17 - Generalists and specialists, and learning.

There is more to managing large teams in organizations than limiting work in progress.  In this episode, we delve into the complexities and nuances of handling larger teams effectively and explore: - the importance of robust feedback mechanisms and fostering trust and collaboration among team members.  - strategies for short lived, goal-oriented, self-organizing teams and how those can enhance efficiency and focus.  - the role of social dynamics in team management   (Sorry about the sound quality, we had some tech issues)

The argument over whether specialists or generalists are more valuable to an organization has been going on FOREVER.  And the answer is --of course-- it depends on what you’re trying to do. In this episode we continue our conversation and exploration of learning in organizations and we look at generalists and specialists partially from a learning point of view. We also talk about the implications of the trend with the decreasing number of generalists in tech.

We’ve seen many organizations invest huge amounts of money and energy in training as part of agile transformations and all sorts of other changes. These investments often have disappointing results. Sometimes the new way looks a lot like the old way, but with new names. Lot’s of factors contribute to this.  However, there is a common thread. There’s almost always an overemphasis on what to do and how to do it. Why something works, when to do it, and when to make adjustments get little if any attention. This is the difference between explicit and implicit knowledge--and that’s what we talk about in this episode.

People and teams have the opportunity to learn all the time, not just in training. And, in order for knowledge to be generated, we need to provoke learning. But what is provoking learning, how do you do it, and how do I recognize when learning is not happening? That's what we talk about in this episode. The download that we talk about in the episode is available here.

In an earlier episode, we talked about how to enter a system. Now we'll talk about how to leave. Parting may cause sadness--we're ok with people missing us on an interpersonal level. But we work hard to make sure they can carry on just fine without us.   In this episode, we share our thoughts around how to leave, why it matters, and we share some practical tips.

In episode 11, we talked about Observing systems and in this episode, we explore using Reflective Observation as a way to help a system see the system. By using interviews and observations, we help people see patterns and gaps clearly. Thus, they can choose their own actions to improve which in our experience leads to greater buy-in compared to prescriptions from an outside "expert". However, how do you engage in reflective observations? How do you make sense of what you see and hear? How do you present it to the system? Those are just a few of the things we cover in this episode. Enjoy! -Esther & Viktor

We, humans, are greatly influenced by the people around us. Our social networks affect our behavior and emotions. They can be a source of support buoying us up. But what happens when most of your network is in the same distress? When sorrows pile on, the whole network can spiral into trauma.  In this mini-episode, we’ll talk about what you can do if you are in an organization that is experiencing a cumulative accumulation of sorrow and network trauma.

At any given time a lot goes on in systems. But how we observe systems makes a huge difference in the way we interact with them and ultimately in the value we can provide for clients. When we're not conscious about how we observe systems, we run around dizzy hoping to make important observations. Even if we are aware of what need to observe, it's challenging.  So just exactly how does one observe systems? And what does it even mean to observe a system? That’s what we talk about in this episode. We also have some bonus content for you this time! We created a downloadable mindmap that contains the things you can pay attention to that were mentioned in the episode.  We hope you enjoy the episode!

Another question we are asked a lot is “How do you get past resistance to change?” The answer might surprise you. The first thing to change is your own response and mindset. (What? You mean change might mean I have to change, not just other people?!) What gets labeled “resistance” is really a response to that ever is being proposed. In our latest episode, we talk about the downside of labeling responses as resistance we share our experiences of resistance and offer ideas that can help you shift from division and resistance to partnerships that move forward.

Update 2020-10-14: We have prepared a special and exclusive webinar on this subject. Read more about it and purchase tickets here. Episode description: People often ask us, “How do you coach a team that doesn’t want coaching?”  The obvious--and not very satisfying answer--is “You don’t.” But there are actions you can take that may lead to an invitation to coach.  There are also things you can do that aren’t “coaching” that can affect a team’s ability to work more effectively. In this episode, we’ll share our experiences of “inflicted help” and offer ideas on shift the dynamic to a better outcome.