A Self-reflection Workshop


  • These exercises ask each individual in the workshop to focus on their self-identity and how they think others see them.
  • To be conducted in as light-hearted and playful a way as possible.
    • (in order to make everyone comfortable reflecting on themselves.)

Assumptions behind these Exercises

  • We believe that individual living systems sustain themselves by:
    • 1. being in touch with internal self-identity
    • 2. being aware of how they are perceived by others
    • 3. successfully managing the relationship between 1) and 2) in the context of each situation.
  • They do so by languaging their equilibrium.
  • In the above sense, as systems, they therefore 'create' themselves.
  • This is what is meant by the idea of autopoiesis.

Relevance for Team Consciousness

  • Teams operate according to the same conditions as living systems
  • But they consist only of individuals, whose ability to collaborate is built upon their mood and spirit, etc.
  • Teamwork can be difficult when individual participants are insufficiently aware of:
    • their effect on others
    • their skills and abilities
    • their level of self-confidence (high or low)
    • their own personal likes and dislikes
      • (e.g. unless s/he enjoys food, how can a chef learn the preferences of others?)


this part needs devising....could be a light-hearted game in which participants invent compensatory mechanisms for loud extroverts and painfully shy members of a team


  • Prepares individuals for balancing and optimising the timeliness and level of their vocal contributions to meetings.
  • It also prepares individuals for a holarchic team regime.
  • It may also re-calibrate shifts in a given individual's balance between self assertiveness and self restraint.
  • It also enhances a feeling of fairness and mutuality among individuals in a given team.
  • It is strongly somatic, rather than a purely 'thinking' tool.
  • Some teams are dominated by members who garrulous or over-assertive:
    • They may speak too long.
    • They may speak beyond their competence.
    • They offer information that is inadequate or unhelpful to the team at that moment.
  • These team may, therefore, miss some of the potential contributions of more shy, modest, or self-deprecating members.

This is an example of a mis-match between (i.e. poor management of) the team's positional values at any given moment.

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