counterproductive process plays out in one-on-one interactions, in groups and across organizations
its roots are feelings of threat, embarrassment, and a resulting loss of control
Unilateral Control Model: once under its spell, our concern is self-interest ad self-preservation
the term unilateral is what gives the defense quality; one-sidedness to the thinking
the aim is to win not lose
manifests as a desire to assert our views and convince other person we are right and they are wrong
for me to be effective everyone else must be ineffective
leaves no room for the discovery of error
can move beyond this by implementing DOUBLE-LOOP LEARNING
first loop is the rapid-fire approach to solving problems (react by changing the course of action when something doesn't work)
second loop is taking into account the thinking, values, and assumptions behind all the actions
if the actions were ineffective, examine the thinking that fueled them and how it can be changed
challenges out own thinking and challenges that of others
ways to implement double-loop learning
Left-Hand Column
reflecting on our thinking after the fact
write down recollection of difficult convo
on the right side of page RHC you write what was actually said
on left hand LHC you write what you thought and felt but didnt say
you must develop an awareness of when your thinking becomes toxic
results:
more info for discussion
honest discussion fewer hidden agendas
minimize emotional volatily
suspension of judgement
healthy mistrust of one's thinking
identification of unchecked assumptions
Ladder of Influence
tool to help understand and describe use of inductive reasoning (given what we see what conclusions do we draw)
while inferences deal in probabilities, we tend to confuse them with facts
data (all available info)
it exists in limitless quantities
it is observable
often unintelligible unless we interpret it
Bottom rung of the ladder: SELECT DATA
next: INTERPRET DATA
draw conclusion
results
improved reasoning process
greater utilization of diverse thinking
minimized point-counterpoint conversations
greater confidence in info and conclusions
Advocacy and Inquiry
advocacy: expressing a view or making a statement about your position
a productive advocacy helps others see what data you have selected, the meaning you have attached to it, and the conclusion youve drawn
avoid generalities and abstractions
success looks like established reasonableness, efficiency, and understanding
inquiry: exploring the views of others through questions
results
advocacy
ideas remain agile and innovative
increased shared understanding of goals, ideas, plans
clear more compelling comm
inquiry
faster discovery/correction of errors
ability for more info from other perspective
broader group learning