After watching the video, reflect on the questions below and put a comment on this post with your answers.
In the remainder of this module, we will focus on curiosity as a competency that adds value in the quest to understand our product, service, and organizational innovation challenges.
But first some myths about curiosity.
Research in peak human performance tells us that rest is at least as important as activity. They are 'two sides of the same coin'. Slowing down also lets you become a better active listener!
The first step in Slowing Down is to make it a practice. Techniques include a ritual to intentionally slow down.
In the context of facilitating a team, make time for individual and team reflection so that people have time to take in the lessons learned during your workshop. Set the stage and make time for incubation, which is especially important after there has been a flurry of intensive activity.
Finally, make space for silence in dialogue. In our culture we often try to 'fill up' silence with conversation. This is a mistake as it doesn't allow time for people who may need time to process (see 'Include all Voices'). A team often needs time to reflect, especially in the midst of difficult conversations.
'Learning to stand in somebody else's shoes, to see through their eyes, that's how peace begins. And it's up to you to make that happen. "Empathy is a quality of character that can change the world." Barak Obama.
The first step to falling in Love with the problem is to humanize the problem. Building practical empathy for the consumer or stakeholder requires you to identify and feel the emotions of another. In the context of an experience or service this can often be emotions of frustration or disppointment as well as delight and curiosity. Use the jobs-to-be-done framework to define the functional, emotional and social job to be done.
Shared understanding of complex dynamics helps foster better solutions and improves productivity. Without shared understanding, chaos reigns, and events start happening that we can't explain. The greater the shared understanding in the team, the better the communication, efficiency, and effectiveness of the team itself.
There are many ways to make the invisible visible. Eliciting stories, for example, is a great way to uncover more than 'the facts' and can reveal the underlying dynamics of an issue facing a team. Visual thinking is also a great way to increase shared understanding of key dynamics. These may be relational or tactical. Once you have identified an invisible dynamic, find a generative way of naming it to the team and manage it in the open.