The Blogworld of Poppyfish People Development

Old Bill Shakespeare knew a thing or two about most things, but not even he dared to combine theatre with performance management.  Forum Theatre is a style of drama pioneered by the radical, innovative and influential Brazilian dramatist Augusto Boal. First created as a way to explore how people can change the world around them Forum Theatre is used to allow audiences to take over the direction of events, allowing the audience to direct the actors in an attempt to change the outcome of events on stage. In its purest form an audience member interjects at any time in the play and steps up to take the place of the characters, or to suggest what the character should do next. The play then goes on following this new approach.  Radical? Possibly. Chaotic? Definitely. Applicable to organisational development and learning? Absolutely! At Poppyfish we can apply Forum Theatre in any context where individuals are attempting to ‘learn’ a new process or technique, especially where that te

Organisational culture can be a confusing topic, especially for those who have never come across it before. Those of us who ponce around talking about leadership and organisational dynamics tend to forget that, for many, culture is a bit of a buzzword. Often, others associate culture with going to the ballet or liking opera, not to “the way we do things around here”. So to help us explore the ideas around culture with those who have never encountered it before we’ve developed the idea of The Culture Box . It works as a great metaphor for organisational culture and doubles up as a fun group exercise for teams getting started with the concept of culture.  So how does it work?  The Culture Box Exercise For this exercise you will need a large cardboard box. The larger the better. Ideally you can use one that’s large enough for one or two members of the group to sit in. Then, with the box placed in the centre of the room, enlist your volunteer(s) and sit them in the box. If the box i

The tragic and ongoing story of Malaysia Airways flight MH370 has few positives. At the time of writing it appears highly likely that the aircraft, which disappeared on 8 March as it flew from Kuala Lumpur to Beijing, ditched somewhere in the sea off the SW coast of Australia, many miles off course  from it’s planned route. No wreckage has been found and there has been no communication with any of the 239 people listed as being on board. No reason for the massive deviation in the flight plan or the loss of communication has been provided. What continues to unfold is a fascinating and disturbing tale that has flummoxed just about everyone. But what we have already experienced as part of this story helps us expand our understanding. And here's how. As humans we rely on our skills of pattern recognition to make sense of the world around us. When stories and events unfold we look to the validity of our own experience to assess the situation against our own memory banks of data, h

We've all seen it. It's one of the most famous cinema sequences of all time. Luke Skywalker is hurtling at high speed along the narrow canyon around the Death Star. On his shoulders rests the last hope for a bright future for the galaxy. If he succeeds in targeting his torpedo on the tiny exhaust port target then the explosion will cause a chain reaction that will lead to the destruction of the Empire’s most deadly weapon. Skywalker will be a hero and his friends will live. Should he fail, his friends will suffer a terrible fate and the rebel base will be destroyed, plunging the galaxy into endless torment and suffering at the hands of the evil Emperor and his even more sinister minions. Tough call. Skywalker is piloting a state of the art space ship, crammed with targeting systems and computer guided what-nots designed by experts to maximise the chances of the all important direct hit. Others have tried to hit the exhaust port before him, but all have failed. Now, with t

We know that if we are to make 1-to-1 meetings a habitual part of our management style then we have to get practising. But how do you get started with 1-to-1’s ? Well, try this.  Next time you are in a meeting with your team tell them that you want to give 1-to-1 meetings a six month trial. Ask each of them to take responsibility to arrange their own 1-to-1 sessions with you. Ideally these will be face to face, once a week, at a regular time if you can. Giving the responsibility for arranging the meetings to the subordinates is a great way to empower them, just make sure that you are honest with them with the booking arrangements and make sure that you honour the meetings. If you don't turn up you are letting them down and they will certainly think less of you for it. How long should each meeting be? Half an hour is fine. A general rule is 10 minutes for them, ten minutes for you and ten minutes for everything else.  Do the meetings need to be in private? Not necessarily.

Trust is one of those core values that we like to hold dear, both at home and at work. Having trust in someone is a liberating feeling, a feeling that we know we are in good hands, no matter what happens. A feeling of something shared. The phrase “Trust me” is the ultimate statement that we use when we have tried almost every other form of reassurance, when we just know everything will be alright. So trust then, is a good thing and most of us want to see more of it. Lose trust and you lose the relationship. Anyone with a failed marriage will tell you that relationships in which trust has been lost are doomed to a miserable future. The curious thing however is that trust, like common sense, isn’t actually all that common. Especially not, it seems, in the world of work. The UK CIPD have recently published the results of a workplace survey claiming that  just over a third (37%) of employees trust their organisation’s senior management. By inference therefore the other 63% do not.