Tag Archive for: Brainstorming

Change is an inevitable constant in our lives. Sometimes we can influence it, but most of the time we cannot. What is new is the dynamic and speed with which we are confronted with change. What we need is a plan on how to adapt to change quicker and build a higher resilience to negative news, because a differentiated view of change processes will continue to produce this in the future. What will always be in our own hands, however, is our personal attitude and approach to it. As leaders, we are expected to act as role models and show others the way – this is no easy task, even for seasoned leaders. Fortunately, there are ways to adapt to change and even to use advantage of it…

A Conscious Approach to Change

The following overview includes helpful and proven methods and concepts for confidently dealing with change processes. They do not claim to be exhaustive, but are rather intended to serve as inspiration and to point to the multifaceted possibilities of actively shaping supposedly negative changes in our environment. If we succeed in understanding change as energy, which we can harness for ourselves in the form of opportunities, we are well on the way to braving the storm and using its winds to drive our own mills.

“When the wind of change blows, some build walls and others windmills” (Chinese proverb).

Giving space for feelings

It is good to talk about feelings, also as a leader. Especially when dealing with unwanted change, it is important to give space to negative feelings such as fear, anger or disorientation. As we know, emotions are very powerful. However, research shows that it is important to leave this phase early. In this way, the path can be prepared for us to engage with the change and be ready to work on constructive solutions. As a leader, it is important that we also give our team the space to openly express their feelings. Often there are already different assessments of the same issue in the team, which opens up new perspectives for the individual. It is then important to show the way out of this space and to move on to finding solutions. In this process, participation and transparency should be made possible, as far as the framework conditions allow, so that all those affected by the change can participate.

Harnessing stress

Your reaction to stress has a greater impact on your health and success than the stress itself. If we believe stress harms us, it will. If we believe that stress is trying to carry us over a major obstacle or through a challenging situation, we open up the possibility of becoming more resilient and possibly even living longer, as Stanford psychologist Kelly McGonigal argues in her essay “The Upside of Stress“. You can also find her TED Talk here. In any case, it is worthwhile for us to escape stress, even if only temporarily, by using it as an impetus to go through a process of change more rapidly. If we manage to come up with a goal of change that is so positive and desirable that far surpasses the status quo, it can even transform that stress into so-called eustress, which spurs us on and keeps us focused on the goal.

Focus on values

Remembering what is important to us – personal beliefs and, family, friends, religious beliefs, achievements in our lives, have what it takes to create an anchor for building resilience in the face of perceived problems. Just thinking about it has been proven to be effective. In the role of the leader, we not only have the organisation’s definition of values at our disposal. It can also be unofficial values of the team which have been lived successfully in the past and which contribute to a positive identification with the team. They can also be our own values, which we share bilaterally with team members, for example, about the courage of a certain fictional or real heroic figure whom we admire and whose values unite us. We thus arouse energy to want to preserve this value and create a sense of community within a social value system, which gives us additional security and resilience via the group.

Recognising change as the new normal

As adaptive leaders, we see change, whether intentional or unintentional, as an expected human experience rather than a tragic anomaly that unfortunate people fall victim to. Instead of feeling personally attacked by negative events and an unfair universe, we see an inevitable pendulum swing of things. Every high will also be followed by a low – every low gives way to the next high.

Humour helps with change

And last but not least, we should also consider unconventional methods…. That humour can have a healing effect, we know from numerous studies in clinics, where from comedians up to clowns not only put a smile on people’s faces with their humour, but also give courage and strength for their personal situation by creating happy moments in these difficult situations.

Trying to find a funny moment in an otherwise unfunny situation can be a fantastic way to create the levity needed to see an annoying problem from a new perspective. It can also help others feel better about themselves.

It is important that we strike an inclusive and respectful tone when doing so. A good rule of thumb is that other people’s arguments are no laughing matter, but ego-related statements, about how we deal with things and the impact of change processes on our own everyday life can serve as a projection screen. We make ourselves approachable and show that we are carrying our baggage, waiting along through the same quagmire, but not letting it take away our lightness and optimism. A funny metaphor, such as a fictional person who has clumsily done everything imaginable wrong, can also be helpful if we ourselves do not want to or cannot take on this role. Such humour quickly rubs off and has what it takes to lift mood and motivation and thus make it easier to go through the change process.

Our Learnings…

We can state that change is an omnipresent constant that we as leaders will encounter even more frequently and more distinctly in the future. In order to do justice to our role, it is important that we first reflect on how we deal with it ourselves and become aware of our possibilities for shaping it. There are many methods and concepts available to us for this purpose. Some important ones are:

  • Giving space for feelings – briefly and intensively
  • Making stress usable – as an impulse
  • Focusing on values – our own and those of our social environment
  • Recognising change as a new normal – as a constant
  • Humour helps to heal – ourselves and others

Have you already found your own ways to use the wind of change for yourself? Let’s exchange ideas on this. We are looking forward to your ideas!

Written by: Patric Huchtemeier

You create the future!
This is something we’re good at.

 

 

Concepta…what? You’ve probably never heard of a conceptathon. This brand new future format of New Learning comes directly from the TCJG forge and is full of teamwork, collaboration and visible end results.

This workshop design has its roots in the agile world and follows the approach: learning by doing. Within three days, concepts for pre-defined cases are developed in small groups – intensively and innovatively. Alternating between short inputs, units, and workflows according to the sprint logic and pitches of the interim results. Everyone can play to their strengths and push themselves out of their comfort zone. Everything for the grand finale, the final pitch and the opportunity to learn how to deliver quality conception work quickly.

We were able to prove in our pilot that this does not only mean spinning heads and hard work, but is also really fun!

10 people worked for three days on three different concept challenges and the results were overwhelming: multi-media, complex, agile and with a lot of heart and soul.

We’ll take you on a little Conceptathon journey and sum up at the end.

And if you want to learn more about the future format beforehand: You can find our blog here.

At the Conceptathon, we didn’t hesitate for long. We took enough time to arrive, meet the group and define our expectations and goals (TCJG top tip here: Expectations and goals are perfect as a task in the run-up; the group already deals with the topic of conception and the anticipation of the workshop rises), but we also quickly got to the part that everyone was looking forward to: the presentation of the cases and thus the kick-off of the Conceptathon.

In the case groups, they first familiarised themselves with their own task, did research (also with the clients as interview partners), then, after inspiring input on the topic of goal definition, formulated it (a step that many have always liked to skip in the past) and bundled and expanded the collected findings in a rough concept.

Aha results guaranteed

This is where the first aha experiences took place: The change of perspective presented the first challenge to one or the other. To empathise with the client(s), to ask the right questions and to explore the case without immediately finding a solution was a task that our participants sometimes had to work hard at. Their heads were already bubbling over with creativity and ideas – then taking a step back and looking at the requirements can be frustrating, but it is necessary.

The results then spoke for themselves: our groups were able to get to the heart of their cases and prepare their rough concepts in such a way that creativity could be given free rein on day 2 – without having to deal with legacy issues from the previous conceptual step.

And there was something else we learned: The templates and small aids we prepared for our participants served us well during the event. They provide orientation and give the group the chance to concentrate on the essentials: Conception.

Even after the event, the team spirit continued to be fuelled: over pizza and vino, we laughed, exchanged ideas and recharged our batteries for the next day!

Day 2 – Conceptathon – the creative minds are activated

The group started day 2 highly motivated, and things got off to a dynamic start, because we wanted to fill our concepts with life.

But first the theory: together we worked out which methods, formats and media we could best use at which point in our learning structure. What achieves the greatest effects? What helps us reach our goals best? What out-of-the-box possibilities have we not yet considered?

This got the creative heads activated and prepared them well for the rest of the day. It was precisely these results that could be used for the further development of the cases. The participants were able to be creative in their fine structure, use funky formats and work out architectures with great attention to detail.

Intensive work units with clear objectives, feedback sessions and slack time alternated again and again. We were amazed at how many ideas we could spin together in such a short time and, thanks to the previously prepared structure, steer them in a productive direction.

In the evening, the creative work continued: even the rain couldn’t stop us from having a BBQ. So the grill master got a roof over his head and the group set up the buffet indoors. With homemade salads from the team and conversations about things that are currently on our minds, it tasted even better.

Day 3 – Conceptathon – The Grand Finale

The grand finale – but by no means was the air out!

On the last day of the Conceptathon, our participants really stepped on the gas, put the finishing touches on their concept and produced material.

The final pitches and presentations of the concept consequently had it all: from 360° videos to trainer guides for workshops and passionate explanations, everything was there, and our participants set off a real concept firework!

Of course, it was difficult to decide on the best concept, which is why we quickly declared everyone a winning team and celebrated our new team spirit together with a visit to the wine bar!

Our event was rounded off with an intensive reflection on the last few days. What did the participants take away? What will they do differently now? Were they able to achieve their goals from the beginning of the event?

One sentence in particular stuck in our minds: “Now I finally know what should really matter in my job!”, one of our participants openly shared with us, thus giving us high praise.

We said goodbye as a team, as conceptathonists and with a lot of motivation for our next concept work!

Our conclusion: A future format that makes fun!

Our conclusion for the Conceptathon is entirely positive: It really is a future format that is fun!

With a lot of creativity, collaboration and dynamism, it helps teams to set a focus and get down to work in a short time. A conceptathon is suitable for a wide range of topics, strengthens individual competences and produces immediately visible results: finished concepts.

Our Conceptathon already had kids. See here the Main-Donau-Isar Projekt.

 

Would a Conceptathon be something for you and your team? You want to see visible results quickly and take your conceptual work to the next level? Then get in touch with us and we’ll realise your New Work Booster together!

 

Written by: Victoria Durner

You create the future!
This is something we’re good at.