Denise had just spent two intense hours explaining to Marcus why the changes he wanted were likely to set the project back. Marcus kept insisting that removing requirements should save time, not cost time, and Denise just couldn't explain to Marcus why that just ain't so.
Finally, Marcus understood her point, and that's when he told Denise that the changes had been agreed to at the CEO level. So that was that. "If only I had known," Denise thought, "I wouldn't have wasted the afternoon debating it." Not a great day for Denise.
How much time and energy do we expend, only to learn later that it was all for naught? How much anger do we experience, only to feel sheepishly regretful later, when we see the full picture? How often have we kept to ourselves words of kindness or appreciation, because of the embarrassment that we've felt about giving them voice?
The Temperature Reading, invented by Virginia Satir, gives team members an opportunity to speak their minds, with little risk of embarrassment or hurt. All you need is a quiet, comfortable room.
In its most usual form, the Temperature Reading has five parts. In each part, team members voluntarily come to the front of the group to offer their thoughts to all.
- First we express appreciation for anything meaningful — large or small — for support, contributions, understanding, or even a good joke. Once the appreciations start rolling, they gather momentum, and they build positive feelings that make the rest of the Temperature Reading so successful.
- New Information
- Here we offer information that we think others might not know yet. Often this section clears up puzzles and resolves complaints even before they're voiced.
- Puzzles are questions we have that we don't know how to answer. Offering the question to the whole group makes everyone aware of the puzzle at once, and helps engage everybody in resolving it, once the Temperature Reading ends.
- Complaints with Recommendations
- The Temperature Reading
gives team members an
opportunity to speak their
minds, with little risk of
embarrassment or hurt
- Next we can complain, provided we also recommend something that helps resolve the issue we raise. Complaints are usually heartfelt and are almost always heard that way.
- Hopes and Wishes
- Closing the Temperature Reading on a high note — one of hopes and wishes for the future — gives us a chance to express our dreams. It can be inspiring and we can sometimes inspire others.
Like all group activities, the Temperature Reading improves with practice. Once you've learned the rhythm, regular Temperature Readings can keep a well-functioning team in the groove, and help take a troubled team — one that's too cold or too hot — to a place of comfortable warmth. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- Achieving Goals: Inspiring Passion and Action
- Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to
emphasize action are the keys to managing yourself, or others, toward achievement.
- The Paradox of Confidence
- Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence
of lesser ability. Recent research suggests that confidence and competence are inversely correlated.
If so, our assessments of credibility and competence are thrown into question.
- Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
- Irrational Deadlines
- Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting
(and accepting) irrational deadlines. Why does this happen?
- Understanding Delegation
- It's widely believed that managers delegate some of their own authority and responsibility to their
subordinates, who then use that authority and responsibility to get their work done. That view is unfortunate.
It breeds micromanagers.
Although the Temperature Reading process was originally developed by Virginia Satir to support her work in family systems, it's no less valuable for groups in the workplace. My program, "Managing in Fluid Environments," explores how to apply this process to bring forth valuable but hidden information in situations where changes come along at such a rapid rate that the next change comes along before we reach the "New Status Quo" of the changes we're already dealing with. More about this program.
Are you planning an offsite or retreat for your organization? Or a conference for your professional society? My programs are fresh, original, and loaded with concrete tips that make an immediate difference. rbrenecCMmiUybKKEGBxKner@ChacCxqlAJyEBHtovOzioCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenMWsBsyfmgbmhrqMrner@ChacuYnKxvRnaxhQQOZSoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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