Conceptual plans are valuable because they can be used to test limiting beliefs and discover what’s missing before making final decisions about how to organize the work. • What is a good high level approach to addressing our need and meeting our purpose? • What basic elements, activities and processes will best serve our purpose? • How will we ensure that our work reflects our principles? • What prototypes can we develop that will teach about our final design? Harvest • A first draft, set of prototypes or sketch of what the work might look like. Limiting Beliefs So much of what we do when we organize ourselves is based on unquestioned models of behaviour. These patterns can be helpful but they can also limit us in fulfilling our true potential. We cannot create innovation in the world using old models, approaches and ways of thinking. It pays to examine ways in which we assume work gets done in order to discover the new ways that might serve work with new results. Engaging in this work together brings us into a co-creative working relationship, where we can help each other into new and powerful ways of working together, alleviating the fear and anxiety of the unknown. Limiting beliefs appear in both individuals and groups and so it’s useful to engage in practices that work at both the individual level and the group level to surface and deal with fears, anxieties, shadows and limiting beliefs before we inadvertently build them into our plans and processes. • What makes us tremble, and what do we fear about new ways of working together? • What are we skeptical about? • Who would we be without our stories of old ways of working? • What is our own learning edge in working together? • What are the cynics and skeptics saying about our work? Harvest • Clarity and shared courage and commitment • A naming and recognition of what might hold us back • Clarity about how to support people and the process as they confront their own limiting beliefs. Structure Once the concept has been chosen and we have worked through the limiting beliefs, it is time to create the structure that will channel our resources and enable work to happen. This is where we decide upon a plan of action and define the roles and responsibilities of those involved. It is in these conversations that we make 8 28
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