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PAGE 19 DON’T TELL ME, SHOW ME: SPECIFIC TOOLS FOR ENHANCING TEAM PERFORMANCE AND LEARNING Workshop Design PRE-MEETING INTERVIEWS: Contact participants to tell them we want to customize the workshop to their expectations and level of understanding. Ask them: 1. Why did you sign up for this workshop and what do you want to get out of it? 2. What is your current level of understanding and experience regarding Organizational Learning Concepts and tools? Ask them to bring to the workshop a real life example of a current business issue they are facing. GOALS: o Participants learn to apply the following team learning tools to solve current business issues: 1. Shared Visioning 2. Performance Measurement 3. Theory of Action/Theory in Use 4. Left Hand Column 5. Advocacy and Inquiry 6. Ladder of Inference 7. Dialogue vs. Discussion o Participants generate a list of behaviors and attitudes that are condusive to learning or inhibitive to learning, and begin self-reflection necessary to become more effective team learners. SESSION FLOW: TIME TOPIC PROCESS OUTCOMES/KEY MESSAGE POINTS PHASE I: CREATING THE CONTEXT (Don Cotey) (45 - 60 minutes) SHARED VISIONING Use sticky octagons to get group to brainstorm ideal outcomes for this workshop. Link their expectations to the planned agenda and goals for the workshop. Point out key points in handouts: 1. Define the term “shared visioning” and why it should be used in organizations. 2. Explain the “shared visioning continuum”. 3. Briefly highlight the key elements of a shared visioning process, using the steps taken in this group goal setting exercise. 4. Set context. RE: Senge, TQM, Team Development. Provide an overview of the planned workshop agenda. Compare and contrast with the goals and expectations set by the group. Create an adapted “shared vision,” for this workshop, demonstrating where this approach is on the shared visioning continuum (somewhere between selling and true shared visioning). Lin