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Creating the playground
The Cognitive Model
Understanding yourself is key to make better team agreements.
Whenever something happens, we look at things through our own perspective. Thoughts pop up and we interpret the event. This triggers an emotion and the emotion will trigger a response.
But we can learn to give better responses.
If we learn to extend the time between feeling and response, we can invite the emotion to give us more information. We can learn to look at the event more critical and possible reframe it. This would benefit relationship as this will give a better response to what was happening.
Being aware of this model helps when making agreements in a team.
Creating a playground for organizational thinking and behavior: an example
I own it.
What we create is not just a project, but a living system. Building something is the easy part; sustaining it is the hard part. Ownership means caring for what exists while investing in what’s next.Stop chasing windmills and solve for real needs, not shiny wants.
Excel at change and keep the cost of adaptation low so we remain resilient.
I control the game.
If I don’t understand how something works, it will control me instead of the other way around. Fear, assumptions, and ignorance are poor advisors. Mastery of the tools, processes, and relationships at hand creates freedom.I am always ready.
Optimize for flow and be able to sleep. Readiness means we can act at any moment without stress or excuses. We do the essentials right, we stop cutting corners, we don’t postpone the basics, and we keep commitments real. Planning is continuous, adaptive, and rooted in execution. I either do it today , or I don't (I don't rely on tomorrow). Plans are nothing, planning is essential! Understand. Anticipate. Act. Deliver. Rest. Repeat.I tackle trash.
Whatever I touch, I leave it in better shape than I found it. Whether it’s a workspace, a process, or a conversation, I clean the field as I play. Improvement is everyone’s job, every day.I am Kobe.
Responsibility doesn’t end with a handover, a forwarded email, or a logged ticket. If it’s on my court, I play until the play is finished. I drive problems to resolution and influence collaboration so others join in. Leadership is following through.
These five become decision filters for any organization:
Own what you create.
Control your tools and processes.
Be ready to act at any moment.
Leave things better than you found them.
Drive to completion with relentless responsibility.
Culture emerges from aligned mindsets
Team agreements
Research has shown that the ability to perform well as a team has 6 characteristics. Seems that "turn taking in speaking" (equal voice) and "social sensitivity" are crucial. This underlines obviously the efforts we have to put in when aligning around agreements and figuring out each other’s expectations. It shows that in performing teams all individual team members are attuned to the subtle non-verbal gestures and emotional reactions of others in the team. Those kind of things don't happen overnight. It's through conversations that we understand each other a whole lot better and even then, it still is going to be hard. In regards to working together, it seems easy to get on the same page and describe some rules and the agreements, fact of the matter is that staying on that same page requires efforts and doing some hard work through dialogue and conversations.
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