This quote, suggested as a motto for setting the atmosphere for effective feedback by the authors of What Did You Say? The Art of Giving and Receiving Feedback, has stayed with me:

Our work is too important to take seriously.

How can this be? Surely we should take our work as seriously as the importance we attach to it?

The term ‘accountability’ is frequently used in the context of teams and organizations, but it is often deployed in ways that are vague, contradictory or counterproductive.

A short ‘cheat sheet’ for a couple of frameworks I find helpful for facilitating difficult discussions and keeping participants ‘in dialogue’. It summarises Kantor’s ‘Four Player’ model and Bohm’s ‘On Dialogue’. You can download the PDF here.

I created a ‘cheat sheet’ for Helping: How to Offer, Give, and Receive Help by Edgar Schein. You can download the PDF here.

A couple of decks to support discussions around Kantor’s ‘Four Player’ model, and Lencioni’s ‘The Five Dysfunctions of a Team’. These conceptual models can be helpful tools when coaching self-organising teams, to facilitate healthy conflict and robust decision making.