Excerpt from High Performance Communication workshop guide

The Workshop guide that goes along with the Public Workshop starting on July 10 is all new and really very good. It captures the important aspects from each of the subjects taught throughout the 3 day course in Outline form, as Summaries, and as full text which will be forever useful as a reference.

In the section on relationships, I explain the details of the perspective we need to adopt in order to develop really great relationships. Then, just before I give instruction on all the skills required to create amazing business relationships, I summarize the perspective we adopt towards our collaborators as follows:

In summary, our perspective in collaborating within our workgroup is:
The people with whom we collaborate are capable people with ideas about things that deserve to be heard. We are eager to understand their perspective fully. We believe that they want to hear our perspective as well and are willing to consider it if we present it in a factual manner, with a minimum of interpretation. We believe that the interpretation of the facts is best done collaboratively.

We recognize that blame is generally far less important than understanding the contribution system that leads up to a given outcome. Some systems MAY have a single point of failure with no other contributing factors, but these are rare and usually so simple that they don’t warrant much discussion. We know that other's will feel less defensive if we all can express our contribution to an outcome.

We know that the differences in our perspectives comes as a natural result of our diversity and that this is the great strength of our workgroup – that our diversity allows us to blend the best parts of our different perspectives and develop solutions that are better than any one of us would have developed alone. We have learned how to draw upon those differences and get the information out into the open and we practice it regularly.

We recognize that how we feel about ourselves and how others feel about themselves can come into question as we collaborate and we will practice methods to keep us open to all options and not “close off” into bifurcated (either/ or) thinking. We recognize that some of the ideas we hold about ourselves and others can be wrong, and that we can reconsider them at anytime using the tools we have learned.

We know that relationships are important to doing good work and that all relationships (and good decisions) have an emotional component. If feelings become an issue, we recognize that we will talk about them just as we would any other part of a problem.

We recognize that all of this takes training and practice in the methods that underlie these outcomes.

The book goes on to describe a collection of tools that make ALL of our business relationships as deep and powerful as the VERY BEST TEAMS you have been on.
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