Creating Learning Environments

by Alex Kudinov

Unknown Speaker 0:10
Welcome, everybody. I’m Sheree Silas with tandem coaching. And this meetup is called coaching tools and tips. And the purpose of this meetup is so that I can help to put you in connection with some really good coaches around the world. So many of the presenters that we have in this meetup are CCS or ctcs, or PS T’s are all the mother letters. Many are professional coaches, but they’re in this agile space just like you are, then the goal is to provide a way for you to get even more access to some new learning and new techniques. And we specifically like to provide some kind of a tool You can walk away with and take back to your company and go put into practice. So just in case you aren’t aware, any time that you spend working with a CEC or a CTC is valid for Scrum education units, so when you renew your certifications, you always need some continuing education. And this is one way that we provide continuing education for you and you don’t have to pay for it. So that’s always a bonus. So today’s speaker is can be Reggie Raji. And she’s going to be talking to us about creating a thinking environment with your clients. And she’s got a tool that she’s going to introduce to us that she created. And it’s called a thinking environment canvas. And it’ll be This is my first time seeing this and I’m hearing this presentation from Kimmy so I want to welcome you today and I trust that you’ll get plenty of great information and tools that you can use. If you stick around to the end, we’ll be doing a giveaway and you’ll get the opportunity to win three coaching sessions with Kimmy. She is a professional coach with the international coaching Federation as well as being a CTC with the scrum Alliance. So she has a lot to offer. And looking forward to hearing what she’s got to say. So, welcome, Kimmy. I’m gonna hand this off to you and let you take it from there and I am your servant. So just tell me what you need along the way. And I am happy to help.

Unknown Speaker 2:49
Thank you so much for that warm welcome. As usual, thank you. Thank you so much, everyone. It’s glad to be I’m so glad to be here. And just like Sherry said,

Unknown Speaker 3:02
Let me share my screen I always forget to do that.

Unknown Speaker 3:08
Just bear with me I need to find.

Unknown Speaker 3:13

Unknown Speaker 3:15

Unknown Speaker 3:27
Okay, so we’re going to be talking about creating a thinking environment. I don’t know if I have to kind of like introduce myself first because I know Sherry’s done a bit of that. But a little bit about myself,

Unknown Speaker 3:44
sir. Okay, I need to kind of like put away all this things first, so bear with me. So I don’t see myself. I’m a mom to three boys. A coach, a trainer and mentor and I owe a Bunch of Agile Scrum and coaching certifications, in addition to my university degrees. So I’ve been in Agile domain for a while now coaching teams, organizations, executives, and I’ve been in professional coaching for another additional two years, which I found really very interesting. So without taking much of your time, I’m going to dive into the topic once a day in which is

Unknown Speaker 4:33
creating thinking environment.

Unknown Speaker 4:39
A lot of times I find out that

Unknown Speaker 4:43
I don’t do a lot of thinking myself, because I’m solution oriented. I kind of like get some few ideas and I run with it. So when I work with teams, I realize I’m rushing them as well because they already have those ideas. And I’m thinking Why don’t you just make a decision? And a couple of times I’ve worked with managers, I’ve worked with their teams whereby they’ve said to me, Well, you’ve got to let us do something. No, no. Okay. And that’s probably what made me to the side I need to work on my I think patience is what it is, or maybe start taking myself away from that solution orientated place, or perhaps creating that thinking environment for my teams to start working right. And that brought me to read the books by Nancy Klein on thinking environment. So I don’t own this thinking environment thing. It’s a copyright. I have just read extensively and watch some videos and in implemented some of the concepts with my team and each worked not just for my myself but for my team as well as I work with them. So, what is thinking?

Unknown Speaker 6:13
You might say, and how often do we do thinking.

Unknown Speaker 6:18
So, the now, interpretation of it is that is the process of considering or reasoning about something, while the doing part of it is that using thoughts and rational judgment, most of us especially intelligence, I have add two or three managers where by I’ve learned a lot in terms of how often we create this thinking environment to ourselves and for the people we work with.

Unknown Speaker 6:51
For instance, I work with someone

Unknown Speaker 6:56
and as soon as I get into that, let’s call her The person manager one, as soon as I get to money to one’s office, they tell me every single thing that they need me to do. Whatever agenda I go in with, I don’t get to say it. So I leave the office. And I’m thinking that is a lot to process. And they expecting me to do those things, what they want me to do, and I don’t get time to process those information, let alone be able to make it my own. At the same time, I add a manager, another manager less called that person manager to whereby they were in a conversation and they’re saying something, and I’m looking and they’re like, well, I need you to bring something to the table here. I’m thinking I don’t have anything to bring to the table because that has not been working. I’m used to. So I fought very hard with those two concepts. And as I grow and continue to grow in my coaching career, I realized manager two was actually the way to go. Although they weren’t telling me they need me to bring something to the table. They feel easy for me. Maybe they could have done it in a better way. Because as an introvert, when you tell me to do something, or you’re pressure or I feel pressure, right to do something, I shut down. Right? So what type of thinkers do we have? We have the left and right brain, isn’t it? You might want to think of what brain you’re using. But here are some ideas of on how you can know what side of the brain you use. Just so you know, this is meant to be an interactive session. So if you have any questions As I go through my slides, let me know. I can’t even see anybody right now. So I think Sherry is going to be controlling the chat box. But let me know if there’s any question that pops up. So there are the linear thinkers that the left brain so they prefer the logical sequential structured things, things as to follow the way it should be to process and they’re more of a detailed orientated, everything has to be planned things has to be in place before they can even do anything with that thought, and he has to be precise. And that they find meaningfulness in categories, streamlines systems options, those are the left thinkers, right. And then you have the lateral thinkers, the other right brain dominant. They prefer to look at the pictures and understand the concept. They focus on being overlooked. What is below overlooked, challenges options. So those are the people that will always have another thought. And another thought and another thought, because they’re looking at from different perspectives, right, and connecting the dots, right. And then you have the rounded thinkers, those are the circle of thinkers. They prefer to scan all the information, those are the people that you will, they will look at the bigger pictures as well as the details. So they stay in zooming in, zooming out, they’re focusing on all the possibilities, everything possibly that could be done, or it could be thought off. And they circle around different possibilities, whether directly or indirectly. You need to understand the type of thinker, the person or teams you’re working with, as in order for you to be able to create that thinking environment for them, because by understanding that you know how to better serve them. Better to have the conversation serve them better, or the environment serve them better, or the information you provide them to serve them better. So, in creating thinking environment, there are a lot of things that needs to go into place. Right? This is just something I threw in when I was looking at my personality test. And this is something you can do as well. It just helps you when you’re working with a team, to know how your team best to work together, and what personalities are within your team. So, as humans, we go through stages of thinking as they say, and the first one is the feeling stage.

Unknown Speaker 11:54
The feeling stage, it’s basically let’s just go back to the Summary of it. So you have the feeling stage, you have the beliefs stage, you have the fact stage, and you have the ideas stage. So the feeling stage is that we are just thinking about how we feel everything is just about feelings. But when you focus so much about your feelings, you then detach from the world. Because you don’t think about any other thing you you’re not responsible for, or accountable for what happens around you. You’re just focusing solely on your feeling. And that’s how you’re basing your action and your choices. You simply existed. Right? Because that’s, that’s how you feel. In some cases. If people do so much about their feelings, they’re just looking at what they are feeling and not other people’s feelings. So it’s all about me, me, me, me, me. Right? And you can’t get them to see any other perspectives. And then the beliefs thing, which is a gamma stage. It’s when you progress from the emotions part of things, and then you latch on to something or believe that someone is told you, most, especially when you look at religion, or you look at culture that has been embedded in you or you grew up with that culture. And you’ve been told that’s the right thing to do. You don’t ask why you just follow that belief. Right? That’s another stage of thinking. So people with that this kind of mindset, don’t think outside of the box per se, because they feel that they are. They’re going to be penalized for doing something outside of that believes.

Unknown Speaker 13:50
And then the fact stage which is a better stage.

Unknown Speaker 13:54
The danger with this one is that when you have lead to fat, they’re basically That whatever decision or thinking that people are doing based on that leader information, which they have, but they know the what, but they don’t actually know the why. So they’re just doing it, what they see or what they read, without verifying, they just doing it, right. And then the last stage is the ideas stage. This is where the Y happens. This is where people start questioning beliefs, they start questioning feelings, they start asking questions about what should happen next. Why is this happening to me? What could happen? And believe you or not, well, all offers, were at that stage. We all have ideas. It’s just that we’re sometimes too lazy to think so we just what brought me into the Thinking of how do we create that thinking environment, so that we can allow for people to start thinking for themselves. And sometimes as coaches in Scrum masters, or even whatever role we are of authority or we feel that we have authority or people perceived authority, then leave the thinking for us to do. How can you take that authority or perceived authority away and give that back to your team to your team’s organization? So, NASA describes 10 ways of creating that thinking environment and one is the attention so in no particular other one is attention. equality is appreciation. encouragement, information, feelings, diversity, incisive questions and place And she believed that when all these things happen, you have created a thinking environment for your team, or organization. But most importantly, you have helped to empower your team to think for themselves. She drove a lot on this attention, because you believe that when you give attention to people, that’s the very first step of creating that thinking environment. And you have to ask yourself, how much attention Do you give to people when they’re speaking?

Unknown Speaker 16:40
Right? How much attention you know, on divided attention. Do you give to people when they need you?

Unknown Speaker 16:50
Sometimes we find ourselves multitasking.

Unknown Speaker 16:54
I am not. I’m guilty of that as well. I am doing something and someone comes to me. They start looking rather than leaving what I’m doing and giving them that full attention, I will say I’m listening. Right and I still carry on doing what I’m doing. That’s not a full attention. Right? your listening skills comes to play here. What level of of listening? Listen, are you? level one, level two, or level three? Are you there interrupting the person? Or are you there thinking about your own experience as well? or thinking about the next thing you want to say? Are you fully focused to what that person is telling you? So ask yourself, when was the last time you actually give someone full attention? undivided attention. Right.

Unknown Speaker 17:53
So what I’m going to ask you to do right now is through form and PA in the breakout room, Sherry is going to help us with that.

Unknown Speaker 18:01
And first lesson is going to be period something they want to say. Right? I and

Unknown Speaker 18:13
Sorry, just bear with me.

Unknown Speaker 18:17
Okay, I’m trying to read, sorry. So from a PA in the breakout room and prepare for one person to share a story. First person she has the story for five minutes, right? share a story of a time when you’ve not been heard, seen or respected. Or perhaps you want to flip it and share a story about the time you were heard, seen and respected, and then switch after five minutes.

Unknown Speaker 18:49
All right. So here we are.

Unknown Speaker 18:55
I will

Unknown Speaker 18:57
and then sorry, the last spot we’re gonna debrief. for three minutes afterwards when we come back into

Unknown Speaker 19:05
the session Okay,

Unknown Speaker 19:08
sounds good. I have everybody ready to go in breakout rooms and I’m gonna send this over to Kimmy. What’s the total amount of time we want? 57 minutes. Oh, sorry. Yeah, 15 minutes, so five minutes each on its side. Okay, so I’m going to put you in breakout rooms and my timer. It’s like a warning timer. That’s two minutes. So you’ll see a two minute timer come up and then you can either jump back in the main room if you’re done or you can wait and when your time expires, it’ll pull you back in. If for some reason you all get done before the total time then feel free to come back to the main breakout room. I am shipping you off right now.

Unknown Speaker 20:00
And Kimmy, I have you in a room by yourself. So you don’t have to

Unknown Speaker 20:04
join. Oh, you’re already gone.

Unknown Speaker 20:27
Right? So for instance, a thinking partner comes to you, sorry, someone comes to you and they want the they ask him to help them think or maybe they’re not even asking that questions. And a lot of time, we don’t even ask questions. They’re coming to you and say, Hey, I have a problem. Can you help me solve it? You don’t want to tell them? No. But at the same time, you don’t want to solve that problem for them, because you know that they can solve the problem. So the question or one of the questions could be that What are you Assuming right now, right? Or what are you assuming that it’s in the way? Or what are the possible solutions? Or what are the possible solutions that you have that can help you solve that problem? And I would then give you my own, share my own experience. So these questions are really great in helping people to think rather than I tell you what, this is what you should do, that is what you should do. I’m guilty of that too. Because it’s the easiest way for me too, in my own opinion, to help someone but I’m not doing them a great service.

Unknown Speaker 21:46
So the final one is place.

Unknown Speaker 21:51
Place in terms of the environment, the atmosphere, what is it like any distractions within the team, no distraction with that person you’re talking to. It could be that they are in the office and they get distracted. They go get called to do stop every day to do things every time. So how about taking them away from that working environment into an area whereby they wouldn’t be disturbed? How do you create that place in the absence of resources for your team, for the individual to be able to speak, to be able to think, to be able to do their work at their best. Again, it could be the psychological safety as well. So take a look for from your over retrospective. You have someone via alternating retrospective and everyone goes silent. Right, that’s not the right place to have conversation. So, place is very important as well. So those are the 10. Also that there’s one more appreciation. And I think we’re going to get into another breakout session here for two minutes. appreciation is appreciating the person for what they’ve done rather than for what they are. So in order to do this, you you need to think of the good way of explaining this is the radical candle thing. So you need to know them, you need to understand you need to believe in them in order for you to appreciate what they’re doing, and to be able to for that appreciation to go a long way. Right. When you appreciate people for what they do, for what they’re doing, you’ll find out that they would show they will Come out at their best. So I think we’re going to go into the patent now, which we have earlier on, and we’re going to look at sharing something positive about that person or what you long for, for them. And then you’re gonna share something positive about someone who has guided you or supported you professionally. The person doesn’t have to be in this room. Right, two minutes each on its side, and you take a chance to share that positive message. So and then we’ll come back to the main room.

Unknown Speaker 24:47
Okay, so I’m gonna send everybody to breakout rooms, you’ll get a two minute warning when.

Unknown Speaker 24:56
So I’ll leave you in there for about three minutes and then I’ll click on the two minute warning, and then we’ll we’ll be back in a total of five

Unknown Speaker 25:03

Unknown Speaker 25:24
They kind of understand. We’ll get going. Welcome back, everybody.

Unknown Speaker 25:31
Kimmy, everybody is back. You’re good to go. Okay. Welcome back. What was that like for you?

Unknown Speaker 25:42
Anybody want to share with you,

Unknown Speaker 25:45
too, it was good to remember somebody in our life like who we don’t maybe not in touch anymore or like not interacting with them quite often. So when you think about somebody who was guided or support pretty professional person, right, so

Unknown Speaker 25:58
yeah, it bought good memories.

Unknown Speaker 26:03
Okay, now I thought

Unknown Speaker 26:06
I was going to say that because you went sort of through the traits or some of the things to think about, it was very easy for me then to think about a person that’s got a lot of that

Unknown Speaker 26:15
that’s helped

Unknown Speaker 26:16
me, you know, through my journey. So it was all you know, I could go back going, Oh, yes, very appreciative, very encouraging,

Unknown Speaker 26:24
you know, they’ve ticked all those sort of boxes that you went through. For me, it was a nice mirror enough of, you know, just

Unknown Speaker 26:29
sort of came to me.

Unknown Speaker 26:33
And to share something positive, you don’t even have to know that person, right. You could just share that whatever message you’re getting at that moment with them, or what you long for them. And it goes a long way. It’s really touching. A lot of times we will share what people are doing, but we don’t share what something positive with them. About takes them, you know, to the next level. So in order to facilitate a thinking environment, you need to have a room contract. similarly to the retrospective, which you do with your teams, what is it that we want to take away from here? Uh, we’re going to be interacting, how are we communicating? And that helps a lot. So everyone knows what’s happening, because you would have explained to them what’s going to happen. And then as a facilitator, you try and stay away. I remember holding a facilitate one of these and it was my first one, actually, while I was trying this out, and I kept interrupting and injecting. And before I know it, everyone stopped talking, which wasn’t the goal. So try and stay away from it again, that this will be part of your contract to let people know that You’re not going to be involved. But you are going to be injecting and trying to get them. And then hold the structure. Make sure everything is in place before you even start doing this, right. And ensuring that whatever is going to be in the way, it’s removed, and you still maintain that 10 things that needs to happen. However, don’t over protect, because we know people better or maybe they’ve confide in Kumbaya. Sorry, confide in us something, we want to protect them. All we want to sell. What this person means is, you don’t want to do that. Whatever happens, it happens because you never know where it’s gonna take you. At the end of the day, you want to create that thinking environment, and you want to help your team by letting them you know, unleash that thought in them. So a good question to ask is, what else are you thinking,

Unknown Speaker 29:02
what else? And what else? Are you thinking? Right?

Unknown Speaker 29:09
So, um, that’s the end of my production of presentation, and I want to know what you think.

Unknown Speaker 29:23

Unknown Speaker 29:23
thank you, who has some questions that you’d like to ask?

Unknown Speaker 29:37
For me, it’s the question is more of a thank you.

Unknown Speaker 29:43
Thank you. It was a good session, great reminders. I mean, as coaches we, we go for training for these things. But you know, we slip back and forth sometimes the great reminders it’s been a fantastic session, because we need one of them. Two things that I know are difficult is mentoring. It’s them, it’s them listening, and not giving advice. As a coach, those two things were the things I struggled with not giving advice, and listening. Those were the two areas that I felt I had to continuously improve as an area, you know, as a coach. So, for me, this is just great reminders, so to speak. So thank you. Thank you. Who else?

Unknown Speaker 30:29
So again, again, like Thanksgiving, so I’m currently working with the Canada newer team. So we just getting to know each other, I’m sure, this might be quite useful exercise for me to run with that team to understand their thinking processes and how they think. So my question is like, so what goods what size of a group is good for this kind of an activity? And what are the mean what kind of mean safety mechanisms that should be in place, I mean, for me as a facilitator to run this exercise, so that like It doesn’t either get too bogged down like nobody sharing anything or it’s like becoming too passionate and everybody’s starting out in the open and respect each other’s throat and kind of thing. So find that balance.

Unknown Speaker 31:13
Here, right? And, like anything, it’s all about experiment. And so I created some something. Can you see my screen? Still? No model. Okay.

Unknown Speaker 31:26
What did I not do?

Unknown Speaker 31:28
Oh, I had unshared it just so we can all see each other. But you

Unknown Speaker 31:31
can Okay. All right. All again.

Unknown Speaker 31:38
Okay, I need to make this out of all right. Can you see my screen now? Yeah, yeah. So I created this canvas. Well, it’s, it’s not your typical canvas. I’ve just used that this template to put things in the box in to help me to think as well, before I even consider facilitating a thinking environment. So Oh my god, I’m going to share this with you I said to Sherry earlier on, when I printed it some some of the content cut up. So, I would do that and share it later. So, this is what you I work with and in order for me to prepare myself and I would have noticed some of the things or some people that I need to talk to beforehand, in order to facilitate this, for instance, that place, how am I going to find a suitable place? Because where I work, there are no availability of rooms. So where am I going to find a place that would help to facilitate this thinking environment? And what are the people that I know talks a lot in the meeting that I need to first have a conversation with, to let them know this is going to happen? A lot is going to be handled, or who are the people that kick against something You, right? And again, it’s not to penalize them, it’s okay to talk. But if we’re having a conversation and trying to solve something, we need everyone on board. And by the time you engage everyone individually and collectively, you’re going to have a seamless facilitate conversation. And you’ll find that people talk. And again, it’s about creating that diversity, creating the ease, you’re a psychological safety. And one thing I find that it’s worked for me really well is sharing my own thoughts. So this is what I’m thinking. This is what I just that just occurred to me. What are you guys thinking? Right. And by sharing that thought process, they’re able to share this too. So he doesn’t have to be somebody Time dedicated or finding a group of people, or bringing a group of people in one room. It could be one to one as well. It could be someone coming to you and say, I have a problem, can you help me? And you give that person all the attention they can ever think of. Right.

Unknown Speaker 34:23
Okay, thank you. Thanks for coming

Unknown Speaker 34:26
in. And this would be a great resource for you to share and for us to try and leverage and use it with our team. So thank you for creating this show. I

Unknown Speaker 34:34
think we have time for one more question.

Unknown Speaker 34:42
Why escape stop sharing a very, very

Unknown Speaker 34:48
great. Any other comments or questions for me?

Unknown Speaker 34:51
I have one is more on what’s the experience of

Unknown Speaker 34:58
using it with Leadership Group

Unknown Speaker 35:04
you know, helping them create a thinking place or supporting that environment across our mission.

Unknown Speaker 35:13
A lot of what you said I didn’t hear you were breaking up, maybe it’s just me. So

Unknown Speaker 35:20
what was your experience using it with a leadership group to create that thinking environment across their organization?

Unknown Speaker 35:27
Ah, so um

Unknown Speaker 35:31
my first one was really tricky, because he was like, What just solve the problem? Right? So of the problem, and it was that consulting mode of obviously work for you, rather than this is my experience, what are you going to take away from it? So it didn’t go very well. But as soon as I tried the second time, again, you know, a situation. I then created a very tight agreement. Right? This is what I’m going to help you with, this is what you’re going to bring to the table. This is where we’re meeting each other. Right? I need you to be prepared. You bring in this before and right. These are the homework. And it’s making things really explicit. Information explicit, remember about information giving information for people. So some of this thing you have to do even before you meet with them, because you would have been thinking about it too, right? So the information part, what do you need? Or how much information do you need to give to them in order for them to make that decision for you in order for them to come to you as a thinking pattern? Right? And how much attention can this person get? Right? Because if it worked both ways, they bring their own attention. You bring your own attention, especially if it’s a leadership, they only got five or five minutes, attention span, right? Can you get something concrete out of that? Okay? And like I said he doesn’t have to be a huge session. It could even be 10 minutes of on divided and you get something done rather than having an hour of everyone talking and nothing comes out of it.

Unknown Speaker 37:23
Great points, thank you. And then we have one request if you can put up the slide that has the 10 steps or the 10 words on it. That would be great. I’ll give you a minute to look for that. And then I want to remind everybody that we have another session coming up next week. And that one is with a cc His name is Brendon rains for a mature if you all know him or not, he lives in the DC area. He’s a great guy. I’ve been friends with him and professionally knowing him for Several years now, we took some classes together coaching classes with CTI, and he’s a great guy. So he’s going to be doing a session on navigating, you could use, it’s called coaching patterns for navigating the forming, storming, norming and performing. So he’s going to help you with some tools that you can bring back to your workshop and coaching patterns and ideas that you can use for working with people in teams when they’re when they’re in all four of those states. So that’ll be next week at the same time. And then I am going to go Kimmy, you can share that slide whenever you want, where they can get what they need. And I’ve put everybody’s name in a name picker. So Kimmy is going to be giving away today Three, three coaching sessions with her. So I’ve got everybody’s name in my name picker and I’m gonna shuffle those up. And let’s see who will get the opportunity to

Unknown Speaker 39:18
to meet with Kimmy

Unknown Speaker 39:21
couldn’t remember how to turn it on.

Unknown Speaker 39:39
Rob, are you here?

Unknown Speaker 39:43
Now that we had just a couple people and at the very end, and if he’s not here, then someone else gets the chance. Nope, it looks like he dropped off. So I’m gonna remove him. Shuffle this up and try one more time.

Unknown Speaker 40:14
leaves in yellow is still here, right? Yep, she is still here. So if you can just chat Kimmy your email address or however you’d like to be contacted, you would hurt can work out separately how you want to get together and get those coaching sessions done. And she’s a great coach I’ve been hoping for so you’re in for a treat. Well, welcome. Thanks everybody for coming. I appreciate that. You spent this time together with us today and I will send out an attached to the meetup. The information that can be sent over with the slides in the on the canvas so that way you’ll have it for your future reference. It’s been great having you, and have a great weekend. Thank you.

Unknown Speaker 41:07
Thank you. Thank you very much. All right.

Transcribed by

Tandem Coaching Academy - Home of the Only ICF ACTP Accredited program for Agilists
© 2019-2022 Tandem Coaching Partners, LLC. All Rights Reserved