Collect actual data in the last week (7 days) from this team.
Reflect on the team’s current compliment practice.
Follow the WeQ process; a built-in structure, designed to strengthen the collective intelligence of a team, so they are empowered to give proper guidance to each other.
Praise (b) - 5 mins
1st game activity
Everyone opens the card in the middle (1) and take turns to read it loud.
This card is your top quality selected based on the ranking from both you and your team.
How do you feel? Receiving compliment is pleasant, even though it’s given by a machine (Research by Prof BJ Fogg, 1997, Stanford Uni. Human likes flattering by computer)
Compliment & positive emotion is important to “open” you and "protect" you (positive psychology)
Why don’t you give a personal compliment to your colleague?
2nd game activity
Desiginate one participant who takes the first turn.
Now open the card below the middle one (2). Read two statements from Card (1) and (2) and choose the card you would like to give to your colleague on your right as a compliment.
Read the chosen card out loud.
Make sure two players have an eye contact when reading their compliments.
They can add one statement (But don’t ask them to spend time explaining a lengthy reason)
When a player receives the card, remind them to say “Thank you”. Sometimes receiving a compliment is difficult.
Place the card received in under the card in the middle (1).
Praise (c) - 35 mins
3rd game activity
Form a group of 6 people max, if the group is larger than 6, create two sub groups.
… how to make a choice
Player A (who takes turn) gets a cover.
Player A chooses the two cards (3 & 4 - The one located on the left & right side of the middle).
Player A reads the statements.
Player A uses the cube to choose the card that suits them better (matching color).
If a player has no prior experience related with the two cards, they can skip the turn.
The rest makes own choice and reveal the cube at the same time. Say “WeeeQ”.
… how to guide a conversation
Each turn spends approx. 5 minutes.
Player A must choose 2 feedback givers.
Feedback givers must say “why”, and must deliver a concrete example.
Ask “trigger questions” to deepen the conversation.
Which Quality of xxx is easy to come up with a concrete example?
Can you explain to xxx, how you appreciated the chosen Qualities?
Can you explain to xxx, what impact of this Quality to you?
Praise (d) - 10 mins
Quiz 2 - Who gave a best compliment?
Discuss the criteria of good compliments.
Discuss examples of bad compliment; feedback sandwich, manipulation…
Discuss the value of compliment; reinforce right direction, +motivation, +relationship, +trust, +energy
The Norming Round
Norming (a) - 50 mins
Quiz 4 - What is the shared goal of the team?
A high performing team has a clear, specific shared goal.
An answer can consist of several words, max 40 characters. The result will be shown as a Word Cloud.
Next round is to practice a develop group consensus.
The Ideal Profile. Able to deal with criticism in a group
An activity for the entire group
Imagine a scenario that team will hire a new member. Define a specific, realistic position for the new hire.
The team should define the ideal profile of that person together.
Build a rank of the characteristic profile by placing cards: Left= less desirable / Right = more desirable
Ask participants to think in terms of what they value, and also what the team needs.
Coach put down one random card first (For a small group you may follow an alternative rule. See below)
Player takes turn to put down the card (use the card that was not chosen from the Praise Round (C). They can put the card at any location in respect to existing card.
Explain why in terms of what value you appreciate and what needs the team has.
When a new card is inserted, someone in the group must object it, explore new propositions or ask questions about the given proposition.
Avoid the group repeats same ideas. Avoid the one who receive an objection become defensive. Promote diverse perspective
The player who put down their card should listen to criticism, instead of being defensive. He/she may ask questions.
Ramp up toward the Criticism round
*For a smaller group less than 5 participants they may continue several rounds to build an extended profile instead of stopping after one round.
*When the group is small, and when there are less number of cards laid down, participants may not express any objection. Let them continue laying down cards first for one round quickly. Then from the second round onward, coach should actively facilitate criticism.
Norming (b) - 10 mins
Quiz 5 - An effective meeting requires certain behaviors. Rank which behaviors are most important, from top to bottom.
Discuss principles of effective norms in team.
High performing teams go through a “norming phase” to learn & define effective social norms for their own team.
High performing team share several social norms:
Equal turn-taking during conversations - encouraging peers to speak their ideas and thoughts.
Provide safety, so assumptions can be challenged and questions can be asked freely.
Listen to a diverse perspectives before make a decision.
They personally respect each other, but challenge directly.
How to interpret a rank result:
Participants' responses are averaged to display a global ranking. Few items may hold a tied position as below diagram:
The Criticism Round
Criticism (a) - 10 mins
CHOOSE ONE: Give Criticism vs. Get Criticism (Quiz 6)
Which is worse? Why? Do you avoid it? Have you ever actively sought out criticism?
Why do you suppose dealing with criticism so difficult (cognitive challenge) and unpleasant (emotional challenge)?
We can agree that giving & getting criticism is painful. But your growth comes when the pain combined with the reflection
Most troublesome criticism (Quiz 7)
Can someone share a story of difficult experience dealing with criticism?
Coach: Be prepared to give an example yourself. Did you manage to reflect about that criticism?
In the end, why does criticism matter to teamwork?
Criticism and praise - done right, are actually “guidance”. Trick is to *feel* that guidance as you are giving and getting. That’s what a kick ass team does.
Criticism (b) - 50 mins
Strong positivity in the team has been created in previous rounds. Teams the have structured safe space for connecting on an interpersonal level to practice exchanging guidance are far more receptive to giving and getting criticisms, and better able to act on that data.
Form a group of 6 people max (follow the rules of the Praise round)
Player A open the 3 cards on the top row (5,6 & 7). Choose the card that the person is lacking therefore there is a need to improve.
Coach may ask following questions to facilitate criticism interaction:
To feedback giver: Can you give a concrete example when Player A did not do their "Chosen card"?
To feedback giver: When Player A not doing their “Chosen card” how did it affect you?
What benefits do you see if Player A starts improving their ”chosen card”? Benefits for the team, for you, for Player A?
When you decide pick a person to hear a criticism, what was your reason? Was it more about who you like? Who is honest? Who is least likely to be mean or cause you discomfort?
Who is the best criticism giver? (Quiz 8)
Discuss principles of good criticism.
Seeker: proactively ask for criticism, thank the person for their feedback. Asking for criticism can create an opportunity for you to give feedback in return.
Giver: focus on improvement, don’t make it personal, be specific.
Criticism (c) - 10 mins
Criticism & Brain
When you “perceive" a threat, brain’s Threat Circuit is engaged
Amygdala conducts a snap judgement whether a stimuli is a threat or not
If it’s perceived as threat, Amygdala releases Cortisol (stress hormone)
Brain enters “fight or flight mode”, blood pressure goes up, narrowed focus, PFC (prefrontal cortex) shuts off, not able to listen and reflect anymore.
Characteristics of the Threat Status:
It’s contagious. Easily spread and copied by others
It last longer and remembered (Trauma) than Reward state
If cortisol is overdosed, it leads to burn out
Negativity bias: humans give more psychological weight to bad experiences than a good ones (Average: 9 to 1)
Individuals have a different sensitivity level toward threat (depression, anxiety disorder, enlarged amygdala)
Why it matters to feedback & high performing team?
Most of stimulus are ambiguous. You can train how you want to handle negative stimuli.
Your brain is under a constant fight between PFC and Amygdala: PFC wants criticism, to analysis and learn. But, PFC always gives in Amygdala
High performing teams maintainReward State & higher capability to handle criticism