Name the gap between what a role asks and what you can do now
List what your role expects, and mark honestly which expectations you can meet from where you stand today.
Por que funciona
Graves’s account says that when an organization tries to change a manager’s beliefs to fit its existing methods, rather than fitting development to the manager, it can cast the manager into a severe value crisis that often affects performance. Naming the specific expectations that exceed your current footing turns a general sense of strain into concrete gaps you can address one at a time. The second half is this page’s method, not Graves’s.
Como fazer
- Write the three things your role most expects of you right now.
- For each, mark whether you can do it now, can do it with support, or cannot yet do it without pretending.
- Look at the one you marked as pretending: what would have to be true for you to meet it honestly?
- Take that question to the person who sets the expectation, and name the gap as a question rather than a complaint.
Evidência
The passage is inside the management section, which the reprint sets at .5in, the indent its prefatory note ties to heavy editorial involvement by Ed Cornish. The value-crisis claim is therefore editor-marked text, reporting Graves’s account. (anecdotal)
The value-crisis claim is in editor-marked text. The three-step gap list is this page’s own method and was not tested.
Fontes
Erro comum
Carrying the whole strain as a personal failing without naming which specific expectation is out of reach.
Pratique isso com IX Coach
Mais práticas para Clare Graves’s Emergent, Cyclical Theory of Adult Development
- Notice when your conditions have changed and your usual fix stops working
Check whether the conditions of your life have shifted, and whether the way you have been coping still solves the problems in front of you.
- Name the new problem your last solution has opened up
After you resolve a problem, write down the next one that the freed-up time or energy is now showing you.
- Tell apart having the capacity from having worked through your current problems
Separate knowing you could handle a bigger role from having solved the problems of the one you hold now, and notice whether the old fixes are already breaking down.
- Expect a dissonance phase and plan for it during a shift
Name which part of a change you are in, and plan support for the dip that usually comes before a new way of living settles in.
- Judge a sudden change by the problem it solves, not how it looks
Before calling a change in yourself or someone else a breakdown, ask what problem the new way of living is handling.
- Fit your response to the level someone is operating from
When someone does not respond to your approach, ask what they need from their current way of living before trying to change what they believe.
Conceitos relacionados
- Dinâmica Espiral, na Prática
Entendendo como os sistemas de valores se desenvolvem e como navegar entre eles
- Ego Development Theory: What It Is and How It Is Measured
The frame you make meaning through, how researchers measure it, and how to work with it without ranking anyone
- Terri O’Fallon’s STAGES Model, Made Practical
Twelve stages built from three repeating questions, and how to work with the one you are in
- 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
- A Teoria Sujeito-Objeto de Kegan, de Forma Prática
Passando de ser dominado por suas suposições a poder examiná-las