Strange | Strategy and Change Decelerate to Accelerate how to use time and timing in co-creating

Strange | Strategy and Change Goals of this session In this session participants experience how to: Decelerate by creating shared references in a group Decelerate by creating a shared sense of urgency in a group Decelerate by postponing your interpretations and judgements Decelerate by provoking change instead of making or organizing change

Strange | Strategy and Change Carrousel 1.Mark in the program what words or what (parts of) sentences made you decide to come to this session 2.Make 2 circles: the inner and the outer circle face each other

Strange | Strategy and Change Carrousel 3. Outside circle: I am… The words or (parts of) sentences that made me decide to come to this session were… Because… The question, that puzzles me, is… 4. Inside circle: You are… You decided to come to this session because… The question, that puzzles you, is… What touches me in your story, is…

Strange | Strategy and Change We postpone our interpretations and judgments We do that by including multiple perspectives And by asking participants to tell their story in terms of observations We do not look for guilty parties that contributed to the unexpected event The Blame Free Principle

Strange | Strategy and Change We assume that patterns of interaction will make anyone act in the same way, making the same mistakes as did the person in this specific situation So it is about changing the patterns, and the conditions in which these patterns can excist, not about changing the person No one is to blame for

Strange | Strategy and Change Judging enables you to make a decision If it is not necessary to make a decision, you can postpone your judgment By postponing your judgment, you can start observing and renew your observations and interpretations concerning a certain event Postponing your judgment

Strange | Strategy and Change I invite you to stand and walk over to someone And to practice some blame free evaluating by asking the other person about how he or she woke up and got to the conference this morning Invitation to experience…

Strange | Strategy and Change Tell me about a specific moment in a project of yours that you experienced something you did not expect? Where were you at that time, who was there with you, were you sitting or standing? What did you say, in what way did you move? And then? What happened then? And then? Storytelling in observations

Strange | Strategy and Change Negotiating the conditions What problem is your project an answer to? Who experiences a sense of urgency? Which people and therefore perspectives are included? What cannot be questioned or touched?

Strange | Strategy and Change Breaking through patterns 1.How do I get stakeholders to feel their dreams, hopes and desires so that they ask me what they really want? 2.How do I make crucial stakeholders care about this project? 3.How do I create space for variety, where there is no space at the moment? 4.How do I seduce stakeholders and secretly touch what I cannot touch or discuss? (how can I give them a sense of security and of control?)

Strange | Strategy and Change The method of contemplation 1.First round: every person tells whenever he wishes what inspired him or touched him during this session. No one reacts, just listen 2.Second round: every person tells whenever he wishes what inspired him or touched him in the words that were spoken during the first round. No one reacts, just listen