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:
- The Shower Effect: Sudden Insights
- Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why
didn't I think of this before?" What causes these moments? How can we make them happen sooner?
- Troublesome Terminology
- The terms we use at work to talk about practices, policies, and procedures are serviceable, for the
most part. But some of them carry connotations and hidden messages that undermine our larger purposes.
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- Embolalia and Stuff Like That: I
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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. rbrentWvPMSHApmmQThsfner@ChacpxgNQOLzyRkXeFXSoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- 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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