The Marshall Plan
I guess most people, when they start a new job or client engagement, have in mind the things they want to do and see happen. Most likely, things they’ve seen or made happen in previous jobs or engagements. Along with, maybe, some things they’ve read or heard about and are minded to try out, given the opportunity. (And what better opportunity than the honeymoon period of a new job or client?)
We might choose to call this an agenda.
I’m no different, excepting perhaps the items that feature on my agenda:
- Invite participation in discussing “who matters?” (with respect to i.e. the work and the way it works)
- Empathise with the emergent community of “folks that matter” (not exclusively, but as a priority)
- Invite folks to listen to each other’s volunteered observations, hear each other’s feelings, and explore each other’s needs.
- Invite folks to solicit and then begin attending to each other’s requests (explicit and implicit)
- Offer and provide support to folks and communities in their journeys
Note: I’ve not included on my agenda anything about specific actions that I myself might want to do and see happen, beyond the items listed. Specifically, although I’ve written often about strategies such as Flowchain, Prod•gnosis, Rightshifting, the Marshall Model, self-organising/managing teams, the quality of interpersonal relationships and interactions, etc., I don’t bring these into my agenda. If folks discover these strategies for themselves, they’re much more likely to understand their fundamentals, and maybe come up with even more effective strategies.
The Antimatter Principle is the only strategy I’ve regularly written about that recognisably features on my prospective agenda, and then only by extending invitations to participate in that strategy. (Note: Attentive readers may just notice the tip of the Organisational Psychotherapy iceberg peeking out from the above agenda).
I’ve reached a point in my journey where, keen as my ego is to see all my ideas (strategies) made manifest, my experience tells me that’s not the way to go for the best outcomes for the community as a whole.
As for the Marshall Plan, I believe it’s best, in the longer run, to have the folks involved (in particular, the people that matter) do their own discovery and learning. Discovering for themselves, over time – through means they also discover for themselves – effective strategies for attending to folks’ needs (often including the principles underlying those strategies). I see my role in this Plan as supporting – in whichever ways folks request, or say they need – this collective endeavour. Such support quite possibly to include actively helping the discovery and learning, whenever there’s an explicit (albeit refusable) request for me to do so.