How to improve a meeting (when you’re not in charge). A recent article from @AmyCEdmondson. The tactics you use depends on the level of psychological safety: 1) The helpful workaround: works when psychological safety is low (on the team or with the person leading the meeting). You don’t explicitly name what is bothering you, but ask a question that can help resolve the feelings of frustration. 2) The solution-centric proposal: works when psychological safety is moderate. You point to the problem area by asking a question that shows how resolving the issue will increase the effectiveness of the meeting. 3) The constructive confrontation: works when psychological safety is high. You explicitly name the problem & give feedback to help create a productive solution hbr.org/2024/03/how-to-impro…. Written in partnership with @TijsBesieux. Graphic by @fosslien & @molliewest.

How can we build a culture of learning at scale? There's an increasing focus on ‘learning networks’ (as well as, or instead of, learning within organisations). It's built on a sense we need to support learning to occur across scales & boundaries - from the individual to system-wide. How to develop an effective learning network: 1) Take a decentralised approach: create a network of diverse experiences and voices. 2) Structure for emergence: create some "simple rules" that foster the exchange of knowledge and the emergence of new ideas, behaviours, actions & connections. 3) Let go of certainty: help network members to see learning (and unlearning) as a strength rather than a threat. 4) Build trusted relationships: create processes to foster ties & trust across the network. 5) Invite ‘boundary spanners’ (people who have connections across other networks): support those who are not ‘inside the tent’ including reframing their role in the learning process & the value they bring 6) Co-develop a learning strategy: give all members the opportunity to be part of collaborative decision-making. 7) Regard learning together (collective sensemaking) as "real work": learning should inform action in real time and be done in context, rather than abstract ‘learning time’ outside the system or the work. 8) Encourage network members to take experimental action: start with small tests. 9) Incorporate critical reflection: Develop methods of surfacing differences in how a group sees, understands, & responds to situations. 10) Build a collective memory: Define processes for capturing, distilling, applying & sharing knowledge. 11) Create a simple evaluation framework: e.g., how people work together, new behaviours & practices, confidence & capability to engage with difference & unlearn. medium.com/centre-for-public…. By @theasnow. See also orangecompass.com.au/images/… by @orangecompassAU