Check whether the room is safe before you disclose
Share a smaller admission first, and watch how the person responds before you share something that feels risky.
Pourquoi ça marche
Kegan and Lahey describe a deliberately developmental organization as a trustworthy environment that tolerates, and even prefers, weaknesses being made public. A secondary summary of the book lists an atmosphere of trust as one of three requirements for the culture, alongside a culture that values errors and weaknesses and routines that normalize it. The SSIR excerpt presents that trustworthy setting as the one in which weaknesses can be made public.
Comment faire
- Before a risky admission, share a smaller one with the same person and notice what happens next.
- Watch whether the response is curiosity and offers of help, or judgment and a change of subject.
- If the response is warm, widen what you share one step at a time. If it is not, note it and consider a different person or setting.
Données probantes
The description of a trustworthy environment that tolerates weaknesses being made public comes from the SSIR excerpt. Trust as one of three requirements comes from the Mind Tools summary, which is secondary. The stepwise check is a practical translation of that requirement and is not a method the sources set out. (anecdotal)
The Mind Tools page is a secondary summary, not the book. The sources read do not give a test for whether a particular workplace is trustworthy.
Sources
- Kegan, R., & Lahey, L. L. (2016, April 6). An Everyone Culture: Becoming a Deliberately Developmental Organization [excerpt]. Stanford Social Innovation Review.
- Mind Tools. An Everyone Culture: Becoming a Deliberately Developmental Organization [secondary summary of the book].
Erreur fréquente
Taking one kind reply as proof that the whole workplace is safe, especially when the person who replied has no power over the outcome.
Pratiquez cela avec IX Coach
Plus de pratiques pour The Deliberately Developmental Organization, Explained
- Let colleagues see the weakness you are covering
Name one weakness you usually keep out of view to someone whose help you need, then let them respond to it.
- Make growth part of the work, not an extra program
Set a development goal inside a task you already have, instead of adding a course or coach beside the work.
- Give and ask for honest feedback as part of the work
Treat honest feedback, including upward feedback (feedback you give to someone above you in the hierarchy), as part of the job, and ask for it on purpose.
- Open the meeting with a round of check-ins
Start a team meeting by having each person say what is on their mind, how they feel, or what they are working on, before any agenda item.
- Keep a written log of your mistakes, alone
Record each failure or problem you notice, in writing and in plain terms, so its causes can be traced later.
Concepts associés
- The Immunity to Change Process, Step by Step
Why a change you truly want keeps not happening, and the step-by-step way Kegan and Lahey take it apart
- La théorie sujet-objet de Kegan, en pratique
Passer d'être mené par ses présupposés à pouvoir les examiner
- Le leadership adaptatif, rendu pratique
Distinguer les défis adaptatifs des problèmes techniques — et diriger en conséquence
- Vertical Development Practices: How Adults Grow, Not Just Add Skills
Heat, colliding perspectives, and sense-making — and what the research can and cannot promise
- Torbert’s Seven Action Logics of Leadership
Seven ways leaders make sense of pressure, how common each is, and how to work with your own