Friday, January 11, 2008


I ran a Creative Problem Solving workshop the other day. After some work it transpired that the team's real problem was the boss, who was not present. But on further examination this was a smokescreen - the real problem was that the boss didn't do or say what the team wanted. Already we'd moved away from the person to the behaviour. Then it became clear that the boss's negative behaviour was a response to the team's behaviour - so the real problem became the relationship. Now relationships need 2 parties - 2 to tango. So the emphasis shifted from one person's personality to a network of relationships.
And the question changed from: how can we change our boss's behaviour? to: how can we work within these constraints to get what we want?

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