Charles Fleetham was looking for input from others who use "props" like
his Talking Ball to generate dialogue. I'm not addressing that request,
but wanted to respond to his result:
>the turning point seems to be when they identify the assumptions
>lurking underneath the issues - e.g. "I believe that I have protect my
>department from yours because if I don't you will take away my people,
>funding, visibility, etc.
However you get to them, Charles, your results are what's going to create
the space for generating new possibilities. Good work! When leaders are
able to tell "the truth as they see it", the "fear" behind their previous
withhold looses its power. Just saying it gives your leaders some new
freedom.
The next level is discovering the underlying *corporate* assumption that
generates, supports, or legitimizes their "need to protect." I've been
working with some companies as long as five years, and am still coming up
with hidden assumptions that are literally amazing!
Dick
Dick Barnett -- Management Consulting, Speaking, Seminars
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