A Self-reflection Workshop
DRAFT PAGE IN PROGRESS
- 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?)
WORKSHOP 1
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
Purpose
- 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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