Strange| Strategy and Change

www.shirine.nl

Decelerate to AccelerateDecelerate to Accelerate

how to use time and timing how to use time and timing in co-creatingin co-creating

Strange| Strategy and Change

www.shirine.nl

Goals of this sessionGoals of this sessionIn this session participants experience how to:

Decelerate by creating shared references in a group

Decelerate by creating a shared sense of urgency in a group Decelerate by postponing your interpretations and judgements Decelerate by provoking change instead of making or organizing change

Strange| Strategy and Change

www.shirine.nl

CarrouselCarrousel1. Mark in the program what words or

what (parts of) sentences made you decide to come to this session

2. Make 2 circles: the inner and the outer circle face each other

Strange| Strategy and Change

www.shirine.nl

CarrouselCarrousel3. Outside circle:

• I am…• The words or (parts of) sentences that

made me decide to come to this session were…

• Because…• The question, that puzzles me, is…

4. Inside circle:• You are…• You decided to come to this session

because…• The question, that puzzles you, is…• What touches me in your story, is…

Strange| Strategy and Change

www.shirine.nl

• We postpone our interpretations and judgments

• We do that by including multiple perspectives

• And by asking participantsto tell their story in terms of observations

• We do not look for guilty parties that contributed to the unexpected event

The Blame Free PrincipleThe Blame Free Principle

Strange| Strategy and Change

www.shirine.nl

• We assume that patterns of interaction will make anyone act in the sameway, making the samemistakes as did the personin this specific situation

• So it is about changing thepatterns, and the conditionsin which these patterns can excist, not about changing the person

No one is to blame forNo one is to blame for

Strange| Strategy and Change

www.shirine.nl

• Judging enables you to make a decision

• If it is not necessary to make a decision, you can postpone your judgment

• By postponing your judgment, you can start observing and renew your observations and interpretations concerning a certain event

Postponing your Postponing your judgmentjudgment

Strange| Strategy and Change

www.shirine.nl

I invite you to stand and walk over to someone

And to practice some blame free evaluating by asking the other person about how he or she woke up and got to the conference this morning

Invitation to Invitation to experienceexperience……

Strange| Strategy and Change

www.shirine.nl

• Tell me about a specific moment in a project of yours that you experienced something you did not expect?

• Where were you at that time, who was there with you, were you sitting or standing?

• What did you say, in what way did you move?

• And then? What happened then?• And then?

Storytelling in Storytelling in observationsobservations

Strange| Strategy and Change

www.shirine.nl

Negotiating the conditionsNegotiating the conditions

• What problem is your project an answer to?

• Who experiences a sense of urgency?• Which people and therefore

perspectives are included?• What cannot be questioned or

touched?

Strange| Strategy and Change

www.shirine.nl

Breaking through patternsBreaking through patterns1. How do I get stakeholders to feel their

dreams, hopes and desires so that they ask me what they really want?

2. How do I make crucial stakeholders care about this project?

3. How do I create space for variety, where there is no space at the moment?

4. How do I seduce stakeholders and secretly touch what I cannot touch or discuss? (how can I give them a sense of security and of control?)

Strange| Strategy and Change

www.shirine.nl

The method of contemplationThe method of contemplation1.First round: every person tells whenever he wishes what inspired him or touched him during this session. No one reacts, just listen

2.Second round: every person tells whenever he wishes what inspired him or touched him in the words that were spoken during the first round. No one reacts, just listen