Generating Virtual Synergy: Turning the Iterative into the Creative -- Top Ten Steps and Strategies

The Stress Doc provides key steps, skills, and strategies for transforming a virtual problem-solving

exchange into a CRE-iterative, synergy building and product-generating process.

Generating Virtual Synergy:  Turning the Iterative into the Creative

Top Ten Steps and Strategies

Recently I met Dr. Terence Jackson, through a Linked-In intro.  Dr. J is an experienced Corporate Culture-Organizational Development-Business Strategist and Thought Leader, based in North Carolina.  While I’m a Motivational Speaker and Stress and Change Resilience, Anger and Conflict Management, and Team Building “Psychohumorist” ™, known as the “Stress Doc ™, living in Columbia, MD.  Quickly we began to virtually and conceptually groove.  In fact, a fiery kindling of the minds soon sparked an “iterative process.”  According to the Miriam-Webster Dictionary, iterative is a procedure in which repetition of a sequence of operations yields results successively closer to a desired result...even, I would add, a divergent and unanticipated, if not novel, outcome or product.  In fact, our neologistic conceptual baby was CRE-iterative!

The Mind- and Outcome-Expanding "Iterative" Process

What is it about the virtual experience that lends itself to all manner of problem-solving and product development?  Consider these ten key components of the back-and- forth electronic interplay of two individual and idiosyncratic minds.  Our synergistic offspring is a “Dr. J and the Stress Doc” original program – keynote, workshop, retreat, or seminar series:

Organizational Resilience & Rhythm:  A Creative & Collaborative Model and System – Achieving High Tech & Human Touch Harmony (and Profitability); see below.

What iterative arenas, pathways, and processes (apps, if you will) await the entry of you and a partner or you and team members?  Are you ready to create Stress Doc synergy?  Not only will your product’s essence be greater than the sum of its parts…but parts just may magically transform into partners!

"The Top Ten Steps and Strategies, Tools and Techniques of a CRE-iterative Process":  

1.  Dynamic Division of Labor.  From the outset, there was some role division:  Dr. J was more the conceptual generator, especially of macro- or systems-wide organizational issues, e.g. “Organizational Rhythm.” The Stress Doc was a writer-integrator weaving specific stress resilience-communication tools and concepts within the “big picture” framework.  One example, I added “Resilience” to Dr. J’s “Organizational Rhythm.”  To Dr. J’s emphasis on “Cultural Accountability” I amended “Authority” and “Autonomy,” i.e., yielding The Triple “A” – Authority, Autonomy & Accountability – of Organizational Responsibility & Resilience.  Our conceptual and experiential diversity, far from dividing us, increasingly vibrated a Yin/Yang sympathy.  And with give and take, roles flexibly evolve – sometimes a mentor/coach, other times a mentee/learner…yet always within a working, “helmet’s off” – no rank in the room – partnership. 

2.  Talk a Common Language.  Dr. J was fluent in systems-organizational terminology; I had at least a working knowledge and would ask for clarification or elaboration as needed.  However, we both were fluent in the realm of “Emotional Intelligence.”  I also resonated with his distinction between "change" (external, physical, and reversible) and "transformation" (internal, psychological, and bringing to life a new entity). Of course, words and phrases may evoke multiple images and meaning.  When Dr. J talked inclusion his primary emphasis was maximizing the diversity talent, experience, and input among employees in the organization.  In contrast, my initial focus was more micro:  inclusion evoked the military phrase “helmets off,” that is, to hold a meeting where for a period of time there is no rank in the room; “right (or at least good reasoning) makes might,” and the Corporal can talk freely to the Colonel.  (Some military leaders wisely brought in a professional team facilitator realizing they needed help to “walk a more candid, non-status-driven talk.”)

A common or complementary language means less time and energy is expended in “message sent equals message received.”  More important, it also facilitates the intuitive connection, that is, a capacity to quickly get the gist of what’s being expressed and/or to plumb unspoken or shadowy depths. Such a wavelength connection also generates an ability to listen and leap into analogical, mind-rippling, pathway-generating ideas and images.

3.  Evolve a Working Goal.  Almost immediately Dr. J and I had a sense of the project – organizational development training/leadership retreat programs.  (See program Objectives/Outline below.)  However, “what a joint presentational system-program would look, sound, and taste like was still a mystery."  Early back and forth through email and an initial phone call definitely generated more questions than answers.  Finally, a phone dialogue was just the spark to glean Dr. J's purposeful concepts and passionate focus:  his system terms resonated with my conception of creative communication and synergy – "culture," "jazz riff rhythm," and "improvisation"; so too "generating harmony by maxing the input and talents found in employee diversity" along with bedrock (and bottom line) ideas of "accountability" "transparency" & "trust".  (AT&T anybody?  In addition, we both are charter members of that new AA group – “Acronyms Anonymous.”) 

4.  Exchange and Lobby for Conceptual Paths and Resources.  One wonder of the virtual world is the speed at which information can be shared.  Whether it was an article on “Iteration,” “Creative Process,” or “Values and Accountability,” Dr. J would pass along material that would further my understanding.  On occasion I reciprocated.  The relevance and usefulness of the resource was enhanced by its immediacy.  In addition to this coaching element, the project and process focused my mindset; so many things suddenly had CRE-iterative possibility.  Of course, we were also lobbying for our personal points of view.  One paradoxical challenge of this process:  fight for those issues or beliefs you believe critical yet be receptive to contradictory or challenging ideas; be willing to let go, at least temporarily.  Conceding a battle does not mean the campaign is lost.  In similar fashion, alas, establishing a beachhead does not mean the island is conquered.  Acclaimed author, F. Scott Fitzgerald, has articulated what many in the arts and sciences have observed:

The test of a first rate intellect is the capacity to hold two opposed ideas in the mind at the same time and still retain the ability to function!

5.  Open to Feedback; Open to the Other.  A cardinal principle of iteration is analogous to my concept of the “key pillars of a good listener”:  the openness pillar and the humility pillar.  One must be willing to stretch one’s mind with new information or an unconsidered perspective.  And being humble means realizing you don't have all the answers and can learn from all manner of people and points of view.  There should be optimal competition and difference between the minds:  enough to avoid premature agreement and not so much that it leads to conceptual stonewalling or silo-building.  We also tried striking a dynamic balance between the theoretical and the applied.  Outcome not ego must be the driver; as the Stress Doc avows:  be goal-directed not pushed or pulled by a swollen head or wounded pride, that is, egoal-driven!

6.  Vive la Difference!  I recall a late 20^th c. problem-solving study involving submarine personnel.  The most salient outcome:  the teams that had the most heterogeneous-culturally diverse groupings invariably came up with the most creative solutions.  While quick to achieve a solution, the homogeneous process-product tended toward the one-dimensional; agreement was reached too easily.  The more diverse teams had to grapple with difference and even conflict; while requiring more time, these groups produced a more truly collaborative, multifaceted, expansive, and effective problem-solving synthesis.  As John Dewey, the 19^th c. pragmatic philosopher and “Father of American Public Education” observed:

Conflict is the gadfly of thought.  It stirs us to observation and memory.  It shocks us out of sheep-like passivity.  It instigates to invention and sets us to noting and contriving.  Conflict is the sine qua non of reflection and ingenuity!

7.  Fight, Retreat, and Reflect.  With two passionate- and purpose-driven individuals in an iterative process it’s vital to distinguish when fighting for an idea is or is not critical.  It may be preferable to concede a relatively small battle to sustain iterative and integrative give and take to continue as allies in the greater war/project effort.  As noted above, there are some core issues worth fighting for before smartly dancing around the ring, i.e., strategically stalling for time, or returning to one’s corner.  (And sometimes it’s wise to obtain a second opinion on what’s worth fighting for.)  “Dropping the tug-of-war rope” is a viable option when both parties know they can reflect upon and revisit the contentious issue.  Retreating not only allows opportunity to lick wounds but facilitates toughening a “thin skin”; it also provides time and space for conceptual battle seeds to germinate in one or both parties’ minds.  And this back and forth, fighting and retreating, can be relationship-building, especially when another Stress Doc maxim is kept in mind:  Difference and Disagreement =/= Disapproval or Disloyalty!

8.  Allow Conflict to Build Understanding and Trust.  I recall our exchanging messages about the recent NY Times report on the very demanding if not possibly aversive workplace culture at Amazon.  It reminded me of the label for the 24/7, 6000 person workfloor at a US Postal Service Processing & Distribution Plant:  “The Postal Plantation.”  (I had been a USPS Stress & Violence Prevention Consultant in the ‘90s.)  Perhaps Amazon was now inviting its own sobriquet:  “The High Tech Plantation!”  Dr. J had a strong reaction to my provocative cultural metaphor:  “Nobody was losing their life at Amazon.  Folks could leave the Amazon plantation if they had enough.”  As an African-American he thought I was trivializing the horrific, culturally devastating, too often mind- and body crushing experience of slavery.  I was taken aback by the intense rejoinder while also questioning my own cultural sensitivity.  (Yet, upon reflection, I certainly have a visceral reaction when believing the Jewish Holocaust of WWII is being trivialized.)  Though still somewhat enamored of the metaphoric marker, reflecting on my own and my partner’s perspective, I emailed saying that I could let go of the terminology.  In turn, Dr. J indicated that wasn’t necessary.  He just wanted to affirm his cultural-historical vantage point, a value which touched his core.  In some ways, this exchange was a test of our willingness to give and take culturally.  In addition to the outcome of my more intimate understanding, I believe we both emerged with a greater sense of trust in both the person and the process.

9.  Overcome Fear of Error or Failure.  An iterative process needs to be parts reflective and instinctive; don’t hold onto ideas until they are perfectly polished.  In fact, some raw edges enable others to grab on, to play and run with an idea.  Being a creative catalyst earns points in my iterative book.  Short term there may not be support or confirmation of your efforts/ideas; yet, down the back and forth path, unexpected developments may open up heretofore shadowy detours and iterative connections.  Or ideas may be streamlined – becoming leaner and keener.  To paraphrase Mark Twain:  Insight “is the sudden marriage of ideas which before their union were not perceived to have any relation.”  And the first step of insight is often risk-taking experimentation and exploration.  So “Confront the Intimate FOE:  Fear of Exposure.”  Remember, “Either Learn to Fail or Fail to Learn.”  And it doesn’t always have to be daunting, draining, or dire.  As Winston Churchill noted, “Success is stumbling from failure to failure with no loss of enthusiasm.” 

10.  The Lennon-McCartney Effect.  Reading a biography of Paul McCartney of the Beatles is helping to shape my thinking on this essay.  John Lennon was often deep and dark, if not an angry and cynical hard rocker; Paul tended to be breezier, pop-friendly, and engaging.  Yet, Paul could profoundly touch your heart with such songs as “Yesterday” and ”Let It Be” while John could inspire with “Imagine” or Give Peace a Chance.”  And they were each other’s’ toughest critics when Paul’s lyrics were too sappy or John’s music was too grungy.  And despite their differences there were profound commonalities:  In addition to their idiosyncratic genius and being awash in both the musical culture of Liverpool and the African-American/Southern roots of US “Rock and Roll,” together they developed their musical chops by the rough and tumble Hamburg, Germany wharves.  In their own way, each had a sly sense of humor.  Perhaps most poignantly, they both had lost mothers during their teen years.  The bottom-line message is not that iteration requires genius, but that differences and commonalities, along with life experiences, all feed the creative stew.  Steadily bring your full self to the give and take.  The lesson for this CRE-iterative essay:  play to your strengths, share resources, be flexible with roles and focus, and be open to and daring with new ideas and viewpoints.  Let conflict and criticism push your conceptual boundaries more than your emotionally charged buttons.  Gradually build trust.  Find an inquisitive partner who will provide the Stress Doc’s TLC:  Tender Loving Criticism and Tough Loving Care. 

Are you ready to find such a partner and go back and forth for it?

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Addendum

Organizational Resilience & Rhythm:  A Creative & Collaborative Model and System -- Achieving High Tech & Human Touch Harmony (and Profitability)

In a 24/7, TNT -- Time-Numbers-Technology -- driven and distracted work world -- three pillars are essential to support your company's mission.   During times of stress, uncertainty, and change:

1) are your leaders, employees, and teams resilient; can they bounce back from those challenging "abc"s -- adversity, burnout, or conflict?; can they genuinely grapple with and grow from change?; does your organization and culture understand the difference between "change" and "transformation?"

2) do your network of leaders, individuals, and teams communicate and resolve conflict in an open and transparent manner?; do these communication processes help strengthen cognitive diversity and remove status barriers to substantial engagement?; is your organizational culture one of "Accountability," modeled by a leadership network that energizes and inspires employees, heightens personal and team responsibility, and becomes the foundation for building trust?

3) is your company creating a "helmet's off" and inclusive climate, i.e., are all voices and viewpoints at all levels able to meaningfully contribute to mission-critical problem-solving, i.e., status no longer stifles the free flow of ideas?; does your culture encourage "improvisation":  when input and ideas, processes and programs may be critiqued, explored, and even field tested by vital system -- internal and external partners?

When leaders set and model this flexible focus and flow, when individuals, teams, leaders, and systems  discover and design their own unique sense of TIME:  Transformation-Inspiration-Motivation-Empowerment...you are into the new "R & R" -- Resilience & Rhythm -- and are blazing the creative and collaborative path of Organizational Harmony!

Program Objectives

• Building Stress Resilience, the Triple "A," and Burnout Prevention
• Turning Operational Change into Organizational Transformation
• Communication Flow and a "Rhythmic" Conflict Resolution Dance
• On Becoming a Transformative and "CRE-iterative"™ Leader
• Designing Diversity and Team Rhythm = Driving Performance Harmony
• Creating the Path of TIME and Organizational Harmony

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Upon completing this "Get FIT" -- FUN-Interactive-Thought-provoking -- program participants will:

A.  Building Stress Resilience and Burnout Prevention

1.  Rapidly Identify "Brain-Body-Behavior" Stress Smoke Signals

2.  Discover the Four Stages of Burnout; and the research-tested steps to prevent burnout and aid recovery and resilience

B.  Turning Operational Change into Organizational Transformation

1.  Understand and Overcome Resistance to Change; discover empathic and strategic process of "grief to growth" evolution

2.  Grasp the Essential Difference between Change and Transformation

C.  Generating Communication Flow and a "Rhythmic" Conflict Resolution Dance

1.  Disarm Power Struggles by Asking Courageous, Trust- & Respect-building "Good Questions"

2.  Practice Communication, Collaboration, and Reflective Listening Tools and Techniques for Hearing, Understanding, and Synergizing; Are You Being Heard...or Just Making Noise?

D.  On Becoming a Transformative Leader

1.  How the Transformative Leader Sets the Flow of Accountability, Authenticity, Intuition, Complexity, and CRE-iterative Process and Product that Awakens and Captures an Audience

2.  Discover and Apply the "Passion Power" Model:  Bringing Your Most Creative-Compelling Energy and Essence

E.  Designing Team Rhythm and Harmony

1.  Discovering the Creatively Rhythmic "I" in Team:  Cultivating "CRE-iterative Individuality" and "Interactive Community"

2.  Engaging in 3 "D" -- Discussion-Drawing-Diversity -- Status Barrier-Breaking and Team Building Exercises

F.  Creating the Path of TIME and Organizational Harmony

1.  Tools and Techniques for High Engagement Leadership Networks, Teams, and Cross-Systems Coordination; "See through the 'Box'...Design Your Own Curve"

2.  Developing TIME-less Leaders and Organizations:  Transform-Inspire-Motivate-Empower

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Terry Jackson is a highly accomplished, experienced and dynamic Executive Advisor, Thought Leader, Solutions Facilitator, Leadership Development Advisor, Sales Advisor and Organizational Consultant.  Holding a Ph.D. in Leadership and Organizational Change, Dr. Jackson's passion and purpose:   helping others evolve mindsets and skill sets, thereby expanding personal and professional performance excellence!

Terry is a visionary with 25+ years of progressive leadership success in catapulting sales, expanding existing markets -- driving market penetration and client revenue -- building strategic business relationships, and developing staff to achieve client and corporate goals, both for startups and Fortune 500 companies.  His experience includes:  P&L management, new product launches, territory turnarounds, brand management, contract negotiations, auditing, people development, and several process improvement methodologies.

Terry has led large scale consulting and coaching engagements in the following industries: Education, Financial, Petroleum, Telecommunications, State and Federal Government, Retail and Consumer Package Goods.  An authority in Emotional Intelligence, he uses conceptual understanding and "hands on" application to create and sustain uncommonly high levels of leadership and employee engagement and performance.

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Mark Gorkin, MSW, LICSW, "The Stress Doc" ™, a nationally acclaimed speaker, writer, and "Psychohumorist"  ™, is a former psychotherapist and Stress & Violence Prevention Consultant for the US Postal Service.  The Doc is a Trauma Debriefing and Critical Incident Consultant for variety of organizations, including the national post-earthquake, Nepali Behavioral Health & Wellness Initiative. He has led numerous transformative -- silo-breaking and communications bridge-building -- Pre-Deployment Stress Resilience-Humor-Team Building Retreats for US Army Senior Officers and Sergeants.

From a Ft. Hood Brigade Commander:  Your (Command Offsite) session on managing change and stress was the perfect lead-in to the work we had to accomplish throughout the conference.  It set the conditions for the free, uninhibited work (regardless of rank). Here's the BLUF: Your session was the critical building block on which we built the rest of the conference.  The Doc is the author of Practice Safe Stress:  Healing and Laughing in the Face of Stress, Burnout & Depression and The Four Faces of Anger:  Transforming Hostility and Rage into Assertion and Passion.   The Stress Doc blog appears in such platforms as HR.com and WorkforceWeek.com.  His award-winning, USA Today Online "HotSite" – www.stressdoc.com – was called a "workplace resource" by National Public Radio (NPR).  As SHRM and IPMA-HR Program Chairs recently noted, Mark has a way of captivating an audience and makes them want to hear more...Take a passionate and creative ride with the Stress Doc!

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Mark Gorkin, MSW, LICSW
The Stress Doc ™

Stress, Change & Leader Resilience Speaking, Coaching
Crisis & Critical Incident Intervention-Consultation
Burnout-Bullying/Conflict-Grief Counseling
Telephone--Skype-In-Person

301-875-2567

stressdoc@aol.com<>www.stressdoc.com

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