So sometimes I use the language of,
how do we create an environment that helps us surface the un-discussables?
So if I'm having an experience that is quite personal me in the context of
this working group, will there be enough safetyiIn the team for
me to talk about that?
Will my colleagues, or
my counterparts help me kind of draw out what is happening for me real time?
Will I feel comfortable and confident enough to do that for others?
And so, how do we create space to have difficult conversations, in the context of
our working together, where those things could actually be really great data points
toward the path of change, or performance, or whatever the case may be.
As a facilitator of teams, and team development,
we'd always start with something, called, ground rules, just basic, and
we would shape the ground rules that really do,
together help us create the boundaries that are safe and explorable.
And hold ourselves accountable.
And essentially I try to contract with the team to say,
if I see us stepping outside of those boundaries, do I have the permission and
the authority to highlight what I'm observing.
So that's one thing.
The second I would say is ensuring that
we have a language to use around, again, those discussables.