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© 2024 Employing Differences
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A conversation about exploring the collaborative space between individuals, hosted by Karen Gimnig and Paul Tevis.
205 Episodes
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"There is a whole range of what transparency means. There's a range of ways we might achieve it. And we want to be thoughtful about who needs the information and how much of the information they need."Karen & Paul discuss how the benefits – and costs – of transparency aren't always what we expect them to be.
"Those moments of conflict in those types of relationships are precisely the moments where we have the opportunity to learn and grow individually and as a part of that relationship. We get to make a choice about whether or not we want to do that."Paul & Karen talk about how conflict creates opportunities for growth.
"With a simple decision, the math says we should do this, and somebody else is going, 'But how could you possibly?'" Karen & Paul talk about how the logical and emotional parts of our decision-making can show up when we collaborate.
"We sometimes can fall into the trap of thinking that we can work with anyone, and that we can fix every situation. That if we just use the right words, if we approach things in the right way, that we can always make things better. And our experience has been that's not true."Paul & Karen talk about recognizing the limits of our interpersonal skills.
"There's no one answer to this. It depends on the situation. What we really want to dig into is understanding what our options are – being able to see what's going on in these situations so that we can make good choices about it."Karen & Paul talk about how to move forward when a situation upsets only part of a group.
"You and I continue to explore this space because we're continually learning. There is no end goal for figuring all of this stuff out. There is just getting even better at exploring that collaborative space that lives between individuals."Paul & Karen celebrate two hundred podcast episodes by looking at themes in what they've talked about.
"If my goal is to change somebody else's behavior, I'm very unlikely to be successful. But if my goal is to make the relationship better and to change what I can change about what's going on with me, and how I'm engaging, and how I'm sharing in various ways; the likelihood that their behavior will change actually goes up."Karen & Paul discuss one of the paradoxes of relational work.
"We can never really know what's going on with the other person. We're almost always guessing at them. And the question is whether or not the guesses we're making are helpful or not. Does it feel certain? Does it feel like I have absolved myself of any responsibility of needing to do anything different? Does it seem like this guess is always true, has always been true, will never change, and makes it feel like I have no options? If that's the case, then it's probably not as helpful to you in terms of changing what's going on."Paul & Karen talk about more and less useful assumptions we can make about other people's circumstances and intentions.
"The place I want to start is recognizing, 'What's my pattern?' Do I always start with a question? Do I always start by saying, 'What do you think we should do?' Or do I always start with, 'Here's what I think we should do.'? If you're always doing the same thing – and by always, I mean nine times out of ten – then you're probably not choosing the thing that's useful for the situation."Karen & Paul discuss collaborative problem-solving and whether to start with questions or statements.
"One of the most important things that you can have as a group is an understanding of how you want to repair things when things go wrong, because things always will. We can talk about how we want to work together. We can talk about what we want things to be like. And we know that those things are aspirational. Something will go wrong at some point along the line." Paul & Karen talk about recovery and repair when things between us go wrong.
"An actual written document or policy or proposal is a concrete thing that I can say yes or no to. I can say, 'I like this part, I don't like that part.' And it requires a fair amount of editing – of making it crisp and clear – so that we are actually talking about the same thing. Because when you get documents that are super vague and super weird, then we all imagine that there are different things in there than there actually are."Karen & Paul discuss the necessities and challenges of preparing proposals for a group to consider.
"How do you do something other than just the tag team approach? For me, that's really all about designing the partnership. If we're going to partner on facilitating this meeting, what does that look like? And one way that that partnership can be structured is we're going to take turns. But that's not the only choice that we have." Paul & Karen discuss the benefits and challenges of co-facilitating.
"Asking about how bad it is can help us to notice when we're digging in our heels in a situation where the conflict that we're going to need to go through to get to our 'better solution' isn't going to be worth it."Karen & Paul discuss assessing, weighing, and judging the costs of various decisions.
"At the end of the day, any action that I might take that's premised on the idea that I have full and complete knowledge of what's going on for another person is really dangerous territory."Paul & Karen talk about the trouble we can get into when we imagine – or demand to know about – other people's inner lives.
"When people ask, 'Well, what's the best way to make a decision?' is where we fall into the realm of 'best practice.' And the thing is that there's very little actual best practice when it comes to humans working together, because of the complexities of things like this. A good practice in a particular situation is not necessarily going to be a good practice in another situation."Karen & Paul discuss how knowing where to go from here requires understanding where "here" really is.
"There's a lot of different channels for sharing information that we often overlook when we're working in a group. We sometimes think that talking about things is the only way we can get information out there. In our experiences, there are a lot of other, richer ways that we have access to. And then it's up to us as facilitators to notice when might it be useful to do some of those things." Paul & Karen share some of their favorite techniques for helping information flow without needing to use words.
"There are a number of ways that you can use fishbowls, but they all have that element in common of creating a shared experience for the larger group around a topic of some import and some relevance." Karen & Paul discuss the varied uses of one of their favorite facilitation tools.The Cooperative Culture Handbook, which contains the Bridging Circle exercise, is available at www.ic.org/handbook
"When I started using dyads and triads and groups of four or five within larger facilitated sessions, it was a game changer for me. I saw the quality of participation, the quality of the ideas, and the decisions the groups were making change pretty dramatically."Paul & Karen talk about the advantages of using small groups inside large meetings.
"There are a lot of really useful things you can do with periods of time as short as 30 seconds or a minute – or as long as half an hour or more – of being together without speaking in that space." Karen & Paul talk about the value of silent time in group meetings.
"If somebody showed up sobbing and saying, 'I'm having a horrible day,' we would probably shower care upon them. I want to encourage that same thing when they're showing up as loud and angry. The same neediness is actually being expressed. It's easier to do it when someone is weepy and sad and not lashing out, but it's the same problem." Paul & Karen talk about how creating a rule is rarely a helpful response to people getting upset.
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