I loved it because they were “do this” things and “we do this” statements. They were positive and encouraging. I translated them for a business (team) context:
- people are happiness seekers
- people are social
- people want to be good
That resonated with me well as I strongly believe people are inherently trying their best. Now after an introduction by Niki Harre (University of Auckland) she organised an impromptu role play. There were 3 groups of 4 people and they were asked to come up with ideas for a birthday party for a 5 year old.
It’s been more than a week since my last post and I feel a bit bad about it. But just a bit. I’ve been on a workshop the past 4 days. Well, nothing too exciting about that, you may say, we all go on workshops all the time.
I just read an article about the treats of different cultures. Funnily enough this comes as Adam commented on one of my blog posts from an English / French perspective and I’m – a native German – living in New Zealand. The big thing about this article was the following table (taken from Richard D. Lewis’ book “When Cultures Collide”)
Passionately understanding our customer is a common rally cry of organisations. Although it is easier said than done. Groups responsible for delivering something for a customer think often in terms lik “they need to understand the technical complexity, process dependency, or compliance regulations” The issue that currently presents the biggest roadblock is in the forefront of the mind. In other words they want the customer to know how difficult or complex it actually is what they want. Viewing the need from an outside in perspective is the common approach overcoming this hurdle. It can still yield a limited result:
In a post 4 weeks ago Michael Michalko used this example of Toyota:
A few years back, Toyota asked employees for ideas on how they could become more productive. They received few suggestions. They reworded the question to: “How can you make your job easier?” They were inundated with ideas.