SlideShare ist ein Scribd-Unternehmen logo
1 von 26
Downloaden Sie, um offline zu lesen
PEERCOACHINGINCIRCLE
GOINGBEYOONDCOGNITIVEFEEDBACK
FlavioFabiani
Peoplecanonlydevelopinsmallgroup
Manfred Max-Neef
AkeylearningformeduringtheIMOmasterinhorizontalleadershipisthe
practiceofgroupintervision, apeer-to-peerprocessstructuredasa
containerwherethesamegroupofpeoplecometogether cyclically to
reflectaboutcriticalpointsatworkanddialoguearoundthestepstaken
toaddressthosepoints
ThislearningwastrulyalivinglearningbecauseIimmediatelystartedto
usethispracticeatworkindifferentprojects,andmycolleaguesat
Peoplerisetoo.
AsAroughcalculationwecancountsomethinglike300applicationsfrom
thebeginningof2015
Peer coaching in circles - going beyond cognitive feedback
Intervisionisapracticeoflearningfromoneanotherinaself-orientingway
withinagroupofcolleaguesandprofessionalsfocusingoneverydayworkissues.
inaworkenvironmentthatnowadaysdemandsmuchmoreadaptationduetocurrent
cutbacksandreorganisations,intervisionsrepresentmomentsofrestandreflection.
Intervisionisawellknownpracticeinthefieldofdrugabuseandcrime
(seeintervisionguidelinesbyUNODC)
Amongtheothers,advantagesofusingthispracticesinorganizedcontextsare:
-itisrelativelyinexpensive
-youandyourcolleaguesgettoknoweachotherbetter
-expertisewithintheorganisationincreasesasaresult
thereare3mainrolesintheintervisiongrouppractice
-casegiver,thepersonwhobringthecase
-coaches,peoplewhosupportthereflectionofthecasegiver
-timekeeper,acoachwhoisalsoresponsibleforthetiming
thecircleshouldnotbeovercrowded,5/6peoplearea
preferredsize
Step1 thecasegiverbringakeyquestionforherselfanddescribetheeventwhere thisquestion arose.Thedescriptionis
basedonrealfactsandpersonal interpretationsareavoided
Step 2 coaches askquestionstothecasegiverwiththeintentiontoclarifythedescriptionoftheeventandthequestion
behind.Theyareatservice,theirunderstandingislimitedandshouldnotgobeyondintodetails,thisisnottheaim.
Step3 coaches one byone andwithoutexplaining,judgingorinterpreting,giveacharacterizationofthesituation
describedon3levels:rational(whatIunderstood), emotional (whatIfeltemphatically),factual(whichwillforces I
perceived)
Step4 everybodyinthecircleone byone,identifyadominantsteeringconviction*asitappearedinthebehaviourofthe
casegiveractinginthesituation.
*Values,normsandideologiesworkinusandtheyshowthemselvesinsteeringconvictions.Thesesteeringconvictionsdirectouractionsandbehaviourin a
concretesituationandtheygiveitsense.Tobeabletochangeouractionsandbehaviourwemustdiscoverthesteeringconvictionsandbringthemin
movement.
Step5 thecasegiverchooses thesteeringconviction whichshefeelsmore relevant
Step6 Thegroupdialoguearoundthesteeringconviction identifiedwiththeaimtore-orient ittoanewsteeringguide
Step7 thecasegivertogetherwiththegroupdefineaconcrete steptoexperiment thenewsteeringguidewithaconcrete step
duringthepracticeofgroupintervisionigotinclose
contactwithasimilarpracticedofpeercoaching,
developedinbostonatthemit,calledcaseclinic.
caseclinicsguideateamoragroupofpeersthrougha
processinwhichacasegiverpresentsacase,anda
groupof3-4peersorteammembershelp.
caseclinicsallowparticipantsto:
-generatenewwaystolookatachallengeorquestion.
-developnewapproachesforrespondingtothis.
Intention Statement
• currentreality
• Imageofdesiredfuture
• Learnignedge
• Helprequest
clarifyingquestions
Mirroring
Selectacase
• Images
• Feelings
• Actiontendency
generative dialogue
closingremarks
• Newideas
• Levelofenergy
• Concretestel
Step1 Selectcase
Step2 Intentionstatementbycasegiver-Takeamomenttoreflectonyoursenseofcalling.Thenclarifythesequestions:
• Currentsituation:Whatkeychallengeorquestionareyouupagainst?
• Intention:Whatfutureareyoutryingtocreate?
• Learningedge:ifthissituationwasdesignedtoteachtosomethingWhatdoyouneedtolet-goandwhatdoyouneedtolearn?
• Help:Wheredoyouneedinputorhelp?
Step3 Coacheslistendeeplyandmayaskclarifyingquestions(don’tgiveadvice!)
Step4 Mirroring
• Eachcoachsharesimages,metaphors,feelings,and/orActionsthatcameup.
Step5 Generativedialogue-continuetheconversation, startingwiththecasegiver:
• thecasegiverreflectsbackonwhattheseimages,storiesandactionsevoke:Seeingmyselffromtheoutside,whattouchedme,whatresonatedwithme,what
questions,reflectionscomeupformenow?
• Allreflectoncasegiver’sremarks andmoveintogenerativedialogue,exploringnewperspectivesandviewsoncasegiver’ssituationandjourney.
Step6 Closingremarks
• Bycoaches
• Bycasegiverwithexpressionofaconcreatesteptotake
• Thankyou:Anexpressionofappreciationtooneanother
Step7 Individualjournalingtocapturethelearningpoints
AfterusingbothpracticesIrealizedthattherewerestrongpoints
inbothprocesseswhichwherenotpresentintheotherone.
groupintervisionismissing
-thelearningedgefocusduringthecasestorytelling,apowerful
momentwhichasafacilitatorIalwaysunderlineattheendofthe
clarifyingquestions(e.g.ifthesituationwasbuildtoletyou
learnsomethingwhatwoulditbe?)
-methaphorsusedinthecaseclinic,bringarealimaginative
feedbackintotheconversation,peopleloveit!characterization
seemstobeweakeronit
AfterusingbothpracticesIrealizedthattherewerestrongpoints
inbothprocesseswhichwerenotpresentintheotherone.
caseclinicismissing
-theidentificationandre-orientationofthesteeringguides
whicharegreatlyframingourconcrete step
-thestrongattentionontheevidenceandpreventionof
interpretationsasaresult,whichisawaytogodeeperintothe
casedescriptionbringingthecasegivertoamoreauthenticand
vulnerableplace
Iwasintriguedbycreatingaprocesswhichcouldincludethestrong
pointsofbothprocessesandIwasinspiredbythe7lifeprocessesas
describedbyR.SteinerandC.VanHouten
Bothauthorsseethe7lifeprocessesasthebaseoftruelearning,
whichdifferentiatesfromconditioning:ourbodyislearning
accordingtothiscyclefromthe1st dayofourlife,respectingthis
cyclecreateasustainablelearninginanycontexts
itriedtofantasizeonthepossibilitytogiveafulllearningcycle
basedonthe7lifeprocessesinapeercoachingcircleandIcomeup
withthis
0. ROLE’S DEFINITION/all
1. STORYTELLING/case giver
• Who brings the case
• Who keeps the time
• Who are the coaches
(the time keeper is also a coach)
• Current experienced situation
(how is it and how do you feel?)
• What are the point of views of other
people who take part in the context of the
situation you are describing?
• What is your expected evolution of the current situation
• Which personal learning edge you envision while
facing the situation
• Please state a clear help request to the coaches
(which question do you want to investigate together?)
2. CLARIFYING QUESTIONS/coaches
3. IMMAGINATIVE FEEDBACKS/coaches
4. MIRRORING/all
The coaches write down what they have felt
in terms of:
• Images
(a metaphor of the story)
• Feelings
(of the case giver and personal)
• Actions/Gestures
(the most representative of the story)
• Everyone (also the case giver)
reflects on the whole story and
propose a steering guide hidden
behind the case giver behaviours
• The case giver writes down all
hidden steering guides including his
own and choose one or put together
pieces of different guides proposed
5. STATE THE HIDDEN STEERING GUIDE/all
• On the base of the hidden steering guide
chosen everyone (also the case giver)
writes down and proposes a new steering
guide based on the chosen hidden guide
• The case giver writes down all new
steering guides including his own and
choose one or put together pieces of
different guides proposed
• What new ideas have emerge
to re-frame the current situation
• What level of energy do you
experienced during the conversation
• What concrete step do you commit
to do in the next 10 days
6. RE-ORIENTING THE HIDDEN STEERING GUIDE/all
7. FINAL CONSIDERATIONS/case giver
• Ask question about the evidence of the case told
(factual elements)
• Do not go into details (only a macro understanding
is requested)
• Do not interpret (this is not your, don’t still the
process from the case giver)
• When asking don’t be oriented to find a solution
• The coaches offer back as a gift to the
case giver their images, feelings and
actions/Gestures
• The case giver writes down all comments
and at the end indicate what
reverberates with her/him
Whichisindeedthe7lifeprocesses
ExperimentationofthisapproachwhichiscombiningGroup
IntervisionandCaseClinicwasasheersuccess.
Allourclientslovethistoolandasktouseitmore.
Fromanepistemologicalpointofview,GroupIntervisionandCase
Clinicarebaseon3mainsocialresearchapproaches
ACTIONRESEARCH(Glaser,Strauss,lewin,dick)
afamilyofresearchmethodologieswhichpursueaction(orchange)
andresearch(orunderstanding)atthesametime.
Inmostofitsformsitdoesthisby usingacyclicorspiralprocess
whichalternatesactionsandcriticalreflections,continuously
refiningitsmethods,dataandinterpretationinthelightofthe
understandingdevelopedintheearliercycles
DevelopmentalTheory(Lievegoed,Zwart,Bos).
Thismethodology isadequateforresearchingtheorganizedcommunityand
itsprocessesofdevelopment,changeandinnovationastheyarehandledby
practitionersinorganisations.Thismethodologyusesthetensionbetween
theindividualbeingandthecommunityasitsfoundation:thecreating
principleforsocialissuesinourtimesofindividualizedconsciousness
andorganizedcommunities.
SocialConstructivism(Weick,ChiaandvanDongen)
expressesthepointsthat
1)realityisobservedbyhumanbeings,
2)observationsofdifferentpersonsdifferfromeachotherand
3)itisonlyafterobservationsthatweareabletomakeinterpretations
Thestoryisconstructedafterwardsthroughinteractionwitheachother.
SocialConstructivismshowsusthatwecannotfindobjectiveresearchinsocial
realityanywayasrealityevolvesandshowsitselfunderourhands.Onlyafterwards
wecanreflectonwhatwethinkhashappened.Moreoverdifferentobservationsand
interpretationsplayarolewithpeoplethatareinvolvedintheprocess.
NowIamintriguedtoexperimentsomethingelsewhichIsaw,butIamstill
notsurehowtodoit:
Theimaginativefeedbacknurturethecasegiverduringcollective
reflectionandthisworksverywellinthecoachingcirclesthankstothe
metaphorsexpression,whichareoftenveryartisticanddistantfrom
solutions.
TakingSocialconstructivismasareference“Realityisconstructed
throughtheinteractionswitheachothers…”
I’dliketointegratemorefeedbackwhichconstructrealitywithout
stealingtheprocessfromthecasegiver,usingthebodyandart
SOCIALPRESENCINGTHEATRE ISANEXAMPLE
FATHERS
Rudolf Steiner
Otto Scharmer
Bernard Lievegoed
Friedrich Glasl
Johann Wolfgang von Goethe
Adriaan Bekman
Coenraad Van Houten
DidYouLikeIt?

Weitere ähnliche Inhalte

Was ist angesagt?

Silvana Richardson: Impactful professional learning for teachers – from input...
Silvana Richardson: Impactful professional learning for teachers – from input...Silvana Richardson: Impactful professional learning for teachers – from input...
Silvana Richardson: Impactful professional learning for teachers – from input...eaquals
 
Duncan Foord: A Coaching Approach to Teacher Development
Duncan Foord: A Coaching Approach to Teacher DevelopmentDuncan Foord: A Coaching Approach to Teacher Development
Duncan Foord: A Coaching Approach to Teacher Developmenteaquals
 
Chris Farrell: Mentoring as the Foundation for Effective Teacher Development
Chris Farrell: Mentoring as the Foundation for Effective Teacher DevelopmentChris Farrell: Mentoring as the Foundation for Effective Teacher Development
Chris Farrell: Mentoring as the Foundation for Effective Teacher Developmenteaquals
 
Implications of a Reflective Framework on Student Teachers' Future Practice
Implications of a Reflective Framework on Student Teachers' Future PracticeImplications of a Reflective Framework on Student Teachers' Future Practice
Implications of a Reflective Framework on Student Teachers' Future PracticeMei Lick Cheok
 
PEER COACHING GUIDE
PEER COACHING GUIDEPEER COACHING GUIDE
PEER COACHING GUIDEJoe Marlow
 
ICS Mentor Training09
ICS Mentor Training09ICS Mentor Training09
ICS Mentor Training09english9
 
Being more reflective in your teaching and learning
Being more reflective in your teaching and learningBeing more reflective in your teaching and learning
Being more reflective in your teaching and learningamckie
 
Chapter 2 Becoming a Professional Teacher ppt (1)
Chapter 2 Becoming a Professional Teacher ppt (1)Chapter 2 Becoming a Professional Teacher ppt (1)
Chapter 2 Becoming a Professional Teacher ppt (1)Jacqueline Williams
 
Professional Learning Teams Powerpoint 1a
Professional Learning Teams Powerpoint 1aProfessional Learning Teams Powerpoint 1a
Professional Learning Teams Powerpoint 1aKim Wedman
 
Reflective teaching
Reflective teachingReflective teaching
Reflective teachingBen Cruz
 
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does it
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does itSilvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does it
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does iteaquals
 
Reflective teaching by Anjanette Penillos
Reflective teaching by Anjanette PenillosReflective teaching by Anjanette Penillos
Reflective teaching by Anjanette PenillosBSEPhySci14
 
Teaching & Learning @ Alfreton Grange 2015/16
Teaching & Learning @ Alfreton Grange 2015/16Teaching & Learning @ Alfreton Grange 2015/16
Teaching & Learning @ Alfreton Grange 2015/16Jim Smith
 
Collaboration ppt -_pine_group
Collaboration ppt -_pine_groupCollaboration ppt -_pine_group
Collaboration ppt -_pine_groupAngela Speas
 

Was ist angesagt? (20)

Peer coaching guide
Peer coaching guidePeer coaching guide
Peer coaching guide
 
A plan for peer coaching
A plan for peer coachingA plan for peer coaching
A plan for peer coaching
 
Silvana Richardson: Impactful professional learning for teachers – from input...
Silvana Richardson: Impactful professional learning for teachers – from input...Silvana Richardson: Impactful professional learning for teachers – from input...
Silvana Richardson: Impactful professional learning for teachers – from input...
 
Duncan Foord: A Coaching Approach to Teacher Development
Duncan Foord: A Coaching Approach to Teacher DevelopmentDuncan Foord: A Coaching Approach to Teacher Development
Duncan Foord: A Coaching Approach to Teacher Development
 
Chris Farrell: Mentoring as the Foundation for Effective Teacher Development
Chris Farrell: Mentoring as the Foundation for Effective Teacher DevelopmentChris Farrell: Mentoring as the Foundation for Effective Teacher Development
Chris Farrell: Mentoring as the Foundation for Effective Teacher Development
 
Implications of a Reflective Framework on Student Teachers' Future Practice
Implications of a Reflective Framework on Student Teachers' Future PracticeImplications of a Reflective Framework on Student Teachers' Future Practice
Implications of a Reflective Framework on Student Teachers' Future Practice
 
Peer Coaching Trainig
Peer Coaching Trainig Peer Coaching Trainig
Peer Coaching Trainig
 
PEER COACHING GUIDE
PEER COACHING GUIDEPEER COACHING GUIDE
PEER COACHING GUIDE
 
ICS Mentor Training09
ICS Mentor Training09ICS Mentor Training09
ICS Mentor Training09
 
Being more reflective in your teaching and learning
Being more reflective in your teaching and learningBeing more reflective in your teaching and learning
Being more reflective in your teaching and learning
 
Chapter 2 Becoming a Professional Teacher ppt (1)
Chapter 2 Becoming a Professional Teacher ppt (1)Chapter 2 Becoming a Professional Teacher ppt (1)
Chapter 2 Becoming a Professional Teacher ppt (1)
 
Reflective Teaching
Reflective TeachingReflective Teaching
Reflective Teaching
 
Professional Learning Teams Powerpoint 1a
Professional Learning Teams Powerpoint 1aProfessional Learning Teams Powerpoint 1a
Professional Learning Teams Powerpoint 1a
 
Reflective teaching
Reflective teachingReflective teaching
Reflective teaching
 
Reflective Teaching Slides
Reflective Teaching SlidesReflective Teaching Slides
Reflective Teaching Slides
 
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does it
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does itSilvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does it
Silvana Richardson: Weighing the Pig Doesn't Make it Fatter or Does it
 
31 6-earthsoft-instructional coaching
31 6-earthsoft-instructional coaching31 6-earthsoft-instructional coaching
31 6-earthsoft-instructional coaching
 
Reflective teaching by Anjanette Penillos
Reflective teaching by Anjanette PenillosReflective teaching by Anjanette Penillos
Reflective teaching by Anjanette Penillos
 
Teaching & Learning @ Alfreton Grange 2015/16
Teaching & Learning @ Alfreton Grange 2015/16Teaching & Learning @ Alfreton Grange 2015/16
Teaching & Learning @ Alfreton Grange 2015/16
 
Collaboration ppt -_pine_group
Collaboration ppt -_pine_groupCollaboration ppt -_pine_group
Collaboration ppt -_pine_group
 

Ähnlich wie Peer coaching in circles - going beyond cognitive feedback

Kineo Engaging Elearning
Kineo Engaging ElearningKineo Engaging Elearning
Kineo Engaging ElearningKineo
 
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...Hanna Elise
 
Experimentation mindset
Experimentation mindsetExperimentation mindset
Experimentation mindsetDoc Norton
 
Enterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessEnterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessRightpoint
 
Experiential Learning Final Demonstration
Experiential Learning Final DemonstrationExperiential Learning Final Demonstration
Experiential Learning Final Demonstrationadwynbissing
 
Experiential Learning Final Demonstration
Experiential Learning Final DemonstrationExperiential Learning Final Demonstration
Experiential Learning Final Demonstrationadwynbissing
 
Facilitation skills, making things easier
Facilitation skills, making things easierFacilitation skills, making things easier
Facilitation skills, making things easierOmar Sultan
 
The Future of Work | Workshops4teams.com
The Future of Work | Workshops4teams.comThe Future of Work | Workshops4teams.com
The Future of Work | Workshops4teams.comMichael Friis
 
Creative thinking and problem solving
Creative thinking and problem solvingCreative thinking and problem solving
Creative thinking and problem solvingNthabiseng Mothebe
 
5 steps for using experiential learning with power of play
5 steps for using experiential learning with power of play5 steps for using experiential learning with power of play
5 steps for using experiential learning with power of playlindageo
 
How to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesHow to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesYves Hanoulle
 
Facilitating online agile retrospectives
Facilitating online agile retrospectivesFacilitating online agile retrospectives
Facilitating online agile retrospectivesEnrico Teotti
 
Bridging the Implementation Gap
Bridging the Implementation GapBridging the Implementation Gap
Bridging the Implementation Gapptl
 
Better UX Can Start With Motivation and Management
Better UX Can Start With Motivation and ManagementBetter UX Can Start With Motivation and Management
Better UX Can Start With Motivation and ManagementUXPA International
 
Training, Learning, Talent Management and Development
Training, Learning, Talent Management and DevelopmentTraining, Learning, Talent Management and Development
Training, Learning, Talent Management and DevelopmentJeremy Paul Gecolea
 
NLP Business Circle Session Three - Modal Operators & Motivation Strategies
NLP Business Circle Session Three - Modal Operators & Motivation Strategies NLP Business Circle Session Three - Modal Operators & Motivation Strategies
NLP Business Circle Session Three - Modal Operators & Motivation Strategies Fiona Campbell
 
Leading agile teams - Advanced Scrum Master
Leading agile teams - Advanced Scrum MasterLeading agile teams - Advanced Scrum Master
Leading agile teams - Advanced Scrum MasterIlan Kirschenbaum
 

Ähnlich wie Peer coaching in circles - going beyond cognitive feedback (20)

Kineo Engaging Elearning
Kineo Engaging ElearningKineo Engaging Elearning
Kineo Engaging Elearning
 
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...
The Role of Classroom Management in Laboratory Teaching by Ruth Tamara Encarn...
 
Experimentation mindset
Experimentation mindsetExperimentation mindset
Experimentation mindset
 
Enterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure SuccessEnterprise Collaboration Change Management: 5 Tips To Ensure Success
Enterprise Collaboration Change Management: 5 Tips To Ensure Success
 
Experiential Learning Final Demonstration
Experiential Learning Final DemonstrationExperiential Learning Final Demonstration
Experiential Learning Final Demonstration
 
Experiential Learning Final Demonstration
Experiential Learning Final DemonstrationExperiential Learning Final Demonstration
Experiential Learning Final Demonstration
 
Facilitation skills, making things easier
Facilitation skills, making things easierFacilitation skills, making things easier
Facilitation skills, making things easier
 
The Future of Work | Workshops4teams.com
The Future of Work | Workshops4teams.comThe Future of Work | Workshops4teams.com
The Future of Work | Workshops4teams.com
 
Creative thinking and problem solving
Creative thinking and problem solvingCreative thinking and problem solving
Creative thinking and problem solving
 
Peer Observation Tips for TESS
Peer Observation Tips for TESSPeer Observation Tips for TESS
Peer Observation Tips for TESS
 
5 steps for using experiential learning with power of play
5 steps for using experiential learning with power of play5 steps for using experiential learning with power of play
5 steps for using experiential learning with power of play
 
How to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile procesHow to make your retrospectives the heart of your agile proces
How to make your retrospectives the heart of your agile proces
 
Experiential learning lectures
Experiential learning lecturesExperiential learning lectures
Experiential learning lectures
 
Facilitating online agile retrospectives
Facilitating online agile retrospectivesFacilitating online agile retrospectives
Facilitating online agile retrospectives
 
Bridging the Implementation Gap
Bridging the Implementation GapBridging the Implementation Gap
Bridging the Implementation Gap
 
Better UX Can Start With Motivation and Management
Better UX Can Start With Motivation and ManagementBetter UX Can Start With Motivation and Management
Better UX Can Start With Motivation and Management
 
Training, Learning, Talent Management and Development
Training, Learning, Talent Management and DevelopmentTraining, Learning, Talent Management and Development
Training, Learning, Talent Management and Development
 
NLP Business Circle Session Three - Modal Operators & Motivation Strategies
NLP Business Circle Session Three - Modal Operators & Motivation Strategies NLP Business Circle Session Three - Modal Operators & Motivation Strategies
NLP Business Circle Session Three - Modal Operators & Motivation Strategies
 
Facilitation 101
Facilitation 101Facilitation 101
Facilitation 101
 
Leading agile teams - Advanced Scrum Master
Leading agile teams - Advanced Scrum MasterLeading agile teams - Advanced Scrum Master
Leading agile teams - Advanced Scrum Master
 

Mehr von Flavio Fabiani

Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...
Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...
Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...Flavio Fabiani
 
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...Flavio Fabiani
 
Geografia dei green jobs in Italia
Geografia dei green jobs in ItaliaGeografia dei green jobs in Italia
Geografia dei green jobs in ItaliaFlavio Fabiani
 
Cultivating communities of practice at International Labour Organization
Cultivating communities of practice at International Labour OrganizationCultivating communities of practice at International Labour Organization
Cultivating communities of practice at International Labour OrganizationFlavio Fabiani
 
Agricoltura 2.0 - Mura Mura - Ottobre 2013
Agricoltura 2.0 - Mura Mura - Ottobre 2013Agricoltura 2.0 - Mura Mura - Ottobre 2013
Agricoltura 2.0 - Mura Mura - Ottobre 2013Flavio Fabiani
 
ILO - Learning Link 2013 - Turin
ILO - Learning Link 2013  - Turin ILO - Learning Link 2013  - Turin
ILO - Learning Link 2013 - Turin Flavio Fabiani
 
Land & bits un terreno comune per l’innovazione sociale
Land & bits un terreno comune per l’innovazione socialeLand & bits un terreno comune per l’innovazione sociale
Land & bits un terreno comune per l’innovazione socialeFlavio Fabiani
 
Cuoa co-creazione 2013 - role playing
Cuoa   co-creazione 2013 - role playingCuoa   co-creazione 2013 - role playing
Cuoa co-creazione 2013 - role playingFlavio Fabiani
 
Cuoa co-creazione 2013 - casi
Cuoa   co-creazione 2013 - casiCuoa   co-creazione 2013 - casi
Cuoa co-creazione 2013 - casiFlavio Fabiani
 
Cuoa co-creazione 2013 - teoria
Cuoa   co-creazione 2013 - teoriaCuoa   co-creazione 2013 - teoria
Cuoa co-creazione 2013 - teoriaFlavio Fabiani
 
Cuoa 2013 - co-creazione e innovazione
Cuoa 2013 -   co-creazione e innovazioneCuoa 2013 -   co-creazione e innovazione
Cuoa 2013 - co-creazione e innovazioneFlavio Fabiani
 
Flavio fabiani case study reconciling business communication with sustainab...
Flavio fabiani case study   reconciling business communication with sustainab...Flavio fabiani case study   reconciling business communication with sustainab...
Flavio fabiani case study reconciling business communication with sustainab...Flavio Fabiani
 
Toshiba labhub article contagious
Toshiba labhub article contagiousToshiba labhub article contagious
Toshiba labhub article contagiousFlavio Fabiani
 
Unified user experience for toshiba products
Unified user experience for toshiba productsUnified user experience for toshiba products
Unified user experience for toshiba productsFlavio Fabiani
 
Master lab madee2012 day 2
Master lab madee2012 day 2Master lab madee2012 day 2
Master lab madee2012 day 2Flavio Fabiani
 
Master lab madee2012 day 1
Master lab madee2012   day 1Master lab madee2012   day 1
Master lab madee2012 day 1Flavio Fabiani
 
In flanders co creation day (2012)
In flanders co creation day (2012)In flanders co creation day (2012)
In flanders co creation day (2012)Flavio Fabiani
 
Welovestories 2011 briefing to the students
Welovestories 2011   briefing to the studentsWelovestories 2011   briefing to the students
Welovestories 2011 briefing to the studentsFlavio Fabiani
 
Revolution children by redomino for panasonic
Revolution children by redomino for panasonic Revolution children by redomino for panasonic
Revolution children by redomino for panasonic Flavio Fabiani
 

Mehr von Flavio Fabiani (19)

Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...
Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...
Executive Digital MasterLab di H-Campus - Evoluzione Sociale, Complessità e L...
 
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...
TEDx - 09.2014 (Roma) - L’ignoto come fonte di ispirazione profonda per i cha...
 
Geografia dei green jobs in Italia
Geografia dei green jobs in ItaliaGeografia dei green jobs in Italia
Geografia dei green jobs in Italia
 
Cultivating communities of practice at International Labour Organization
Cultivating communities of practice at International Labour OrganizationCultivating communities of practice at International Labour Organization
Cultivating communities of practice at International Labour Organization
 
Agricoltura 2.0 - Mura Mura - Ottobre 2013
Agricoltura 2.0 - Mura Mura - Ottobre 2013Agricoltura 2.0 - Mura Mura - Ottobre 2013
Agricoltura 2.0 - Mura Mura - Ottobre 2013
 
ILO - Learning Link 2013 - Turin
ILO - Learning Link 2013  - Turin ILO - Learning Link 2013  - Turin
ILO - Learning Link 2013 - Turin
 
Land & bits un terreno comune per l’innovazione sociale
Land & bits un terreno comune per l’innovazione socialeLand & bits un terreno comune per l’innovazione sociale
Land & bits un terreno comune per l’innovazione sociale
 
Cuoa co-creazione 2013 - role playing
Cuoa   co-creazione 2013 - role playingCuoa   co-creazione 2013 - role playing
Cuoa co-creazione 2013 - role playing
 
Cuoa co-creazione 2013 - casi
Cuoa   co-creazione 2013 - casiCuoa   co-creazione 2013 - casi
Cuoa co-creazione 2013 - casi
 
Cuoa co-creazione 2013 - teoria
Cuoa   co-creazione 2013 - teoriaCuoa   co-creazione 2013 - teoria
Cuoa co-creazione 2013 - teoria
 
Cuoa 2013 - co-creazione e innovazione
Cuoa 2013 -   co-creazione e innovazioneCuoa 2013 -   co-creazione e innovazione
Cuoa 2013 - co-creazione e innovazione
 
Flavio fabiani case study reconciling business communication with sustainab...
Flavio fabiani case study   reconciling business communication with sustainab...Flavio fabiani case study   reconciling business communication with sustainab...
Flavio fabiani case study reconciling business communication with sustainab...
 
Toshiba labhub article contagious
Toshiba labhub article contagiousToshiba labhub article contagious
Toshiba labhub article contagious
 
Unified user experience for toshiba products
Unified user experience for toshiba productsUnified user experience for toshiba products
Unified user experience for toshiba products
 
Master lab madee2012 day 2
Master lab madee2012 day 2Master lab madee2012 day 2
Master lab madee2012 day 2
 
Master lab madee2012 day 1
Master lab madee2012   day 1Master lab madee2012   day 1
Master lab madee2012 day 1
 
In flanders co creation day (2012)
In flanders co creation day (2012)In flanders co creation day (2012)
In flanders co creation day (2012)
 
Welovestories 2011 briefing to the students
Welovestories 2011   briefing to the studentsWelovestories 2011   briefing to the students
Welovestories 2011 briefing to the students
 
Revolution children by redomino for panasonic
Revolution children by redomino for panasonic Revolution children by redomino for panasonic
Revolution children by redomino for panasonic
 

Kürzlich hochgeladen

Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 

Kürzlich hochgeladen (20)

Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 

Peer coaching in circles - going beyond cognitive feedback