YOU PARTICIPATED TO THE EXPERIENCE
THE TASTE OF OTHERS
KEY TAKEAWAYS
We all have unconscious habits and behaviors, a “natural mode”; most of the time, in familiar and controlled situations (“Business as Usual”), they save us time and energy; but they can lead us astray in situations of urgency and uncertainty, when we're faced with unusual and complex problems.
To summarize them, under pressure:
1/ we tend to choose harmony over performance
2/ we tend to choose the obvious over the innovative
3/ we tend to share too little information and rush to consensus even if it’s the wrong way
To make collective progress, the first step is to be aware of this natural mode. Then, we can put in place concrete practices.
THE L.E.D. METHOD
- EFFICIENT TEAMWORK UNDER PRESSURE AND UNCERTAINTY -
Find a common Language
1/ Check the meaning behind words, especially with interlocutors who have a job, culture or background different from ours. Use a numerical scale to define “umbrella-words”
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Urgent? >> “Before tonight or by the end of the week?”
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Risky? >> “Is that a 1 in 10 chance of failure, or 1 in a million?”
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Confident? >> “On a scale of 1 to 10, how confident are you that we can hit this deadline? »
2/ Ask for back-brief, with the “echo” technique. If they can say it, they can do it!
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Is that clear? >> “I want to make sure I was clear. In your own words, what are the three priorities for this week?”
3/ Use the metaphor bridge: build on what they already know, to explain the unknown
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Psychological safety >> “The red button in a factory line”
Empathy : listen to understand
1/ Listen without knowing what you're going to say until the other person has finished
2/ Seek to understand before you seek to be right. Actively seek to understand before engaging in debate: rephrase, ask questions.
3/ To make a decision when you have several options on the table, start by discussing all options only looking at the facts. Then, and only then, everyone can give their opinion and preference.
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Replace “I prefer this option (opinion)” by “this option is interesting because…(facts)”.
Encourage Dissenting voices
1/ Have everyone write down their thoughts to limit conformism.
2.The boss speaks last in a round-table discussion.
3.Organize contradiction:
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Devil advocates: appoint two of them, no one likes to be the "black sheep" alone.
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The pre-mortem:“Imagine we are one year ahead from now. The project has failed: what killed it?”
READING LIST
Discovering and understanding our unconscious mechanisms is a long way! Here are a few recommendations to continue your exploration.
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Thinking, Fast and Slow; Daniel KAHNEMAN (Nobel Memorial Prize in Economic Sciences laureate)
Our opinion: a reference in behavioral psychology; very complete, this "paving stone" can be read with ease, with many amazing experiences to be made as you read it.
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You’re about to make a terrible mistake! How biases distort decision-making - and what you can do to fight them; Olivier SIBONY
Our opinion: cognitive biases in decision making illustrated by numerous very telling business cases, and concrete tools to remedy them.
YOU TESTED
FOUR CHOCOLATES
Four dark chocolates from Maison WEISS, an artisanal French chocolate maker based in Saint-Etienne since 1882. Here are their taste characteristics**:
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DOMINICAN REPUBLIC : "The harmonious blend of Ecuadorian beans brings roundness and sweetness to the power of African cocoa."
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MADAGASCAR : "A chocolate with light fruity and tangy notes married to subtle woody and floral notes."
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TANZANIA : "Its frank chocolate taste is accompanied by vanilla notes, dried fruit aromas and a hint of licorice. Tangy and fresh notes then appear, leaving a good length in the mouth."
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ECUADOR : "A chocolate with a marked bitterness but without acidity, with roasted aromas and grilled notes in the finish."
** comments from Maison WEISS
- NOW IS THE TIME TO REVEAL TO YOU -
THE SECRET COMBINATION
THANK YOU 1000 TIMES FOR YOUR PARTICIPATION
AND SEE YOU SOON!