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Comprehensive 2 day program

2018 Dates

Quarter 1

Melbourne: Feb 12 & 13

Brisbane: Mar 19 & 20

 


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 It's not 'drawing'...

It's 
VISUAL

SENSEMAKING

with Lynne Cazaly
using The Visual Mojo Method
 
1 day practical workshop for your team
Build this powerful, influential skill to help make sense of change, communicate clearly and engage people in the most challenging situations

Contact Lynne to arrange a workshop at your workplace 

 
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    Entries in conversations (4)

    Monday
    Aug262013

    What's important to 'capture' visually?

    I'm often asked how I know when something is important to capture using visuals. This 'graphic recording' or visual approach to working with people in groups and teams is powerful in that for me, it primarily helps people hear each other. 

    People get to truly 'see' what is being said. 

    So out of everything being said, how do I know which parts are important to a group and which parts to leave out?

    Context - What is this whole conversation about for this group - not for me, for them? Keep this in mind - it truly is about the 'big picture'. When you're clear about their purpose, reason, why... you'll be put in the picture about what is important. So take note of the title of the session, the role of the team or the speaker/presenter, the mission or purpose of the meeting or conversations. Whatever is important for them, needs to be listened out for.

    Repetition - when topics, key phrases and content are repeated (by different people - in conversation, presentation, printed material or discussions) I know there is some importance there, so I'll capture it. 

    Pause... talk. When people give a little pause before they present their important phrase or word, I'm listening out, in a BIG way. A common situation is when people say things like ... "I think what this team needs is <tiny pause> more accountability.' And often the words 'more accountability' are delivered a little louder, a little faster or a little slower or in a slightly higher or lower tone. Listen out for the pause or other voice changes outlined in my earlier blog post on what's important and what's waffle. They are a perfect indicator that the speaker is trying to say 'this is important' - so I'll capture that. 

     

    You can't capture everything - you need to distill, delete, rearrange or economise, so these tips will help you on your way to doing this. 

     

     

    Monday
    Sep032012

    Every meeting and conversation is a balancing act  

    Highwire Walker

    Watching someone handle a meeting and conversation well, is just like the skill of a highwire walker. Balancing, woah over balance, back to centre, wait, steady, step forward, balance, wait...

    The almost easy part is moving along the wire to achieve your outcomes. You can run across if you like. But you might lose people along the way. Or, everyone can be having a great time and participating, you'll achieve some outcomes but they won't be on topic or relevant.

    So the balance is between achieving the meeting or session outcomes; involving and engaging the people who are there (in the room or dialling in remotely); and keeping things on topic. It's a balance and you need to let some slight overbalancing happen here and there, but get back to centre, steady and then keep stepping forward.

    In a meeting, workshop, conversation today, notice how the balance is going. Is anyone really participating? Are you getting anywhere? Are you on topic? How are all three coming together to the applause of the crowd?

    Monday
    Sep032012

    Focused talk... or off on a tangent

    The quick pic image at the left for you this week is a good reminder: notice when conversations, meetings and discussions are focused and on-topic or wandering off on a tangent. Conversations do spark people’s thinking. It’s no wonder we think of other things or want to raise what we see are important or related topics when we're right in the middle of another.

    So be aware of how you encourage divergent and convergent thinking when you’re leading or participating in a meeting or discussion. 

    Divergent – open it up, open up the conversation and the discussion.
    Convergent – narrow it down, close it up, wind it up.
     
    If the talk goes off-topic, rather than rolling your eyes with ‘here they go again’, say that it sounds like it might be on another topic. Then you have a choice: proceed along the existing path or take the new path. I like to note what that topic, question or comment is. You can come back to it if you choose not to take that path right now. It can help to ask: 'Do we need to go along this path?' 'Does it tie in to our topic today?'  'Is this related?' 'Is this the time/place to talk about it?' Notice these are closed questions. If you do go along this new path, then it's helpful to open it up (divergent) with open questions like 'How does this....', "What parts of that...' or 'Where do these points...'
     
    In true divergent and convergent thinking, divergent is about many possible solutions. Convergent is about one.

    In business, I often see leaders, managers and meeting facilitators hit speedbumps when a topic is about to be wound up and converged ... and (often unknowingly) they ask another open question. Wham! It's open again. More divergent thinking and talking. Of course if it needs discussing and deciding you do that. But make sure the questions you ask suit either opening things up or closing them down.  

    Are we all done on this topic now? Is there anything else to add to this before we move to the next point? Do we need any more time on this topic?
     
    Notice how you as the leader, manager, consultant or facilitator contribute to diverging or converging.

    Monday
    Sep032012

    Getting to decision and action

    You know when you're in a meeting or conversation and things don't seem to be getting anywhere, at the speed you'd like? You know the round and round thing? 'Didn't we just cover that?' 'OK, she said that before, let's move on!' 'When, if ever, will we decide on something?' 

    I wanted to give you a valuable tool for meetings and conversations that helps you keep things moving, towards decisionmaking. I call it 'The Facilitator 4-Step'. It's simple, it's clear and you just need to signal with the group what stage of the meeting or conversation topic you're at. These four steps will help you everytime, if your meeting goes for five minutes or even for a full day. I've used it in team workshops, strategic planning days, community meetings, even one-on-one conversations. It was a part of some recent facilitation training I delivered for project management teams to help them move from talking about it, to acting on it!


    Facilitator 4-Step
    1. Facts and Evidence : what do we know? Deal with the facts first, whether you're reviewing what this is all about or you need to clarify the details. Hold back on opinions for now.
    2. Discussion and Opinion : what do we think? Now you can let the discussion and opinions flow...! Identify common themes, capture thoughts and views. Hold off on solutions for now.
    3. Ideas and Opportunity : what could we do? If you need to generate ideas and solutions, now is the time. Make sure you don't cycle back to opinion and discussion, unneccesarily. 
    4. Actions and Commitments : what will we do? When there are decisions to be made, now is the time. The facts are out there, you've discussed thoroughly, come up with ideas, now act!

    The Facilitator 4-Step is available here as a visual I created using Brushes on the ipad; you can save or print it. You can use the questions in blue to explain to the group where you're at. 

    You can get to decision and stop the round and round. But make sure you capture views and opinions along the way too. No steamrolling ok? And if you're meeting to decide, decide to follow a process that will actually get you all somewhere...  phew!