Creating Intelligent Teams: Leading with Relationship Systems Intelligence

by Anne Rød

This is to create lessons that the whole organisation can benefit from and to ensure that quality standards and customer expectations are met. The

the best solution is not the most evident or the first one to emerge. Rather it is found in an interjected sentence or passing remark.

The purpose is not to build a homogenous group, but to ensure a sense of belonging that promotes trust and allows every employee to emerge fully.

This implies that if any of the team members do not participate fully, this will impact the resources and expression of the team entity.

In the case of Snøhetta the intangible organisation entity was very strong, inspiring feelings of pride and belonging in the employees.

Deep democracy is a practice that facilitates the full expression of the team.

They remain curious in the face of unpopular voices, and seek out the wisdom of those that are quiet or marginalised.

This information makes the next actions more informed ones, creating co-responsibility and mutual accountability.

Conflict and chaos are seen as signals and messages to co-create from rather than react to. They indicate that something new is trying to happen.

In a team where everyone genuinely feels and experiences that they are part of the solution, individuals will take on tasks, roles and responsibilities to serve something bigger than themselves.

Totally what I think is lacking from my working experience. I don't feel that I am contributing as a member of "the team". I feel like a revenue resource.

Successful organisations are nimble and flexible in the face of shifting tides.

Stepping back and seeing the systems within the system is called a holonic shift.

By clarifying what is fixed and what can be influenced, the collective resources are channelled more purposefully.

Gravity problems?

This type of listening enables the team give room to all VOS, even those who disagree, thus allowing for new insights and awareness.

Some team members sat back and resigned from the discussion, and the frustration in the team was apparent.

No contribution to the shared pool of meaning. Seen this in too many grouos & contributed more than my share of temperature.

just because people are silent does not mean they agree, so ask their opinion!

This removes boundaries and releases creative energies, enabling a free flow of generative ideas. At the same time it fosters the powerful “we” feeling of creating and achieving something together.

I feel like this is the sense of belonging that i'm missing.

Feed-forward, as opposed to feedback, is a term used for giving constructive input in a way that accelerates and improves people’s performance and development. Feed-forward helps people envision and focus on a positive future, not a failed past. It is received more positively, easier to take on board and seeds constructive change.

Intelligent teams model this by being explicit about positive intentions and asking for the same from others when in doubt.

staying curious and open-minded, one can explore the person’s positive intention and seek some truth in their perspective that can resonate with us.

What is the request behind the person’s complaint?

This is a key to squabbles amongst team me!bers. There ia an underlying need for what has surfaced..

By using acknowledgement as a skill, regardless of the circumstances, the team will feel seen and heard, and will, to a much greater degree, be able to move.

Some just need to know what will happen and then they are on their way, eager and ready.

High D!

they will want to know how it will happen.

High C

why it needs to happen.

S?

Relatedness – Develop a sense of belonging where people feel they know each other and see commonalities.

Always a stumbling block for me.

At the end of the day it is the emotional impact we create in others that will have them walk the extra mile and work with us, to have them trust us or not.

Exercise: Bringing out values

Reminds me of the "personal user manual"

What value is most important to address right now? What steps can you take to increase the score of this value?

CTI wheel of life

Who in your team prefers which of the four learning strategies? What does this mean for the team interaction?

Helpful in the Team Dynamics talk?

Given that all systems are inherently intelligent, creative and generative, the newfound awareness will enable the team system to self-correct and adapt.

Sounds like a retrospective

To create healthy, thriving and high-performing teams and organisations, it is necessary to use the awareness as a basis for alignment.

Sounds like the purpose of a retrospective

The ability of a system to align is a predictor of its health and sustainability.

of meeting the team where it is, either by matching the metaskill with the emotional energy in the team or consciously changing it to create something new.

The team members must keep asking: “What is needed in this team system now, and what metaskill do we need to use to skilfully create the best environment to work in and create good results?”

What is the framework of our work: what can and cannot be influenced?

The identified expectations are used to understand the dynamics in the team system, creating an agreement that also included the leader’s formal role.

emotional fields, the ever-changing energies that exist within any relationship system.

When working together, the team can map out the contributions of each individual which make up the team’s collective capacity.

Constellations are sensitive exercises requiring a high degree of safety, and trust in RSI principle 2 that each person is indeed an information carrier in the system. To ensure this, a team contract needs to be in place before doing constellations.

How does Dunning-Krueger impact the constellations?

By listening to the VOS the team explores what is there, what is needed and how it can align. This opens up many ideas and insights about next steps, while creating commitment and ownership.

How is "my voice" different from VOS and how does it impact the VOS?

Why we are having this discussion? b. What we want to get from the discussion? c. What happens if we don’t have the discussion? d. How will the discussion process take place, including how we will hear from the team?

Ask the team what they are hearing and learning (group frame). What are the similarities and differences?

Chance to extroverts to dominate?

If the team is facing an issue that is not being addressed, the signals wanting to be revealed will become stronger and more explicit until they severely impact the functioning of the system.

Positions are what we hold, and where we often dig in our heels, while interest is a need or value behind the issue.

Intelligent teams relax the individual fixed positions for the sake of the team’s evolution.

Taking time to celebrate and visualise attained results, regardless of how minor, will improve confidence and add to the perceived strengths in the team.

A co-responsible team moves past the silos of job and departmental functions to greater systemic awareness.

In intelligent teams team members show co-responsibility by actively supporting the performance of their peers and also holding them accountable.

What I am working on right now (task). • Here is my accountability (outcomes or deadlines).