team safety using deep democracy
TRANSCRIPT
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Team safety usingDeep Democracy
Andrea Blundell and Pru Gell
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Team safety usingDeep Democracy
Andrea Blundell and Pru Gell
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Acknowledgement of county
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Pru GellMy why:
Lit up by people and
groups living their
potential, to enable
positive change
Why I’m talking:
● Facilitator
● Mediator
● Educator
● Deep Democracy
Coach
My why:
Inspired by people and
groups who imagine a
new future and move
towards it
Why I’m talking:
● Agile Coach
● Facilitator
Andrea Blundell
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Team safety using Deep Democracy
1) What is team safety and why it is important?
2) Diagnosing safety in our teams?
3) Tools to increase team safety?
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4) If there’s a part of you that does not want to be here:
a) What part of you is that? i.e. part of you that has a pressing deadline to meet or…
b) What would it take you to come along and be here?
1) How are you feeling at this point in your day?
2) What are your hopes for this session
3) Do you want to be at this session? Is there anything that makes you want to be somewhere else?
AC
TIV
ITY
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The Lewis Method of Deep Democracy
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Why do a Check-in?
1. Recognised as humans rather than
mere cogs in a workplace,
humaness welcomed
2. Everyone given opportunity to talk
3. Equalise rank
4. Makes what’s unconscious,
conscious … and more
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CONSCIOUS
UNCONSCIOUS
What some people in
the group are aware of
but others are not
What everyone in the
group are aware of…
Group’s Wisdom & Potential
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What is Deep Democracy?
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NEW WAYS
OF WORKING
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UK
Denmark
France
USA
Israel
India
Australia
Lebanon
Kenya
Belgium
South Africa
Italy
Sweden
Ireland
Netherlands
New Zealand
Palestine
Zimbabwe
Turkey
Norway
Germany
Canada
Iraq
Russia
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What is team safety and why it is important?
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AC
TIV
ITY
Identify/remember a time when you were in a meeting and you wanted to say something but felt a bit hesitant, vulnerable, uncomfortable to say something. Maybe you had a view that was different to the other ones being shared.
1) When have you experienced this?
2) What was happening in the room that didn’t make you feel comfortable or safe to speak?
Share with someone near by
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Psychological Safety?
“Psychological safety is a
shared belief that the
team is safe for
interpersonal risk taking”
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Google’s Project Aristotle
Psychological Safety = #1 trait
“Team members feel safe to take risks and be
vulnerable in front of each other”
• Conversational turn taking
• Empathy
• Bring real person to work
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Detection of threat in the environment
• Calm
• Embodied
• Present
• Open
• Curious
• Relaxed, yet alert
• Competent
Safety
(Social
Engagement and
Communication)
Danger
(Fight/ Flight
mode)
• Increased heart rate
• Reactive
• Increased respiration
• Worry/ panic/ anxiety
• Anger/ Rage
Life Threat
(Freeze/
Collapse/ Shut
down)
• Low heart rate
• Low energy
• Disconnection
• ‘Spacey’
• Under responsive
Porges, S.W. (2004). Neuroception: A subconscious
system for detecting threats and safety.
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Diagnosing safety in our teams?
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Resistance Line
COVERT OVERT
Inefficient & Ineffective
Sarcastic Jokes Gossip Disruption Strike
Excuses
Poor
Communication/
BreakdownGo Slow War/
Withdrawal
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QU
ES
TIO
NS
1) Have you felt yourself using these kinds of behaviours?
2) What was going on that led you to use them?
COVERT OVERT
Inefficient & Ineffective
Sarcastic Jokes Gossip Disruption Strike
Excuses
Poor
Communication/
BreakdownGo Slow War/
Withdrawal
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Tools to increase team safety?
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Increase safety using Deep Democracy by
Let people feel that it’s safe to express their views
Have people know that their views are heard
Factor in their views
Benefits:
1. People stay off or at least reduce time on the Resistance Line
2. Extra wisdom/insights added into decisions
Good for business and humans within
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Well how to do that?How can we increase levels of safety?
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List of tools1.Check-in
2.Four Steps
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Tool 1. Check-in
1. Recognised as humans
2. Everyone given opportunity to talk
3. Equalise rank
4. Make what’s unconscious, conscious
More reasons for why to do it …
• enables you to ‘read’ the group and gain insight into
the dynamics that will influence the meeting
• allows insight into the Resistance Line
• set a relevant agenda
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Tool 2. 4 steps
1. Gain all the views
2. Make it safe to say “NO”
3. Spread the ”NO”
4. Ask the Question:
What do you need to go along?
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Step 1: Gain all the views1. With what you say
2. Set tone with how you talk
3. Speak from the ‘I’. Why?
• 2nd/3rd person generalities slow, no
decisions made
• Accountability & responsibility made
when people speak from the ‘I’
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Step 2: Make it safe to say the ‘no’
How to do?
• Be aware of tone and ensure
address all sides equally.
• Bring/invite in no view if it’s
not coming in
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Step 3: Spread the ‘no’
Ask “Anyone else feel a little bit like this?”
Recognise person with ‘no’ = Spokesperson for all not expressing their views.
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Step 4: What would it take you to come along?
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Take aways
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Team safety using Deep Democracy
1. What is team safety and why it is important?
2. Diagnosing safety in our teams?
3. Tools to increase team safety?
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From here practical first steps
• Resistance Line• Check-in• Spread the ‘no’
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Learn more about Deep Democracy
Myrna Lewis’s book ‘5 steps to decisions that last’
www.deep-democracy.net
or using Deep Democracy
in agile environments