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Bespoke Interventions


What kinds of bespoke interventions could we help you create?

Training Attention uses a very simple set of tools that allow us to help others create models of whatever they are most interested in. These might be problems or outcomes or disparities across a team or an overview of a complex system. The tools lend themselves to unique and idiosyncratic interventions and so to share them in an off-the-peg style isn't easy. At the same time, if you are a curious new customer or interested explorer then you'll need something to help you to understand what could be available.

So here is a rough sample of three of the intervention structures we've co-created recently. If you'd like to know more about wider interventions, you could read/listen to From Contempt to Curiosity. If you'd like to know what we would be capable of creating for you or your organisation, contact Caitlin here or via the form below and book a 20-minute conversation.
 

A Clean Recruitment Process for an international company wanting to find individuals able to manage start-ups that build capacity locally as well as network internationally

We initially worked with the CEO to model out their outcome for the individuals being recruited, their key criteria for successful candidates and any red flags. We then created a training programme for their internal recruitment teams to be able to reduce their bias during interviews and to be able to be better pattern detectors and to find ways to test assumptions about candidates. Caitlin then designed and tested a small two-hour group interview process for three candidates at a time, to test whether the process showed up people's patterns. They created a process whereby the candidates interviewed one another, observed and gave one another feedback and were asked what they were noticing about themselves and others. These processes were almost impossible to prepare for and the recruitment team could assess, in the moment, how able candidates were to gather high-quality information about one another. Caitlin then co-led the live recruitment programme alongside the internal recruitment team and found successful clients. 

The intervention directly impacted 13 people, took 2 days to design, 2 to test and 2 to deliver and wash up. The organisation now has its own bespoke interview process and a team able to deliver it.
 

Coaching a small team to co-create a new culture

Working with seven diverse team members where there has historically been a lot of conflict. Clean Language Interviewing each individual team member to uncover when they are working at their best, when they're at their worst, an ideal team for them and some key values and needs they have. Then co-designing an intervention programme that fits into their busy schedule and international differences in timings. We created eight sets of 45 minutes over three months. The team were taught some of the Clean Language and Systemic Modelling tools as ways of uncovering what they and their teammates were wanting, experiencing and struggling with. The team began to apply the tools outside of the training session and to loosen the contempt and drama which they had been experiencing together. They began to model out some of the key issues that were contributing to the conflict and then to put some simple heuristics into place to maintain a culture that they were all intrinsically motivated to support.

This intervention directly impacted 8 people, indirectly the rest of their organisation, took 2 day's worth of iterative design and reflection meetings with the senior management team, 2 days to design and deliver the whole programme. The organisation has a much happier, healthier team at the heart of their company and their team leader is able to replicate this intervention with other teams.
 

Moving a larger fractured organisation from conflictual to more collaborative relationships

Caitlin's initial scoping meeting was with the temporary head of the organisation. She heard about historical conflict that led to a fracturing of the workforce and which now meant that new members of the organisation were recruited to one side of the fracture or the other and this was leading to low morale, escalating grievances and the intervention of unions. There was also a huge cost to the senior leadership team in refereeing the two sides of the fracture. Caitlin created the project in three stages. The first stage was to work solely with the senior management team, supporting them to learn to use the Systemic Modelling tools and skills to unpack the drama that was happening around them and their contribution to it. This allowed them to practice the skills within their own smaller team, as well as to co-create a more collaborative and consistent approach to responding to conflict in this organisation. They were able to lead the changes from within.

Stage two was to work with the whole of the organisation, to give the workforce a common language to understand conflict using, specifically, the #DramaFree toolkit. Stage three was to work with a small subset of sixty members of staff to unpack some of the current drama and to co-create collaborative models for the culture they'd like to work within. Because of the nature of this organisation, it wasn't easy to find off-site time and rather than try and cram too many new ideas into a small space, it was agreed to split the work into 7 interventions over three months. This process has allowed all of those who wanted to get out of the Drama to extricate themselves. Those who have a fixed mindset about wanting the other side sacked as the only solution, have ceased to have as strong a hold on the culture nor on the behaviour of others and reports are that they are changing their behaviour accordingly.  

This intervention directly impacted 95 people and took 3 days of design and 7 of delivery. The leadership team has a deep understanding of conflict resolution tools and how to be consistent in responding to Drama. The wider organisation has a lighter understanding of the tools but is more focused now on shared outcomes rather than historical problems.
 


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